This document discusses team building and the stages of team development. It describes 5 stages of team development: forming, storming, norming, performing, and adjourning. It also discusses the characteristics and challenges of teams at different stages of a startup's life cycle from infancy through maturity. Key recommendations provided for building high-performance teams include focusing on communication, feedback, accountability, diversity of strengths and views, decision-making guidelines, and managing conflict.

1. Mestrado Integrado em Engenharia e Gestão Industrial
Team Building
DIGITAL BUSINESS ECOSYSTEMS
2015-16
António Grilo
Aneesh Zutshi

2.  Communicate openly and freely
 Provide each other with open, direct feedback
 Hold each other accountable
 Manage time and effort productively
 Fully utilize diverse strengths, styles, points of view
 Define and follow decision making guidelines
 Manage conflict effectively
Characteristics of Higher Performance Team

3. Team Building
3

4. Culture
4

5. FORMING
•style
•values/philosophy
•roles
STORMING
•feedback
•rules of engagement
•power
NORMING
• expectations of leaders
•interdependencies
PERFORMING
Stage 1
Membership
Stage 2
Sub-Grouping
Stage 3
Confrontation
Stage 4
Individual
Differentiation
Stage 5
Collaboration
Team Development Process

6.  Recognize and plan to the inevitability of the cycle
 Devote time to team development activities
 Identify and immediately address team issues
 Set and enforce constructive team norms
 Readdress team development with any change in team
composition
 Don’t tolerate the “prima donna” syndrome
Key to creating high performance team

7. Build the Organization
Satisfy the
Customers
Mature Adult
Emerging Adult
Adolescence
Childhood
Infancy
Complete the
Product
Clarify the Idea
STARTUP LIFE CYCLE

8.  Like a 2-year-old -- into everything
 Success and arrogance
 See no problems -- only opportunities
 Every opportunity is a priority
 No systems, no policies, no control
 Planning by wishful thinking
 Founder struggles with delegation
 Founder first to violate rules and policies
CHARACTERISTICS OF CHILDHOOD

9.  Lack of diversity of skills and points of view (focus on product
development)
 Founder team resistance
 “Group think” if all come from same company
 CEO hiring his friends rather than to needs
 “Morphing” roles
CHILDHOOD - COMMON TEAM ISSUES

10.  Clarify vision, values and “rules of engagement”
 Agree upon and enforce standards for accountability
 Define a common vision for leadership
 Create clear descriptions of roles (and how they may change with
growth)
 Set an expectation for ongoing assessment, feedback and
development
 Reserve time devoted to team-building
CHILDHOOD - RECOMMENDED TEAM ACTIVITIES

11.  High turnover, complaints from senior leaders
 Oozing strategy -- still highly opportunistic
 Chaotic, overwhelmed -- not focused on priorities
 Constant change in roles
 Rebellion against beginning structure
 Senior managers still doing too much
“hands on” -- need to build next level management
CHARACTERISTICS OF ADOLESCENCE

12.  Additions to leadership team result in narrowing roles
 Jobs may outgrow skill levels of initial executives
 Size and complexity of business require narrowing of
involvement in decision-making
 CEO transition may result in style change
 VP’s (individually and as a team) must move into more strategic
role
ADOLESCENCE - COMMON TEAM ISSUES

13.  Make sure structure continues to track to evolving vision
 Clearly define new roles before hiring new members of team
 Support individuals and team in clarifying changes in roles
 Proactively address changes in decision-making involvement
 Continue to expect ongoing assessment, feedback and
development
 Continue to devote time to teambuilding, addressing the need to
“re-form” with new members
 Pay attention to building functional and cross-functional teams
ADOLESCENCE - RECOMMENDED TEAM ACTIVITIES

14. Cross Functional Planning
•Develop and align around strategic plan
• Create framework for monitoring functional
performance
•Identify/address infrastructure needs
Mature Adult
Emerging Adult
Adolescence
Childhood
Infancy
Effective Functional Team Leadership
•Functional support of product introduction
•Plan for scaling function
•Identify/prioritize skill/headcount needs
LEADERSHIP TEAM
Plan for Growth
•Develop growth strategy
•Instill discipline
•Build next level of leaders

15. SIGNS OF TROUBLE
 Turf battles
 High turnover/complaints from senior leaders
 Lack of visibility/plan from each function
 Unclear roles/boundaries
 Tolerance of “prima donna” behavior
 Lack of cross-functional goal alignment
 No clear successors or next level managers identified

16. DELIVERING RESULTS AND
PREPARING THE MARKET
• IPO
• M & A
• STRATEGIC PARTNERS
BUILDING THE
CROSS-FUNCTIONAL TEAM
Mature Adult
Emerging Adult
Adolescence
Childhood
Infancy
DRIVING THE TECHNICAL TEAM
FOUNDER GROUP
DOMINANCE
CEO ROLE

17. SIGNS OF TROUBLE
 High turnover, complaints from senior leaders
 Company is focused on short-term transactions rather than long
terms strategies
 Frequent tension/conflict between CEO and Board
 Lack of credibility with investor
 Ineffective recruitment of senior leaders
 Lack of communication/understanding of vision
 Dysfunctional culture