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Similar to Extreme Team Building:Surviving an Ocean Crossing
Extreme Team Building:Surviving an Ocean Crossing
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- 5. The Journey Temperature ranges:32 – 75 Fahrenheit 24 days to cross 6,000 nautical miles Quingdao San Francisco
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- 7. Clipper Round theWorld Race
- 8. From… • Small Boats & •Small Crew
- 9. To… Oh you wantto fold a sail…? …4 people, minimum.
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- 12. Lessons from… ClipperRound the World Race Individual corporate job vs. team-oriented startup The Five Dysfunctions of a Team, Patrick Lencioni
- 13. The Itinerary Communicating through Conflict Commitment Trust Attention toResults Accountability An Auspicious Start
- 14. An Auspicious Start…LeMans #fail
- 15. Race Start How itwas supposed to go: How it actually went: Thanks, Steph :(
- 16. “Who tied downthe dousing line?!” …commence with witch hunt…
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- 21. Trust in TeamContext (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
- 22. 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 $$$
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- 25. Day 3: TheKite Incident
- 26. DRAMATIC RE-ENACTMENT Just kidding itwas more like….
- 28. 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
- 29. Healthy Conflict ina 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
- 30. Overcoming Fear ofConflict 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”
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- 33. The Squall (akastorm)
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- 35. “Everyone’s turned intoa cloud expert”
- 37. Commitment Issues Teamthat 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
- 38. Ascertain ifclarity 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
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- 42. Peer Pressure vs. PerformanceReview 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!
- 43. Accountability in aTeam 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
- 44. Have publishedgoals and standards Clarify areas of ambiguity Make rewards TEAM based Improving Accountability We have to let you go due to a lack of sails…
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- 46. Attention to TeamResults
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- 50. 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
- 51. Publicly declarewhat you want to accomplish Make rewards results based No gold stars for effort Driving Attention to Results
- 52. The Itinerary Communicating through Conflict Commitment Trust Attention toResults Accountability An Auspicious Start
- 54. Questions? (YES WE SAWDOLPHINS) stevans@linkedin.com @HMSEvans
Editor's Notes
- #8 ----- Meeting Notes (8/9/16 07:39) ----- Leg from China to SF Aren't you scared?
- #22 Eternal optimists ----- Meeting Notes (8/8/16 10:18) -----
- #25 Conflict is taboo at work; important when business objectives, issues and goals being discussed. Our taboo was around winning & how to go about doing it.
- #33 Function of clarity and buy in
- #47 Ultimate measure of a team: are you paying attention to the team’s results, or are you paying more attention to yourself? Worried about whether I’d be selfish
- #48 Indicator: are people willing to subjugate their own interests for the good of the team. When individual metrics, you aren’t as generous – you want that piece of pie for yourself. Don’t help your colleague because their failure will make you look better.
- #49 Ollie and I were main drivers but had to do other tasks – I hate grinding, wore out my arms. Ollie is cleaning up there, not his strongest skill. You had to do everything if you wanted your team to win: cook, clean, hard manual labor. Something I really enjoyed was I came in pretty self-centered: want to drive, learn something new, maybe win; by a couple of days in, all that mattered was the team winning – if we don’t win, I’m going to lose my mind. My day was made or broken by where we were in the race. If scrubbing the toilets is what it takes to win, I’m going to scrub the heck out of these toilets to reach our ultimate team goal.
- #50 Fortunately for us, and this talk – we won. And we set the pacific crossing record
- #54 It also takes another kind of courage – a lesser known, early definition of courage is: “To speak one’s mind by telling all one’s heart.” So if I leave you with one thing out of all of this, its; have the courage to open, authentic and vulnerable with people; And be compassionate with people who are vulnerable with you, and your personal and team dynamics will flow positively from there.