In the years after Keith Ferrazzi (MBA 1992) published Never Eat Alone, he confessed some reluctance in being labeled “the networking guy.” “But 20 years after writing that first book, and after coaching thousands of teams, I’ve finally recognized there’s a throughline—a consistent thread—in all of my research,” Ferrazzi recently wrote in Forbes online. “Work today happens fluidly in networked teams, and the performance of these teams is powered by purposeful relationships.” That realization powers Ferrazzi’s recently published book, Never Lead Alone, which draws on ten concrete, practical actions to shift team behavior. “While traditional companies struggle with siloed organizations and slow decision-making, the most disruptive companies are being built by founder teams that have teamship behaviors born into their everyday practices,” writes Ferrazzi, also a recent guest on multiple podcasts, including Future Ready Leadership and The One Thing, where he discussed moving from conflict avoidance to candor; from feedback as a directive to feedback as data; and from energy-sucking meetings to modern-day collaboration tactics.

We asked Ferrazzi how to begin the process of moving from a hub-and-spoke leadership model to one that elevates teams; he also shares the impact of his ongoing relationship with Baker Foundation Professor Len Schlesinger.

What’s the best first step to take to introduce a culture of teamship?

The first step should be to identify a simple practice that can be implemented to foster the desired culture. Some key things to consider when selecting the initial practice are that:

• It should be a concrete, actionable practice that team members can start doing immediately, rather than a high-level concept or culture change program.
• The practice should be aligned with and support the specific type of culture you want to cultivate, such as a more collaborative, accountable, or customer-centric culture.
• The practice should be easy to understand and implement, so that it can be adopted quickly and consistently by the team.
• The practice should be measurable, so you can track its impact and make adjustments as needed.

By starting with a single, well-chosen practice and getting the team to consistently execute it, you can begin to shift mindsets and gradually build the desired culture from the bottom up. This “act your way to a new way of thinking” approach is more effective than attempting to install a new culture through top-down initiatives or training alone. Simple practices can truly transform business.

What’s a standout memory from your time in the HBS classroom and are there any ways your MBA experience has helped shape the business you’ve created with Ferrazzi Greenlight?

When I went to HBS I was known as the guy who came out of manufacturing, having spent a number of years implementing Total Quality Management at a pharmaceutical company in Wilmington, Delaware. I reached out to Len Schlesinger, who was focused on service quality. The awakening I had was that people effectively working together, utilizing simple, elegant, and consistent practice can change the nature of work and its outcomes. At business school, I continued to explore that idea.

Later, Len would push me in the direction of speaking engagements, where I would try to replicate his brilliance. He encouraged me to write my first HBR article back in the early 1990s and was truly my coach and mentor in the work I do today. None of it could have happened without him. That mentorship shaped who I am today; I still go back to Len for advice and share my IP with him.

READ MORE (Forbes)

LISTEN (Future Ready Leadership podcast)

LISTEN (Never Lead Alone with Keith Ferrazzi podcast)

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