Mestrado Integrado em Engenharia e Gestão Industrial

Team Building

DIGITAL BUSINESS ECOSYSTEMS

2015-16

António GriloAneesh Zutshi

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

Team Building

3

Culture

4

FORMING•style

•values/philosophy

•roles

STORMING•feedback

•rules of engagement

•power

NORMING• expectations of leaders

•interdependencies

PERFORMING

Stage 1

MembershipStage 2

Sub-Grouping

Stage 3

Confrontation

Stage 4

Individual

Differentiation

Stage 5

Collaboration

Team Development Process

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

Build the Organization

Satisfy the

Customers

Mature Adult

Emerging Adult

Adolescence

Childhood

Infancy

Complete the

Product

Clarify the Idea

STARTUP LIFE CYCLE

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

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

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

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

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

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

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

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

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

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