A client recently shared a story with me that represents an important lesson in understanding technological change.

General Norman Schwarzkopf Jr., who acted as commander of the allied forces during Operation Desert Storm, tells the story of teaching one of his promising lieutenants about leadership. The lieutenant, a recent graduate of West Point Academy, was talking about the advanced technology of the United States military when General Schwarzkopf invited him to accompany him outside. Not knowing what to expect or where they were going, the lieutenant followed his leader. Schwarzkopf and the young man walked up to one of the newest Air Force fighter jets and told the young man to command the jet to fly. Of course, nothing happened. Schwarzkopf and the young man then walked over to a tank and Schwarzkopf told the young man to command the tank to “move.” When nothing happened, General Schwarzkopf commanded the young man to give the order again.

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A great deal of writing on leadership today focuses on the capabilities and behaviors formal leaders of large divisions or enterprises need to be effective. We read about such important characteristics as transparency, vision, authenticity, and optimism, and behaviors such as setting big, hairy, audacious goals (BHAGs). These are no doubt critical, but many firms have been increasingly relying on teams to help solve business problems and drive results, and leaders of these teams need other things. Teams are not a new trend. However, based on my experience working for several different Fortune 500 companies, what’s different about many teams today are the following:

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Some business owners, leaders and managers have denigrated the value of people by referring to them as expendable assets instead of contributing individuals. While the denotation of “human capital” remains innocent enough, the term’s connotation echoes master-servant ideology.

Consider how terminology referring to people in the workplace fluctuates between various levels of respect:

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I learned about the importance of involving people in making decisions (as well as teamwork) many years ago when managing a group of 13 HR specialists in a 2000 person electronics company. The welcome I received after being hired as HR director was not exactly warm. The staff was upset their previous boss was gone and that a new, young manager was brought in to replace him. One who didn’t have HR experience to boot.

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I have just been promoted in my company and am now running a unit that has become known for a history of problems working as a team and with other divisions. There are a number of bright, creative but strong-willed employees. My bosses have told me it is a priority to get this division working more effectively together. Where do I begin? How do I get this group on track?

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