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The New Rules of Teamwork | April 2019

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Today, 84% of employees are “matrixed,” working on multiple teams every day. Networks of teams are replacing top-down hierarchies. And the role of a high-performing team player is changing. Are you keeping up? In this webinar, learn to leverage the “magic ratio” of highly effective teams, harness the collective intelligence of groups, and make a memorable mark.

Speakers: Jo Miller, CEO and Selena Rezvani, Vice President of Consulting and Research, Be Leaderly

Published in: Leadership & Management
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The New Rules of Teamwork | April 2019

  1. 1. The New Rules of Teamwork
  2. 2. Corporate Subscribers
  3. 3. Welcome!
  4. 4. Jo Miller CEO, Be Leaderly • Dedicated to helping women around the world advance into positions of leadership and influence. • Founded this webinar series, now in it’s 10th year and viewed by participants in 900 locations in 31 countries. • Author of Woman of Influence: 9 Steps to Build Your Brand, Establish Your Legacy, and Thrive to be published by McGraw-Hill in December. • Co-author of research report, Out of the Comfort Zone: How Women and Men Size Up Stretch Assignments — and Why Leaders Should Care. @Jo_Miller
  5. 5. Selena Rezvani VP of Consulting & Research, Be Leaderly • Consultant, speaker and author on women and leadership. • Workplace advisor, using workplace culture assessments to help corporate clients be more inclusive and welcoming to women. • Author of two leadership books for professional women – The Next Generation of Women Leaders (Praeger, 2009) and Pushback: How Smart Women Ask—and Stand Up—for What They Want (Jossey- Bass, 2012). • Former Lead within Deloitte’s Business Chemistry team, where she coached Fortune 500 teams on how to foster better diversity and collective intelligence. @SelenaRezvani
  6. 6. “84% of U.S. employees are ‘matrixed’ to some extent today – meaning, they work on multiple teams every day.” (McKinsey, 2016)
  7. 7. The New Rules of Teamwork 1. Show all the way up 1.5. 2.Use the magic ratio 1.2. 2.Rally people around a cause 1.3. 2.Leverage cognitive diversity 4. Make it psycholog- ically safe
  8. 8. Rule #1 Show All The Way Up
  9. 9. What are the signs that someone is fully engaged in a team meeting?
  10. 10. Show All the Way Up: 1. RSVP, then fully commit 2. Exercise caution with the “mute” button 3. Generously listen 4. Knowwhat hat you’re wearing in advance 5. Keepthings on track; hold others accountable 6. Bring a POV • I propose… • I recommend… • I question… • I have a problem with… • I’d prefer… • I’m advocating for …
  11. 11. Energizers are higher performers & more likely to be heard and see their ideas acted upon. Source: The Hidden Power of Social Networks by Cross and Parker Be an Energizer!
  12. 12. “Energizers are not entertainers, or even necessarily very charismatic or intense. Rather, they bring themselves fully into an interaction.” Source: The Hidden Power of Social Networks by Cross and Parker
  13. 13. Rule #2 Rally People Around a Cause
  14. 14. “Hyper-successful projects have a palpable cause. Rallyingteams aroundthis sharedsense ofpurpose means tapping intotheirhearts.” “Whenthe entire team builds an identityarounda cause, the projecttranscends ‘work’ and becomes a mission.” The Cause Effect Source: Deloitte, The Cause Effect
  15. 15. Goal vs. Cause Example Goal Cause Sojourner Rover Land a roveronMars. Do the impossible. First iPhone™ Enterthe wireless phone market. Build a phone people will fall in love with. Obama 2012 Tech Team Win the election. Hack the campaign. Source: Deloitte, The Cause Effect
  16. 16. * 17 Copyright Selena Rezvani 2018 SomeQuestions to Help You Create a ‘Cause Effect’: • Whatfeelingsshould thecause evoke? • Whatstories,metaphors,symbols or visualscan winpeople’shearts in the cause? • How can you emotionallyconnect peopleto the ultimatebenefit? Source: Deloitte, The Cause Effect
  17. 17. Think of an important team project you’re working on…
  18. 18. Think of an important team project you’re working on… 1. Why is that important to you? 2. Why is that important to you? 3. Why is that important to you? 4. Why is that important to you? 5. Why is that important to you? Source: Sakichi Toyoda & Taiichi Ohno, Toyota Production System: Beyond Large-Scale Production
  19. 19. Rule #3 Leverage Cognitive Diversity
  20. 20. Maximizing Differences Collective intelligence and performance increase as groups become more diverse in personality. Invite diverse perspectives to the table.
  21. 21. The Airport Test Source: Suzanne Vickberg, PhD, Deloitte
  22. 22. The Lifeboat Test Source: Suzanne Vickberg, PhD, Deloitte
  23. 23. Consider Work Style LOVES: LOATHES: MAKE SURE TO: AVOID: What’s new, Ideas, Possibility Details, Status Quo, Naysayers Paint a bold picture, be dynamic, show what “could be” Stress-testing ideas too soon, being change-averse Prominence, Results, Efficiency Touchy-feely talk, lack of control Be short and to the point; be ready for debate; show them the $$ Using feelings over logic, being nonlinear Practicality, Fairness, Processes “Good enough”; Dis- organization Give them time; Include details, sources and systems Framing change as shockingly new; rushing Relationships, Belonging, Meaning Abrasive or dismissive communication Build rapport; humanize; ask questions; share the impact Being “all business”; ignoring the human element Adapted from Crestcom Leadership
