1. TEAM DEVELOPMENT Through the Life-Cycle

2. What is a Team? “A Small Number of People With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and an Approach For Which They Hold Themselves Mutually Accountable.” Jon R Katzenback and Douglas K. Smith

3. 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

4. TEAM DEVELOPMENT  Overview the basics of team development  Describe the start-up life-cycle  Identify the challenges at each stage of the life- cycle  Review strategies for building effective teams through each stage

5. CHARACTERISTICS OF HIGH PERFORMING TEAMS  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

6. Team Development Process FORMING style values/philosophy roles STORMING feedback rules of engagement power NORMING expectations of leaders interdependencies PERFORMING Stage 1 Membership Stage 2 Sub-Grouping Stage 3 Confrontation Stage 4 Individual Differentiation Stage 5 Collaboration Bruce Tuckman 1965

7. KEYS TO CREATING HIGH PERFORMING TEAMS  Recognize and plan according 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

8. Build the Organization Satisfy the “Customers” Mature Adult Emerging Adult Adolescence Childhood Infancy Boredom! Survival! Complete the Task Clarify the Issue STARTUP LIFE CYCLE

9. CHARACTERISTICS OF CHILDHOOD  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

10. CHILDHOOD -- COMMON TEAM ISSUES  Lack of diversity of skills and points of view  Founder team resistance  “Group think” if all come from same company (one reason why so difficult for parents and other agency reps)  Supervisor/chair supporting friends rather than team  “Morphing” roles (indiv members evolving)

11. CHILDHOOD -- RECOMMENDED TEAM ACTIVITIES  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

12. CHARACTERISTICS OF ADOLESCENCE  High turnover, complaints from more 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

13. ADOLESCENCE -- COMMON TEAM ISSUES  Additions to team result in narrowing or changing roles  Tasks may outgrow skill levels of members  Size and complexity of tasks require narrowing of involvement in decision-making  Supervisor transition may result in style change  Middle managers (principals and directors) (individually and as a team) must move into more strategic role

14. ADOLESCENCE -- RECOMMENDED TEAM ACTIVITIES  Make sure structure continues to track to evolving vision and philosophy  Clearly define new roles before hiring/assigning 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

15. 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 Adult Emerging Adult Adolescence Childhood Infancy 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 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

16. SIGNS OF TROUBLE  Turf battles  High turnover/complaints from more senior members  Lack of visibility/plan  Unclear roles/boundaries  Tolerance of “prima donna” behavior  Lack of cross-functional goal alignment  No clear successors or next level managers/chairs identified

17. 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 Adult Emerging Adult Adolescence Childhood Infancy DRIVING THE TEAM FOUNDER GROUP DOMINANCE FOUNDER GROUP DOMINANCE Supervisor ROLE

18. SIGNS OF TROUBLE  High turnover, complaints from more senior members  Focus on short-term transactions rather than long term  Frequent tension/conflict  Lack of credibility with community  Ineffective recruitment of leaders  Lack of communication/understanding of vision  Dysfunctional culture