Slide deck from SIM MN Master Series session held at Minneapolis Institute of Art on November 10, 2016. Hosted by Douglas Hegley, Director of Media and Technology at Mia. Topic: Building the IT Team. The session included an overview of modern leadership models, team-building, hiring and workplace culture. Suggested further reading is included on one of the last slides in the deck.

1. SIM Master Series – November 2016
Building the IT Team
1
A Leadership Perspective
from
Douglas Hegley
Director of Media and
Technology
@dhegley

2. Session Overview
Me
Why?
The Media and Technology Team
• Hiring
• Leading
• Team Dynamics
Mia and Workplace Culture
Diversity, Inclusion, Equity, Accessibility
2
Robert Delaunay , Saint-Séverin, 1909, Minneapolis Institute of
Art, The William Hood Dunwoody Fund, 47.7

3. Session Overview
Me
Why?
The Media and Technology Team
• Hiring
• Leading
• Team Dynamics
Mia and Workplace Culture
Diversity, Inclusion, Equity, Accessibility
These slides will be available:
http://www.slideshare.net/dhegley/presentations
3
He talks
really fast!

4. artsmia.org
Douglas Hegley
Director of Media and
Technology
Minneapolis Institute of Art
@dhegley
http://www.slideshare.net/dhegl
ey
Image Soure: http://static.comicvine.com/uploads/original/11113/111131358/3367143-road-runner3.jpg

5. artsmia.org
Psychology?
This leadership
strategy needs
some serious
analysis

6. 6

7. 7
"The secret of my success is that we have
gone to exceptional lengths to hire the best
people in the world."
Steve Jobs
Image Source: http://images.boomsbeat.com/data/images/full/209/jobs-jpg.jpg

8. 8
VUCA
Volatility
Uncertainty
Complexity
Ambiguity
Winding River, (1890) Edgar Degas, Minneapolis Institute of Art , 2009.19.1

9. 9
VUCA prime
Vision – purpose is greater than a perfect plan
Understanding – listen so that you can respond
Clarity– see through the fog, respond to what matters
Agility – communicate and change quickly
Adapted from https://growthandprofit.me/2013/07/04/how-to-manage-volatility-uncertainty-complexity-and-ambiguity-part-2/

10. Leading … Leadership with a Capital L
artsmia.org

11. artsmia.org
“One does not ‘manage’ people. The
task is to lead people. And the goal
is to make productive the specific
strengths and knowledge of every
individual.”
- Peter Drucker
Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg

12. 12
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

13. 13
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

14. 14
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

15. 15

16. The Media and Technology Team at Mia
artsmia.org

17. 17

18. 18

19. 19
IT
?

20. 20
Image Source: http://thepaleodiet.co.za/wp-content/uploads/2016/04/5YrsLaterLogo3.gif

21. 21

22. 22

23. 23
Image Source: http://seapointcenter.com/wp-content/uploads/2014/03/Top-Down-Leaders-Pyramid.jpg

24. 24
Image Source: http://king6socialstudies.weebly.com/uploads/2/1/8/7/21875770/8409138_orig.jpg

25. 25
Image source: https://67.media.tumblr.com/f402261f3fab84f26569394ac61fbeaa/tumblr_obbx8xkk1E1vc3140o1_500.gif
Gravity
Movement
Mutual influence
Occasional
collisions!

26. Hiring
artsmia.org

27. Talent Strategy
Source: http://www.slideshare.net/reed2001/culture-1798664/20-Great_Workplace_isStunning_ColleaguesGreat_workplace
Source: http://media-cache-
ec0.pinimg.com/736x/19/31/c4/1931c4c5bf554742059e13c69720a3dd.jpg

28. 28

29. 29

30. 30

31. 31

32. If you put fences around people, you get sheep.
- William McKnight, first chairman of 3M
Charles-Emile Jacque, Shepherdess and Sheep, Fontainbleu, Minneapolis Institute of Art, 99.200.2

33. 33
Image Source: http://www.kwbwealth.com/content/team-member/KWB_managers.png

34. 34
Image Source: http://blogs.itpeoplecorp.com/wp-content/uploads/2015/09/ric-blog.jpg

35. Mia and Workplace Culture
artsmia.org

36. artsmia.org
Attributed to Peter Drucker
(but not found in any of his books!)

37. Mia Workplace Culture Values
Generosity - you give praise freely
Agility - you think on your feet and can turn on a dime
Emotional Intelligence - you leave the drama in the artwork
Positive Energy - your smile is infectious
Drives Results - you keep your eyes on the ball, setting goals and achieving them
@dhegley

38. Mia Workplace Culture Values in Action
Generosity
Agility
Emotional Intelligence
Positive Energy
Drives Results
@dhegley
Job Descriptions
Hiring Practice
Performance Evaluations
Staff Recognition
>

39. Workplace culture, applied
Collaborative work environment
Self-organized teams
Together, toward common goals
Alignment with strategic plan
@dhegley

40. 40
• Don't wait for a leader to assign work - greater sense of ownership and commitment
• Manage their own work as a group
• Benefit from mentoring & coaching, but not from command & control
• Communicate most with each other - and commitments are to project teams (not
management)
• Improve their own skills and suggest innovative ideas & improvements
• Normally become high-performing, measure greater job satisfaction
Adapted from: https://scrumalliance.org/community/articles/2013/january/self-organizing-teams-what-and-how
Principles of self-organizing teams

41. 41
Cool Blue
Red Flag
Green Light
Gray Fog
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making

42. 42
Cool Blue
Do a select few
Seek funding & partners
(We wish we could do them all)
Risk: Too many at once
(saying yes to everything)
Red Flag
Do only if necessary
Stop! (or proceed with extreme caution)
(We wish we could have none)
Risk: Bogs down & exhausts resources
Green Light
Do these fast
Make a prioritized list, get moving
(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray Fog
Do only if there are resources
“Busy work” or dreamy distractions
(We wish we had more time)
Risk: People fall into it , esp. in times of stress
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Decision-Making

43. Diversity, Inclusion, Equity, Accessibility
artsmia.org

44. Gender
Culture
Race
Ethnicity
Generational / Age
Cognitive style
Background
And more …
No two people are exactly the same …

45. 45
A diverse workplace is a more-effective workplace
• Better financial outcomes
• Better problem-solving
• Easier access to wider array of resources
• Better aligned with increasingly diverse customer base
• But: hiring just to fill quotas doesn’t work
Source: http://www.gallup.com/businessjournal/166220/business-benefits-gender-diversity.aspx

46. 46
1. Orgs want to reduce bias
2. Orgs keep using the same diversity efforts to do so
3. Those efforts just don’t work
4. Most diversity programs focus on controlling behaviors (in
essence, policing managers)
5. Some studies show that approach actually makes it worse
6. Instead, effective programs engage staff in developing
solutions, increase their contact with women and
minorities, and tap into the desire to look good to others

47. Image Source: http://s1.dmcdn.net/Gq3Ek/1280x720-jDo.jpg

48. A Suggested Reading List

50. Thank you
@dhegley
http://www.slideshare.net/dhegley/presentations
artsmia.org