That's a question I ask in my upcoming new book, "The Wave." Most corporate cultures define a winning team not only as one that achieves its objective every time but as one that constantly clears an ever-rising bar of expectations. No resting on laurels or congratulating ourselves for a well-fought campaign, folks; if we're not already finding new ways to exceed our performance from last quarter, we're losing.

Not only is that approach not sustainable, it doesn't reflect how people live, perform, and recover. The creative director who's a dynamo of ideas in Q1 might be running a bit dry in Q2. That doesn't mean she's incapable. It means she needs to recharge. People aren't machines.

To increase the wisdom of our organizations, it's important to appreciate that winning teams are those that combine consistent goal attainment with a culture that respects the natural ebb and flow of individual performance. I believe it is not the point to have one stellar quarter, but rather, to grow steadily over ten or twenty years. That long-term growth and performance only happens when we recognize that winning encompasses not just making the sale but making our people better, flaws and all.

How might you redefine "winning" in your organization?