As our field grows, technology advances and users develop new expectations for the products they use, we are challenged to build teams that deliver best-in-class products and services. When we look at what it takes to build successful, high-performing teams, we see that our opportunity for success doesn’t solely lie in the skills we hire for, but in setting a foundation for successful team (and org) outcomes by creating an environment for our teams to do their best work and be their best selves. In this presentation, Aaron will share insights, tools, and techniques (gathered from personal success and failures) for building environments that set teams up for success.

1. Groundwork
@aaroni
Design Director, Capital One
Building foundations for high performing design teams
Photo by Ricardo Gomez Angel on Unsplash

2. Technology is advancing at pace that is hard to keep up with,
and as a result, users are getting more advanced, developing
higher expectations for the products they use.
@aaroni
Photo by Rikki Chan on Unsplash
#FDS2019

3. “For all the dollars spent by American companies on R&D,
there often remains a persistent and troubling gap between
the inherent value of the technology they develop and their
ability to put it to work effectively.”
- Dorothy Leonard & Barton & William A. Kraus
@aaroni
https://hbr.org/1985/11/implementing-new-technology
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4. While the use of leading technologies and tech stacks paired with talented teams is definitely
a step in the right direction, it is not enough for us to rest our laurels on. Everyone is doing it.
@aaroni
#FDS2019

5. While the use of leading technologies and tech stacks paired with talented teams is definitely
a step in the right direction, it is not enough for us to rest our laurels on. Everyone is doing it.
We need a new differentiator, something not dependent on ever
evolving tech, or landing talent in a saturated market.
@aaroni
#FDS2019

6. Foundations built on creating a culture that enables teams to do their best work
aren’t as affected by a shift in technology, or staffing logistics.
@aaroni
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7. Foundations built on creating a culture that enables teams to do their best work
aren’t as affected by a shift in technology, or staffing logistics.
In fact, tech becomes irrelevant, and retention rates are higher, when the right
culture is fostered, allowing teams/orgs to focus on the task at hand.
@aaroni
#FDS2019

8. How can we go about creating a foundation
for our teams to do their best work?
@aaroni
Photo by Fleur Treurniet on Unsplash
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9. Successful leaders allow their teams to take informed
risks, make honest mistakes and learn from them,
thus encouraging creativity and innovation.
@aaroni
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10. Data indicates that psychological safety, more than anything else,
is critical to making a team work.
@aaroni
https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
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11. Those who are poorly led, micromanaged, not challenged,
or held to low standards, will underperform.
@aaroni
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12. • 74% less stress.
• 106% more energy at work.
• 50% higher productivity.
• 13% fewer sick days.
• 76% more engagement.
• 29% more satisfaction with
their lives.
• 40% less burnout.
@aaroni
Compared with
people at low-trust
companies, people
at high-trust
companies report…
The Neuroscience of Trust - Paul J. Zak
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13. Group emotional intelligence
@aaroni
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14. Group emotional intelligence
Trust, identity, efficacy
@aaroni
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15. Group emotional intelligence
Trust, identity, efficacy
Participation, cooperation, collaboration
@aaroni
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16. Group emotional intelligence
Trust, identity, efficacy
Participation, cooperation, collaboration
Better decisions, more creative solutions, higher productivity
@aaroni
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17. Being an emotionally intelligent leader is
eff-ing good for business!
@aaroni
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18. Create a shared vision that supports team member
autonomy in decision-making and execution.
@aaroni
Photo by sergio souza on Unsplash
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19. Our teams need to understand our expectations, the
importance of those expectations, and the fact that we
welcome mistakes in pursuit of meeting them.
@aaroni
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20. By providing clear objectives for our teams, and setting guardrails for how
they get there, we set them on the path to successful outcomes.
@aaroni
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21. Position leads and teams to be connected to a singular, guiding,
purpose, that allows them to make decisions on their own.
@aaroni
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22. @aaroni
Ideal… conveys a compelling picture of the future, a sense of what is possible
Inspirational & values oriented… appeals to all those who have a stake in the Mission
Focused… is clear enough to guide decision-making
Flexible… is general enough to accommodate changing business conditions
Communicable… can be successfully explained within two minutes
A good team vision is…
#FDS2019

23. Teach your team how to think, instead of
telling them what to do, empower them to
do their best work. - Chris Fussell
@aaroni
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24. With a shared vision it becomes much easier to
Increase team communication and collaboration.
@aaroni
Photo by Benjamin Schneider on Unsplash
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25. We want work from a position of trust,
and seek to build trust within our team.
@aaroni
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26. We want work from a position of trust,
and seek to build trust within our team.
We do this by assuming positive intent, and engaging others
in a way that makes it easy for them to do the same.
@aaroni
#FDS2019

