252: Douglas Gerber: Former PepsiCo VP on How To Raise Your Team Quotient
Release Date: 05/29/2019
The former Vice President of PepsiCo Greater China, Douglas R. Gerber is Founder and CEO of Focus One, a consulting firm that helps leaders create high performance teams.
After 23 years as a corporate executive developing a reputation for building successful teams, Douglas innovated and trademarked the concept of Team Quotient (TQ), a measurement of the traits that lead to team success. He is a thought leader in the area of team transformation and works with leaders to develop their own High TQ Teams.
Douglas is an IAF (International Association of Facilitators) Certified Professional Facilitator and an ICF (International Coach Federation) Professional Certified Coach. He earned a Master’s degree in International Management from Thunderbird School of Global Management, and is a graduate of the Penn State Executive Program. Douglas has lived in ten countries and speaks eight languages.
In today’s conversation we explore his new book Team Quotient: How to Build High Performance Leadership Teams that WIN Every Time wherein he reveals best practices on how to measure, track, and diagnose the state of any team in any business as well as its progress.
Douglas shares the 10 factors required to be a high performing team, and explains the importance and impact of shifting from the commonly held silo mentality to a team first mentality. We also discuss how to handle internal attrition that often occurs during the 1-3 year transformation of a team, and how to maintain motivation throughout the process.
Whether you are a team of one, or lead a team of 10,000, Douglas will bring to light essential elements for your success.
- If you can’t measure your team quotient, you don’t really know how your team is doing.
- Leaders are only as good as the teams they build.
- It takes 1-3 years to transform an average or dysfunctional team into a high performing team.
- Only 5% of teams are high performance teams.
- The default for most teams is the silo mentality (focus on me and my department).
- If you don’t have a proper vision it is very hard to motivate the team to follow through on the transformation.
- Every team needs to figure out what is their burning platform. Without it, the team will slide back into a false sense of satisfaction or complacency.
- There are negative and positive burning platforms. It is good to have both motivating the team.
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