Dangerously Good TeamsDangerously Good Teams Why teams matter •A lot of the work we do is in teams...

Dangerously Good

Teams

10 December 2019

Luke Johnstone : Principal Consultant

Visual Management

• Current:

• Change Leader

• Dad / Coach / Mentor

• Get stuff done guru

• Past:

• Consultant

• Change Manager

• Milk boy

• Lifeguard

• Burger Artist

• Failed athlete

Luke Johnstone –Principal Consultant

Dangerously Good Teams

Why teams matter

• A lot of the work we do is in teams because:

• They innovate faster

• They find better solutions

• They see mistakes more quickly

• They get more done

• They get better results

• They give better job satisfaction

• But we need to cultivate teams to get all ofthese things!


What’s a Team?3 – 25 people, who:• Work towards a common set of

goals

• Share common identity and leadership

• Share a common fate

• Work interdependently

• See themselves as being part of a team


What’s not a Team?

A Group

• Don’t work towards a common set of goals

• Operate independently

• Have a unique fate

• Do not see themselves as being part of a team

DANGEROUSLY GOOD TEAMS INSTRUCTIONS

1. Think about the best or

worst team you have ever

been on and get a clear

mental image of:

• What was the situation?

• Who was on it?

• What did it feel like?

2. Pair up with someone you

don’t know and discuss the

good and bad things

Nightmare vs

Dream Teams


Characteristics of a High Performing Team

• Highly focused – clarity, visibility, alignment, team first

• Shared standards and expectations –e.g. how hard to push

• Appreciation of individuals – valued team member vs valuable work

• Draw strength from their differences

• Brutally honest

• Always learningSimon Hartley – Stronger Together

TEAMS

Characteristics of Low Performing Teams

Sounds like

every

organisation!

Inattention to results

Avoidance of accountability

Lack of commitment

Fear of conflict

Absence of trust

Status & ego

Low standards

Ambiguity

Invulnerability

Artificial harmony


Why is team building so hard?

• It’s hard

• It’s fluffy

• Team building vs Team Bonding

• Focus on work, over the way of working

• Emphasis on individual happiness

• Might not know how

DANGEROUSLY GOOD TEAMS

Team Building

Blocks


@doubleonz

Team Building Blocks

CONTEXT CONTEXT


Building Blocks for Teams

• Context

– The situation in which the team operates

– Common world view


@doubleonz


MISSION

CONTEXT CONTEXT



• Mission: What a team does,

the benefits it provides and to

whom.

• Results: The team's track

record, delivering on its

commitments, meeting

stakeholder expectations and

improving overtime


@doubleonz

Mission

• What do we need to accomplish?

– Start with a purpose

– Mission affects the other components

– Goals drive behaviour

– Goals should be specific

– Goals should be benchmarked

– Focus on the vital few

– Goals facilitate learning


@doubleonz


MISSION TALENT

CONTEXT CONTEXT


@doubleonz

Talent

• Who is on the bus?

– Size matters

– Strategy drives structure and staffing

– Roles need to be clear

– Talent can be built or bought

– Team killers need team sheriffs

– Does the diversity on your team at least match your customer

base?

BUILDING GREAT TECHNICAL TEAMS

@doubleonz

Talent

• Get the right people on the bus

• Number, skills and roles

• Don’t squander the opportunity to pick your

talent

• T-shaped people = being a specialist isn’t

everything

• Personal productivity vs team generativity

• Be wary of team killers

What comes

first? Team or

mission?


@doubleonz


MISSION TALENT

CONTEXT CONTEXTNORMS



• Norms:

– Effective and efficient processes for getting work done

– Shared standards and expectations around behaviour

– Meeting etiquette

– Routine / pattern

– Decision making

– Often unwritten

– Form identity + reputation


@doubleonz


NORMS

MISSION

BUY-IN

TALENT

CONTEXT CONTEXT


@doubleonz


@doubleonz


POWER

NORMS

MISSION

BUY-IN

TALENT

CONTEXT CONTEXT


@doubleonz

Power

• What resources do we need?

– Power pertains to a team’s resources

– Authority is a critical team resource

– Mission drives resources needs

– Most teams squander resources

– Leaders either make do, lobby for resources, or renegotiate

deliverables when power is lacking


@doubleonz


POWER

NORMS

MISSION

MORALE

BUY-IN

TALENT

CONTEXT CONTEXT


@doubleonz

Morale

• Can’t we all get along?

– Morale pertains to a team’s degree of cohesiveness

– Morale is the most observable component

– Most team-building initiatives fail to improve team

cohesiveness

– Conflict affects team cohesiveness

– Most teams mismanage conflict


@doubleonz


POWER

NORMS

MISSION

MORALE

BUY-IN

TALENT

CONTEXT CONTEXT


@doubleonz

Results

• Are we winning?

– The team’s actual accomplishments

– Dependent on other components

– Goals define what teams must do to win

– Leaders need to teach teams how to win

– Leaders who do not focus on winning create teams with

mediocre talent


@doubleonz

The Rocket Model by Gordy Curphy

POWER

NORMS

MISSION

MORALE

BUY-IN

TALENT

RESULTS

CONTEXT CONTEXT


More tips!

• Team building is tough

• Keep at it – it’s ongoing

• Baseline / measure

• Continuous Improvement

LEADING MODERN AGILE

Thank you

www.Doubleo.nz

http://www.doubleo.nz/

Dangerously Good TeamsDangerously Good Teams Why teams matter •A lot of the work we do is in teams...

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