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AgendaOverview

Team Genius Overview & DiscussionQ & ANetworking

LEERLUNG #LeaderLounge

> Leadership Quotient

When a leader gets better, ALL of Vancouver benefits.

Leaders are Readers

Leaders are Learners

Who’s read it?

• Publisher of Forbes magazine• Featured column, Innovation Rules, covering business and leadership issues• Accomplished entrepreneur as well as a journalist and speaker• Author of Life 2.0 and The Soft Edge: Where Great Companies Find Lasting Success.

Rich Karlgaard

• Veteran newspaper reporter and columnist, magazine editor, and entrepreneur

• Author /Coauthor of nearly twenty award-winning books

• The Intel Trinity, was named the Best Book of 2014 by 800CEOread.com.

Michael S. Malone

Heidi Worthington

SVP & CMO at Pacific Blue Cross

Melissa Orozco

Founder + Creative DirectorYulu Public Relations

The 90 second overview:

No one is managed out of a crisis.

Team design no longer has to be a “black art”.

The new science of high performing teams.

Why good chemistry often makes for the least effective teams.

Why cognitive diversity yields the highest performance gains.

Why groups of 7 (+ 2) and 150 are magic sizes for a team.

Why pairs are so important.

The life cycle of a team.

Discussion Topics

1. Ideal Team Size2. ‘Diversity’ vs. ‘Good Chemistry’ 3. The importance of “Pairs” 4. Brain Structure and teams5. Change & Maneouverabiliy6. Team Life Cycle Turn over vs. Tenure

Team Size

The size and composition of your teams matter greatly when setting strategic goals.

Talk amongst yourselves...Describe the best team you ever worked within (or led).

How many people served on that team?What ingredients combined to make it a great team? What did you accomplish?

Talk amongst yourselves...Describe the worst team you ever worked within (or led).

Dunbar’s 150

15 ± 3 Teams

Dunbar’s 150

“The figure of 150 seems to represent the maximum number of individuals with whom we can have a genuinely social relationship, the kind of relationship that goes with knowing who they are and how you relate to each other.”

Dunbar’s 150

Impossible Connectivity

2 members =1 connection

3 members = 3 connections

4 members = 6 connections6 members = 15 connections

16 members = 120 connections

32 members = 496 connections

“Big teams usually wind up just wasting everybody’s time. That’s why having a huge senior leadership team—say, one that includes all the CEO’s direct reports—may be worse than having no team at all.” ~ J. Richard HackmanHarvard Psychologist

Problems with Increasing Team Size

Can impair performance Networking Problem Integration Costs Free riding Relational losses

Scaling up without blowing UP!

Diversity vs. Good Chemistry

The Power of Difference

Context-dependent Context-independent

Creative Abrasion

Heidi Worthington

SVP & CMO at Pacific Blue Cross

“Great leaders create team genius by bringing together, and holding together, the most diverse and heterogeneous teams.”

More so than the obvious:

Thinking Style +Personality Type

Diversity

Driver of diversity ~ thinking style:• Training• Experience• Genes

Thinking

Team = Insurance Industry

Team =

Team Composition

Creative30%

Conformist20%Detail10%

Other40%

Creative Conformist Detail Other

Diverse Teams Drive Results

What you can do?

Know your own preferences, weaknesses, strengths, and understand how they effect your team’s performance Help your team learn, acknowledge and value, their own preferences, and how they complement the team Keep project goals front and center, and schedule time for :

1) divergent thinking (generating multiple options) 2) convergent thinking (focusing on a single option and implementation)

What is your best example of positive ‘cognitive diversity” at work on a team you were serving on?

Diversity works if …

The team 1. has a compelling direction: the team task is clear, challenging and consequential2. is bound (it is clear who is and who is not on the team) and stable (membership is not constantly fluctuating), and its members are interdependent 3. is set up with the right mix of members, who have norms of conduct that guide their behavior4. is diverse but not so different that they cannot work with each other5. have the right set of skills and expertise for the team task6. has a supportive organizational context that provides team members with access to resources to help accomplish their task7. receives coaching from experts, peers and leaders

BrainStructure

Your teams must be designed to work with, not against, your member’s brain structures.

Team Neurodynamics

The Chemicals

SELFISH CHEMICALS SELFLESS CHEMICALS

The Chemicals

Endorphins – The runner’s high. Dopamine – Incentive for progress.

Serotonin – The Leadership Chemical. Oxytocin – Chemical Love.

SELFISH CHEMICALS SELFLESS CHEMICALS

Cortisol

We’re wired to cooperate.

Your teams must be given the support they need to reach their full potential.

Alex Pentland, the director of MIT’s Human Dynamics Laboratory, and his team use sociometers” to generate data on communication patterns and productivity of teams in real organizations.

Sociometrics: How Teams Best Communicate

communicate frequently —about 12 exchanges per hour.

talk and listen in equal measuretalk informally (outside formal meetings)

look for ideas and information outside the groupadjust their patterns of communication

PairPOWER

10. Remember the Force

9. Counterweights

8. Yin and Yang

9.1 Inside/Outside

Name some #StandApartpairs you’ve seen in action in our career?Have you ever been part of one?

Melissa Orozco

Founder + Creative DirectorYulu Public Relations

Making Pairs Work

Identify the Need

Prepare the Pair

Determine the Goal Establish Metrics

Manage with the Right Intensity

Stay Observant Create Opportunities

Keep Records

Manage Transitions

Trios

Change & Maneuverability

Change Kills

If you don’t have the right teams

Technology is no longer the barrier to commercial success—manoeuvrability is.

Your teams must be capable of surviving whatever today’s brutal economy throws in their path.

Humans adapt slower than our inventions

“Here is the uncomfortable truth: Humans run to a much slower evolutionary clock than our inventions. To use an engineering term, we are the “gating factor” that keeps a process from running faster. It is people, not scale or technology, who determine how well an organization adapts to change.”

The exponential forces at work in today’s culture and economy reward winners quickly and punish losers mercilessly.

“And it almost never happens unless a small, cohesive team is found at the center or top of that organization and is endowed with two other crucial factors: the power to execute its decisions across the entire organization and the trust of its players in the periphery around that team.”

How maneuverable is your team?

Could your current team weather a significant change?

Team Lifecycle

How long can a team work together and still be ‘high performing’ ?

The Birth & Life Cycle of Teams

The Retirement & Death of Teams

The Retirement & Death of Teams

Post Mortem

UNHEALTHY, UNSUCCESSFUL TEAMS

UNHEALTHY, UNSUCCESSFUL TEAMS

UNHEALTHY, SUCCESSFUL TEAMS

UNHEALTHY, SUCCESSFUL TEAMS

HEALTHY, UNSUCCESSFUL TEAMS

HEALTHY, UNSUCCESSFUL TEAMS

HEALTHY, SUCCESSFUL TEAMS

HEALTHY, SUCCESSFUL TEAMS

Next SeriesFeb 27th 2016Kevan GilbertFacilitate Like A Boss.

Threats to Team

• Turnover• Framing• Belief• Tenure• Congruence• Integration

• Moderation• Dissent• Creativity• Divergence• Experience• Proximity Threats

Tenure

Turnover

Framing

Congruence

Dissent

Creativity

Experience

Divergence