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The game is a common goal. Every piece is different. The cube is a system. All parts are connected to each other.
It's there, with its bright, mixed, distinctive colors. Arouse curiosity when someone is manipulating you. It's exciting when we manage to get at least one full face. In short, there is something irresistible about it: wherever there is a Rubik's Cube, the temptation is to pick it up and play.
This year the cube is celebrating 40 years of world landing. In essence, it is a three-dimensional mechanical puzzle created in 1974 by the Hungarian sculptor and architecture professor Ernő Rubik. He licensed it to Ideal Toys in 1980 and began his expansion from there.
Originally known as the "Rubik's Cube", it is considered the world's best-selling toy with around 500 million pieces. According to the Guinness Guide of Records, the original format is 3 x 3 x 3 cubes. More recently, it has been converted into a megamix format (dodecahedron, 12 faces), a pyramid, a clock (on two sides, each face with 9 clocks to align) and even the French Grégoire Pfennig has a 33 x 33 version x 33, the largest Rubik's Cube, made with 6,153 pieces.
7 hours of guided tour with a die in hand
As I write these lines, I have Rubik by my side, who is watching me attentively, as if inviting me to an unfinished challenge. As I watched it, I became aware of some aspects of team leadership that we can apply:
1. The game is a common goal
The point is to align each side of the cube. In the team, this is defined as the purpose for the goal we want to achieve. A team with clear goals and a strong spirit of influential leadership leads to better results.
2. Every piece is different
Individualities make the whole thing, each one adds up and has value on achieving the end result. The role of the leader and each member is to recognize these differences and, if there is any discrepancy, to reconcile them in order to redirect them without losing sight of the ultimate goal.
Image: NeONBRAND via Unsplash
3. The cube is a system
The hub will not work if a part is missing, defective, or jammed, preventing action. The same thing happens in teams. In itself, the movement, synergy, strategy, and ability of the guide to give the right momentum is the expected outcome.
4. All parts are connected to each other
In the cube, everyone is connected to the other, and moving them gives a completely different result. The same applies to working with others, where the individual impact influences everyone: every piece counts. Cohesion is vital especially in times of confusion when it is not known exactly where to go, and it is this community that leads to the result that is based on trust, contribution, creativity and collaboration.
5. Every single movement affects the whole
As in a team, individual performance is directly proportional to the success of the entire team: when very strong, self-centered people emerge and are not connected to what needs to be done to achieve the goals, the teams don't work and wear themselves out.
Image: Dev Asangbam via Unsplash
6. Pieces drive each other with strategic thinking
Through movement and solution-oriented thinking, cube dynamics invites you to experience how closeness between members of an organization directly affects reaching the end. The leader observes, analyzes, feels and acts, leads the pieces and motivates them in the direction they want to achieve.
7. Gears require optimal operation and communication
A strategic aspect for the smooth functioning of a team is communication to end these seven leadership ideas playing with the Rubik's Cube. In itself it is a system that has codes, symbols and representations. When the verbal, non-verbal, ritual, and circulating flow are appropriate, the team can better achieve the goal pursued. Otherwise, the performance will be affected and will be poor.
A meme is circulating on the Internet that says: "Life is like a Rubik's Cube, you solve it or you complicate it even more." It invites us to reflect on the role of the leader and each team member and ask ourselves: With your participation, do you let the team grow and make a positive contribution? Or do you produce the opposite? The answer is in every piece.