TEAM DEVELOPMENTThrough the Life-Cycle

What is a Team?

“A Small Number of People WithComplementary Skills Who Are CommittedTo A Common Purpose, PerformanceGoals, and an Approach For Which TheyHold Themselves Mutually Accountable.”

Jon R Katzenback and Douglas K. Smith

Kinds of Team Organization

• Hierarchical/Military• Team Sports model• Collaborative/Professional• Consensus Based• Inverted Pyramid - Support Organization• Many others• Each model has characteristics

(not pros and cons) and a use

TEAM DEVELOPMENT

Overview the basics of team developmentOverview the basics of team developmentDescribe the start-up life-cycleDescribe the start-up life-cycleIdentify the challenges at each stage of the life-Identify the challenges at each stage of the life-

cyclecycleReview strategies for building effective teams Review strategies for building effective teams

through each stagethrough each stage

CHARACTERISTICS OF HIGH PERFORMING CHARACTERISTICS OF HIGH PERFORMING TEAMSTEAMS

Communicate openly and freely Communicate openly and freely Provide each other with open, direct feedbackProvide each other with open, direct feedbackHold each other accountableHold each other accountableManage time and effort productivelyManage time and effort productivelyFully utilize diverse strengths, styles, points of Fully utilize diverse strengths, styles, points of

viewviewDefine and follow decision making guidelinesDefine and follow decision making guidelinesManage conflict effectivelyManage conflict effectively

Team Development ProcessTeam Development ProcessTeam Development ProcessTeam Development Process

FORMING•style•values/philosophy•roles

STORMING•feedback•rules of engagement•power

NORMING• expectations of leaders•interdependencies

PERFORMING

Stage 1Membership

Stage 2Sub-Grouping

Stage 3Confrontation

Stage 4IndividualDifferentiation

Stage 5Collaboration

Bruce Tuckman 1965

KEYS TO CREATINGKEYS TO CREATING HIGH PERFORMING TEAMS HIGH PERFORMING TEAMS

Recognize and plan according to the Recognize and plan according to the inevitability of the cycle inevitability of the cycle

Devote time to team development activitiesDevote time to team development activitiesIdentify and immediately address team issuesIdentify and immediately address team issuesSet and enforce constructive team normsSet and enforce constructive team normsReaddress team development with any change Readdress team development with any change

in team compositionin team compositionDon’t tolerate the “prima donna” syndromeDon’t tolerate the “prima donna” syndrome

Build the Organization Build the Organization

Satisfy the

“Customers”

Satisfy the

“Customers”

Mature AdultMature Adult

Emerging AdultEmerging Adult

AdolescenceAdolescence

ChildhoodChildhood

Infancy Infancy

Boredom!

Survival!Complete the TaskComplete the Task

Clarify the IssueClarify the Issue

STARTUP LIFE CYCLESTARTUP LIFE CYCLE

CHARACTERISTICS OF CHILDHOODCHARACTERISTICS OF CHILDHOODCHARACTERISTICS OF CHILDHOODCHARACTERISTICS OF CHILDHOOD

Like a 2-year-old -- into everythingLike a 2-year-old -- into everything

Success and arroganceSuccess and arrogance

See no problems -- only opportunitiesSee no problems -- only opportunities

Every opportunity is a priorityEvery opportunity is a priority

No systems, no policies, no controlNo systems, no policies, no control

Planning by wishful thinkingPlanning by wishful thinking

Founder struggles with delegationFounder struggles with delegation

Founder first to violate rules and policiesFounder first to violate rules and policies

CHILDHOOD -- CHILDHOOD -- COMMON TEAM ISSUESCOMMON TEAM ISSUES

CHILDHOOD -- CHILDHOOD -- COMMON TEAM ISSUESCOMMON TEAM ISSUES

Lack of diversity of skills and points of view Lack of diversity of skills and points of view Founder team resistanceFounder team resistance ““Group think” if all come from same company (one reason why so Group think” if all come from same company (one reason why so

difficult for parents and other agency reps)difficult for parents and other agency reps) Supervisor/chair supporting friends rather than teamSupervisor/chair supporting friends rather than team ““Morphing” roles (indiv members evolving)Morphing” roles (indiv members evolving)

CHILDHOOD -- CHILDHOOD -- RECOMMENDED TEAM ACTIVITIESRECOMMENDED TEAM ACTIVITIES

CHILDHOOD -- CHILDHOOD -- RECOMMENDED TEAM ACTIVITIESRECOMMENDED TEAM ACTIVITIES

Clarify vision, values and “rules of engagement”Clarify vision, values and “rules of engagement”

Agree upon and enforce standards for accountabilityAgree upon and enforce standards for accountability

Define a common vision for leadershipDefine a common vision for leadership

Create clear descriptions of roles (and how they may change with growth)Create clear descriptions of roles (and how they may change with growth)

Set an expectation for ongoing assessment, feedback and developmentSet an expectation for ongoing assessment, feedback and development

