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Class 4 team building

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DIGITAL BUSINESS ECOSYSTEMS course

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Class 4 team building

  1. 1. Mestrado Integrado em Engenharia e Gestão Industrial Team Building DIGITAL BUSINESS ECOSYSTEMS 2015-16 António Grilo Aneesh Zutshi
  2. 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. 3. Team Building 3
  4. 4. Culture 4
  5. 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. 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. 7. Build the Organization Satisfy the Customers Mature Adult Emerging Adult Adolescence Childhood Infancy Complete the Product Clarify the Idea STARTUP LIFE CYCLE
  8. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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