  24. 24. LOVES: LOATHES: MAKE SURE TO: AVOID: What’s new, Ideas, Possibility Details, Status Quo, Naysayers Paint a bold picture, be dynamic, show what “could be” Stress-testing ideas too soon, being change-averse Prominence, Results, Efficiency Touchy-feely talk, lack of control Be short and to the point; be ready for debate; show them the $$ Using feelings over logic, being nonlinear Practicality, Fairness, Processes “Good enough”; Dis- organization Give them time; Include details, sources and systems Framing change as shockingly new; rushing Relationships, Belonging, Meaning Abrasive or dismissive communication Build rapport; humanize; ask questions; share the impact Being “all business”; ignoring the human element Adapted from Crestcom Leadership Consider Work Style The Risks WhenOneType Dominates: Unrealistic, NoBuy-in, Slow, Indecisive, Reckless Tunnel Close- Conflict- vision minded averse
  25. 25. Preventing ‘Collabotage’ How to Compensate for a Missing Type: 1. Roleplay as the missing type 2. “Storytell” from the missing type’s perspective 3. “Occupy” it: immerse yourself in the missing type 4. Play the “Believing/Doubting” Game
  26. 26. Rule #4 Make it Psychologically Safe
  27. 27. Share airtime Frame work as learning Acknowledge fallibility Be a P-Q-A Google’s definition: Team members feel safe to take risks & be vulnerable in front of each other. Promote Psychological Safety
  28. 28. Source: Eric E. Vogt, Juanita Brown, and David Isaacs, University of Manitoba, 2003. Be a PQA: • What’smissingfrom this picture? • What’sbeen our major learning/ discovery so far? • What’s the next level of thinkingwe need to do?
  29. 29. Team Exercise: “The Connector” Share a crucial task you had to leave to attend this meeting/offsite/etc. The result: participants have a deeper understanding of one another’s work, which contributes to trust and mutual respect.
  30. 30. Rule #5 Leverage the magic ratio
  31. 31. Take them at their word. Speak well of others. Call out what works. Source: Zenger, J. & Folkman, J., 2013. The Ideal Praise-to-Criticism Ratio. Harvard Business Review. {5:1} Top-performing teams give 5 positive comments for every 1 criticism.
  32. 32. Encourage. Appreciate. Recognize. Fist bump. Celebrate. Thank.
  33. 33. Identify and challenge irrational or negative thoughts Source:Beck,A(1997).Thepast and thefuture ofcognitive therapy.JournalofPsychotherapy Practice and Research, 6,276-284 Humor is a great reframing strategy When a teammate recounts something negative/ stressful, help explore the silver lining of the bad experience Become a “Reframer”
  34. 34. The New Rules of Teamwork 1. Show all the way up 1.5. 2.Use the magic ratio 1.2. 2.Rally people around a cause 1.3. 2.Leverage cognitive diversity 4. Make it psycholog- ically safe
  35. 35. * 36 Copyright Selena Rezvani 2018 Team Meetings: a coming together of two or more people, by chance or arrangement
  36. 36. * 37 Copyright Selena Rezvani 2018 Team Meetings: a coming together of two or more people, by chance or arrangement an ongoing audition for the job you want
  37. 37. Q&A @SelenaRezvani @Jo_Miller
  38. 38. Recommended Reading 7 Ways to Run Meetings Your Team Will Love By Susan Ritchie beleaderly.com/7-ways-to-lead- meetings-your-team-will-love/ How to Make Your Mark on a Team By Selena Rezvani beleaderly.com/make-your-mark- when-entering-team/
  39. 39. Join me for Taking the Lead May 16, Sunnyvale CA beleaderly.com/ttl
  40. 40. The Juggle Tuesday, June 25, 2019 It’s time to lose the cape! Superwoman had it wrong. Striving for perfection while juggling many roles is more likely to lead to burnout than to balance. In this webinar, learn practical tools for redefining work/life balance and making it all work for you. Guest speakers: • Adrienne Burch, Management and Program Analyst in the Office of Civil Rights, Diversity, and Inclusion with USDA APHIS • Liz Curran, Senior Consultant - Executive Learning & Development, MetLife • Roderick Wilson, Senior Vice President, Wealth Management Strategy Execution Manager, Bank of America
  41. 41. Get today’s slides, bonus articles, research report and our newsletter: Text leaderly to 444999 We never share, rent or sell your email or personal information. More: beleaderly.com/privacy
  42. 42. Parting Truthbombs @SelenaRezvani @Jo_Miller
  43. 43. “Lead from where you are, with everything you’ve got.” —Tara Jaye Frank
  44. 44. Discussion Questions 1. Which exercise will you try with your team – The 5 Whys, The Connector, or The 5:1 Ratio? 2. What do you notice about team “norms” with your own organization? What’s a norm that’s stated, and what’s one that’s less explicit? 3. What is your primary work style? What is the work style of the teams you most often work on? 4. When you’ve been staffed on a new team you didn’t know well, how have you typically shared your expertise? What’s one change you could make to better show others what you know?

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