Reserve time devoted to team-buildingReserve time devoted to team-building

CHARACTERISTICS OF ADOLESCENCECHARACTERISTICS OF ADOLESCENCECHARACTERISTICS OF ADOLESCENCECHARACTERISTICS OF ADOLESCENCE

High turnover, complaints from more senior leadersHigh turnover, complaints from more senior leaders

Oozing strategy -- still highly opportunisticOozing strategy -- still highly opportunistic

Chaotic, overwhelmed -- not focused on prioritiesChaotic, overwhelmed -- not focused on priorities

Constant change in rolesConstant change in roles

Rebellion against beginning structureRebellion against beginning structure

Senior managers still doing too much Senior managers still doing too much “hands on” -- need to build next level management“hands on” -- need to build next level management

ADOLESCENCE -- ADOLESCENCE -- COMMON TEAM ISSUESCOMMON TEAM ISSUES

ADOLESCENCE -- ADOLESCENCE -- COMMON TEAM ISSUESCOMMON TEAM ISSUES

Additions to team result in narrowing or changing rolesAdditions to team result in narrowing or changing roles Tasks may outgrow skill levels of membersTasks may outgrow skill levels of members Size and complexity of tasks require narrowing of involvement in decision-Size and complexity of tasks require narrowing of involvement in decision-

makingmaking Supervisor transition may result in style changeSupervisor transition may result in style change Middle managers (principals and directors) (individually and as a team) must Middle managers (principals and directors) (individually and as a team) must

move into more strategic rolemove into more strategic role

ADOLESCENCE -- ADOLESCENCE -- RECOMMENDED TEAM ACTIVITIESRECOMMENDED TEAM ACTIVITIES

ADOLESCENCE -- ADOLESCENCE -- RECOMMENDED TEAM ACTIVITIESRECOMMENDED TEAM ACTIVITIES

Make sure structure continues to track to evolving vision and Make sure structure continues to track to evolving vision and philosophyphilosophy

Clearly define new roles before hiring/assigning new members of teamClearly define new roles before hiring/assigning new members of team

Support individuals and team in clarifying changes in rolesSupport individuals and team in clarifying changes in roles

Proactively address changes in decision-making involvementProactively address changes in decision-making involvement

Continue to expect ongoing assessment, feedback and developmentContinue to expect ongoing assessment, feedback and development

Continue to devote time to teambuilding, addressing the need to “re-Continue to devote time to teambuilding, addressing the need to “re-form” with new membersform” with new members

Pay attention to building functional and cross-functional teamsPay attention to building functional and cross-functional teams

Cross Functional Planning•Develop and align around strategic plan

• Create framework for monitoring

performance•Identify/address infrastructure needs

Cross Functional Planning•Develop and align around strategic plan

• Create framework for monitoring

performance•Identify/address infrastructure needs

Mature AdultMature Adult

Emerging AdultEmerging Adult

AdolescenceAdolescence

ChildhoodChildhood

InfancyInfancy

Effective Functional Team Leadership•Functional support of assigned tasks•Plan for assigned function•Identify/prioritize skill/headcount needs

Effective Functional Team Leadership•Functional support of assigned tasks•Plan for assigned function•Identify/prioritize skill/headcount needs

LEADERSHIP TEAMLEADERSHIP TEAM

Plan for Growth/change•Develop growth/change

strategy•Instill discipline•Build next level of leaders

Plan for Growth/change•Develop growth/change

strategy•Instill discipline•Build next level of leaders

SIGNS OF TROUBLESIGNS OF TROUBLESIGNS OF TROUBLESIGNS OF TROUBLE

Turf battlesTurf battles

High turnover/complaints from more senior membersHigh turnover/complaints from more senior members

Lack of visibility/planLack of visibility/plan

Unclear roles/boundariesUnclear roles/boundaries

Tolerance of “prima donna” behaviorTolerance of “prima donna” behavior

Lack of cross-functional goal alignmentLack of cross-functional goal alignment

No clear successors or next level managers/chairs identifiedNo clear successors or next level managers/chairs identified

DELIVERING RESULTS

and Community Engagement•STRATEGIC PARTNERS

DELIVERING RESULTS

and Community Engagement•STRATEGIC PARTNERS

BUILDING THE CROSS-FUNCTIONAL TEAM

BUILDING THE CROSS-FUNCTIONAL TEAM

Mature AdultMature Adult

Emerging AdultEmerging Adult

AdolescenceAdolescence

ChildhoodChildhood

InfancyInfancy

DRIVING THE TEAMDRIVING THE TEAM

FOUNDER GROUP DOMINANCE

FOUNDER GROUP DOMINANCE

Supervisor ROLESupervisor ROLE

SIGNS OF TROUBLESIGNS OF TROUBLESIGNS OF TROUBLESIGNS OF TROUBLE

High turnover, complaints from more senior membersHigh turnover, complaints from more senior members Focus on short-term transactions rather than long termFocus on short-term transactions rather than long term Frequent tension/conflict Frequent tension/conflict Lack of credibility with communityLack of credibility with community Ineffective recruitment of leadersIneffective recruitment of leaders Lack of communication/understanding of visionLack of communication/understanding of vision Dysfunctional cultureDysfunctional culture