"How are we defining success?"
That question surfaced during an off-site team-building session with the FORGE team, a group of manufacturing and scale-up experts who help "innovators navigate the journey from physical prototype through to commercialization and IMPACT at scale." The team self-described as A-players, but acknowledged some interpersonal communication challenges at times. Moreover, a recent reduction in the team had some team members stretched thin in an attempt to cover new responsibilities.
After introductions, we set about to explore their communication and problem-solving. In the first round of the challenge I gave them, the team technically completed the task. But they also noticed tension: some team members leaned into planning while others jumped straight into action, and the lack of shared understanding of the plan had made their solution to the problem more precarious than they expected.
As we reflected over bagels, patterns and insights emerged. Some team members were seen as “solution engineers,” while others were seen as the “double-checkers,” roles shaped by how they typically presented themselves in their work. Without intending to, they had made assumptions about their own roles and missed out on the opportunity to fully hear each other's ideas.
Before starting the next challenge, they took a moment to define success together, adjust roles, and bring more voices into the process.
The next attempt - at a harder challenge - resulted in a more unified understanding of their goals and process. The team checked in with each other before major steps, and those in observing roles encouraged the ones taking action. Success at this second challenge felt more like a fully collaborative success rather than the result of particular individuals' skills.
In subsequent activities, they continued to work the muscle of explaining their approach and seeking shared understanding. We also introduced a communication tool for raising concerns or challenges, a specific request to address a perceived trend of being reluctant to share "bad news."
As FORGE continues to evolve to meet the changing needs of the startup ecosystem, these seemingly silly activities mirror something deeper: the fundamental shifts underway as they update team roles and strategies for impact. By bringing everyone, from the newest Co-op to the Executive Director, together in person for a few hours of play and reflection, this distributed team walked away with a clearer, shared definition of success.
“It was exactly what we needed. The activities were thoughtful, energizing, and truly brought the team together.”
- Anya Losik, Chief of Staff