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Extreme Team Building:Surviving an Ocean Crossing

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Lessons learned from Pacific Crossing in Clipper Round the World Race & The Five Dysfunctions of a Team by Patrick Lencioni

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Extreme Team Building:Surviving an Ocean Crossing

  1. 1. Extreme Team Building Stephanie Evans @HMSEvans Surviving an Ocean Crossing
  2. 2. date
  3. 3. The Journey Temperature ranges: 32 – 75 Fahrenheit 24 days to cross 6,000 nautical miles Quingdao San Francisco
  4. 4. The Crew
  5. 5. Clipper Round the World Race
  6. 6. From… • Small Boats & • Small Crew
  7. 7. To… Oh you want to fold a sail…? …4 people, minimum.
  8. 8. From… Giant, 100+ year-old corporation
  9. 9. To… Fast Growing Startup
  10. 10. Lessons from…  Clipper Round the World Race  Individual corporate job vs. team-oriented startup  The Five Dysfunctions of a Team, Patrick Lencioni
  11. 11. The Itinerary Communicating through Conflict Commitment Trust Attention to Results Accountability An Auspicious Start
  12. 12. An Auspicious Start…Le Mans #fail
  13. 13. Race Start How it was supposed to go: How it actually went: Thanks, Steph :(
  14. 14. “Who tied down the dousing line?!” …commence with witch hunt…
  15. 15. Absence of Trust
  16. 16. Trust
  17. 17. The Blame Game
  18. 18. Trust in Team Context (aka Psychological Safety)  Absence of trust  Conceal weaknesses & mistakes  Don’t ask for help  Don’t provide feedback  Stay inside comfort zone  Jump to conclusions about others  Hold grudges  Dread meetings & conversations  Trusting teams  Admit weaknesses & mistakes  Ask for help  Take risks in offering feedback  Accept questions about their areas of responsibility  Give benefit of doubt  Offer and accept apologies  Focus on important issues, not politics Five Dysfunctions of a Team, Lencioni
  19. 19. Overcoming Trust Issues  Build empathy - get to know one another  Listening > speaking  Give benefit of the doubt  e.g asking “what happened?”  Personality profiles  360 degree feedback  for personal development, not $$$
  20. 20. Fear of Conflict
  21. 21. Communicating through Conflict
  22. 22. Day 3: The Kite Incident
  23. 23. DRAMATIC RE-ENACTMENT Just kidding it was more like….
  24. 24.  Consequences  - 8 points if unfixable  Penalty points reduced if fixable  1 week just to re-assemble it  14 days to sew  Sailmakers spent 20 days below deck
  25. 25. Healthy Conflict in a Team Context  Fear of conflict  Boring meetings & conversations  Back-channel politics thrive  Ignore controversial topics  Don’t get input from team  Waste time posturing  Communicating through conflict  Lively & interesting conversations  Minimize politics  Put critical topics on the table  Extract ideas of all team members  Solve real problems quickly Five Dysfunctions of a Team, Lencioni
  26. 26. Overcoming Fear of Conflict  Tie any criticisms directly to business objectives  Ask someone to play devil’s advocate  Ask “what else?”  Praise and encourage healthy conflict  “It’s good that we’re talking about this”  “I’m glad you brought that up”
  27. 27. Lack of Commitment
  28. 28. Commitment
  29. 29. The Squall (aka storm)
  30. 30. Man Overboard :(
  31. 31. “Everyone’s turned into a cloud expert”
  32. 32. Commitment Issues  Team that fails to commit  Creates ambiguity on team about decisions/commitments  Watches windows close on opportunities  Lacks confidence  Revisits discussions & decisions again and again  Encourages second-guessing  Team that commits  Creates clarity around direction and priorities  Aligns entire team around common objectives  Develops ability to learn from mistakes  Takes advantage of opportunities before competitors do  Moves forward without hesitation  Changes direction without hesitation Five Dysfunctions of a Team, Lencioni
  33. 33.  Ascertain if clarity or buy-in issue?  Go back to conflict/discussion  Make sure you’re messaging the plan  Explain or get the ‘whys’ of the plan  Set deadlines for decisions  Go over ‘worst case scenarios’/ take control of catastrophizing  Go over contingency plans Dealing With Commitment Issues
  34. 34. Avoidance of Accountability
  35. 35. Accountability
  36. 36. Peer Pressure vs. Performance Review  2-watch system created accountability system and feedback loop  Posted standards onboard  Team consequences for individual behavior  Late on deck? Extra early wake up call  Started with the lead? Better work to keep it!
  37. 37. Accountability in a Team Context  Team that avoids accountability  Creates resentment  Encourages mediocrity  Misses deadlines and deliverables  Team leaders only disciplinarians  Team that holds one another accountable  Poor performers feel peer pressure  Identifies potential problems quickly  Establishes respect among team  Avoids excessive bureaucracy Five Dysfunctions of a Team, Lencioni
  38. 38.  Have published goals and standards  Clarify areas of ambiguity  Make rewards TEAM based Improving Accountability We have to let you go due to a lack of sails…
  39. 39. Inattention to Results
  40. 40. Attention to Team Results
  41. 41. ‘Sub Optimal’ Deployment
  42. 42. Attention to Results/ Desire to Win  Team not focused on results  Loses top performers  Stagnates  Rarely defeats competitors  Team members to focus on careers and individual goals  Is easily distracted  Team focused on collective results  Retains achievers  Enjoys success and suffers failure acutely  Minimizes individualistic behavior  Individuals subjugate own goals/interests for the good of the team  Avoids distractions Five Dysfunctions of a Team, Lencioni
  43. 43.  Publicly declare what you want to accomplish  Make rewards results based  No gold stars for effort Driving Attention to Results
  44. 44. The Itinerary Communicating through Conflict Commitment Trust Attention to Results Accountability An Auspicious Start
  45. 45. Questions? (YES WE SAW DOLPHINS) stevans@linkedin.com @HMSEvans

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