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You will probably find me very pessimistic, but I think that a team will not survive to success.

This was the main reason that led Aime Jacquet to resign, as he always said he would do, immediately after the July 12, 1998, victory over Brazil.

As soon as the team has achieved its goal, the motivation of the team will drop, and it will be very difficult to raise it again. You must handle that from the beginning and you must be prepared as well as prepare the team for the end of the team happening with the end of the mission. Don't forget either that the task will be easier with a success­ful team.


In sports, you can sometimes motivate the team to fly to another success. In a company, you will never do it. A member of a successful team will have learned many things and will be able to accept another position. He or she could also be tempted to try something else outside the company.

Don't forget what was said above.

You designed the team to attain a goal and if the goal changes, you change the team.


To achieve another task, you will build another team, and as you know the capabilities of the members of the previous team, you will save a lot of time during the building of the new team. If you carry the same team with the same old members from one goal to the next one, you will reach the usual routine and the team will turn into a veterans' association remembering the old success on whatever front they fought together in their previous campaigns. And they will be of no help to win the coming war.

In France, we paid a very high price for this team continuity. In 1939, the French Headquarters was perfectly trained to win World War One again, but they proved their total inability to fight World War Two battles.

In the CIRM program, the study guide describes the life of a com­pany in five steps from the startup company to the red-tape company. At each of these five steps, the company requests a different managing team, and a manager who is very clever and imaginative to create startup companies is not able to perform all along the life of the company.

There is something else that must be pinpointed when you end the team.

You must take care of the team members and find for them new positions either in your company or in another organization. They were an efficient part of the team during all the life of the team, and the least you can do for them is to make sure that no one will be left on the side of the road.

This task is made easy because you learned their capabilities and you can direct them to a new position in which they will be successful.


From the experience of Aime Jacquet in team management, we can keep the basic rules for team creation and team protection, which are all usable in our organizations.


The rules of team consolidation can be discussed. Some can be used with a cautious approach. Some others are not transferable in the nor­mal context of our organizations.

The rules for team management, specifically for team protection, must inspire the same kind of rules adapted to the specific context of our organizations.

For team ending, Aime Jacquet set up only one rule for the team leader and we can keep it.

The rules you can use:

For team creation:

      Set your target and build the best team to hit the target.

      If the target changes, change the team.

      An addition of the best possible individuals will never give the best
possible team.

For team consolidation:

      To motivate the team, first try pride. For team protection:

      Only one spokesperson for the team

      Problems, if any, must be solved internally.


      The golden rule outside the team must be "shut-up or resign."
For team ending:

      A successful team will never survive to success.

      Be prepared to end the team from the beginning of the team life.
The rules you can discuss and to be used carefully:

For team consolidation:

•    Promise a bonus in cash, tentative and on a "no success, no cash"

The rules you cannot use: For team creation:


•    Select more members than requested and fire the ones you don't want to keep in the team.

For team consolidation:

•     Be critical with the team members.

Something else you must keep in mind There is no revealed truth on team management and the best you can do is to keep an open mind and do not forget common sense. It also works. 

For balance of this article, click on the below link:

Lean Manufacturing Articles and click on Series 11

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