27. When we have established strong internal relationships, it then becomes
easier to build strong partnerships with cross-functional teams.
@aaroni
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28. We want work from a position of trust,
and seek to build trust with our partners.
@aaroni
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29. We want work from a position of trust,
and seek to build trust with our partners.
We do this by assuming positive intent, and engaging others
in a way that makes it easy for them to do the same.
@aaroni
#FDS2019

30. Level the playing field.
@aaroni
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31. Find a common purpose.
Level the playing field.
@aaroni
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32. Unite under one mission.
Find a common purpose.
Level the playing field.
@aaroni
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33. Be willing to step outside the norm to support success.
Unite under one mission.
Find a common purpose.
Level the playing field.
@aaroni
#FDS2019

34. “If you want maximal productivity, and if you want work that gets the
best results, you want the people doing that work to be in the optimal
brain state for the work.
You are a person who can evict them from the zone of optimal
performance by slothfully handling your own interactions with them.
So it's up to you to take responsibility for your impact on their ability
to work at their best.” ~ Daniel Goleman
@aaroni
#FDS2019

35. Building a shared accountability with partners help set
consistent expectations for how team members are
supposed to partner together.
Photo by Maarten van den Heuvel on Unsplash
@aaroni
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36. By creating a partnership charter with your partners
we establish a foundation for a consistent, shared,
understanding, of how teams are to partner
together to deliver.
Photo by Maarten van den Heuvel on Unsplash
@aaroni
#FDS2019

37. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
@aaroni
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38. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
Making resources easily available:
Heavily encourage engaging in training materials.
(see resources slide)
@aaroni
#FDS2019

39. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
Making resources easily available:
Heavily encourage engaging in training materials.
(see resources slide)
Team Member Development Plans:
Explicitly start to use mission as line item in dev plans.
(ie. What is every individual’s plan for living and being part of the mission?)
@aaroni
#FDS2019

40. Easier said than done.
@aaroni
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41. Easier said than done.
Be ready to be tired, but not ready to give up.
So many times when we feel like hope is lost,
there is a breakthrough.
@aaroni
#FDS2019

42. Photo by Jakub Kriz on Unsplash
@aaroni
#FDS2019
Those who are poorly led, micromanaged, not challenged,
or held to low standards, will underperform.
By providing clear objectives for our teams, and setting guardrails for
how they get there, we set them on the path to successful outcomes.
With a shared vision it becomes much easier to
Increase team communication and collaboration.
Incremental change is your friend. Creating an environment for teams to
be successful can be challenging, it may take time and investment in
relationships.

43. “Leaders must change their role from that of an arbiter
and a decision-maker to that of a gardener, setting the
conditions for your team to grow and be successful and
nurturing them on their journey.” ~ Chris Fussell
Photo by Jakub Kriz on Unsplash
@aaroni
#FDS2019

44. Thank you.
@aaroni
Design Director, Capital One

45. We’re Hiring!
@aaroni
Design Director, Capital One

46. We’re Hiring!
@aaroni
Design Director, Capital One
Holy mother
forking shirt
balls!!!

47. Resources
McChrystal Group
Five Dysfunctions of a Team
Managing Humans
Ego Free Leadership
Leaders Eat Last
The 5 Marks of Effective Leadership
Photo by Susan Yin on Unsplash
@aaroni
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48. Resources (cont) - Character Traits of Emotionally Intelligent Leaders
On Emotrional Intelligence
Emotional Awareness Component Definition Hallmarks
Self-Awareness The ability to recognize and understand your moods, emotions,
and drives, as well as their effect on others.
• Self-confidence.
• Realistic self-assessment.
• Self deprecating sense of humor/not taking one’s self
to seriously.
Self-Regulation The ability to control or re-direct disruptive impulses and
moods.
The propensity to suspend judgement - to think before acting.
• Trustworthiness and integrity.
• Comfort with ambiguity.
• Openness to change.
Motivation A passion to work for reasons that go beyond money or status.
A propensity to pursue goals with energy and persistence.
• Strong drive to achieve.
• Optimism in the face of failure.
• Organizational commitment.
Empathy The ability to understand the emotional makeup of other
people.
Skill in treating people according to their emotional reactions.
• Expertise in building and retaining talent.
• Cross-cultural sensitivity.
• Service to team, business partners, and customers.
Social Skills Proficiency in managing relationships and building networks.
An ability to find common ground.
• Effectiveness in leading change.
• Persuasiveness.
• Expertise in building and leading teams.