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
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