Dynamic Teaming and Leading — The New Normal

Dynamic Teaming & Leading

The New Normal

with Courtney Harrison

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Thought Leader Series

Workboard provides apps to help leaders share short-range goals, align and simplify

execution, and coach people to great results.

Deidre Paknad Workboard CEO

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Thought Leader Series

4% 12%

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Guest Expert

Courtney HarrisonVice President, Learning

& Organizational Effectiveness

With over 20 years of experience in the field of HR and business strategy, organizational development, leadership training, talent management, transformational change, innovation and culture development, Courtney Harrison most recently served as VP of Learning and Organizational Effectiveness at Juniper Networks. Prior to Juniper Networks, she was a Senior Faculty Member and Executive Coach for the Center for Creative Leadership facilitating their flagship Leadership Development Programs as well as designing and facilitating custom work for C-Suite Teams aimed at developing high growth organizations. Courtney was also the CHRO for the United States Olympic Committee (USOC) leading up to the successful run of the US Team in Beijing and was the creator, designer and facilitator of Olympic University which hosted Fortune 500 Leaders for multi day Leadership Immersions.   Courtney’s work was profiled in Harvard Business Review’s “Bright Shiny Objects and the Future of HR” earlier this year. Talent Management Magazine’s “Deploying Network Talent to Drive Innovation” covered Courtney’s work on shifting from traditional organizational charts to a more agile, collaborative, peer based structure built upon network theory.

Agile, High-Velocity Organizations Win Markets

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50%of the Fortune 500 in 1999 were gone a decade later

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Business & Market

Velocity Have Changed

Old SchoolNow

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Business & Market

Boundaries  

Have Changed

functional —> cross functional

corporation —> aligned entities

team —> teams of teams

hierarchy —> meritocracy

regional —> global

individual contributors —> collective wisdom

manage my silo —> lead across

single channel for customer feedback —> continuous multi-channel feedback

work day—> always connected

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Restructures and re-orgs just  

move boundaries.  

They don’t remove them.

Your best opportunities and biggest challenges are boundary-spanning

Your teams and leaders should be too

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To team and lead across boundaries, you need to:

Leadership

Tools

Build in the enablers for success …

Individuals

Teams

Understand what drives success for…

Two keys to compatibility:

✓ Similarity of interpersonal needs

✓ Meshing of reciprocal interpersonal needs

Understand more about individuals to predict when

teams will be productive or clash unproductively

Inclusion

Control

Affection or Openness

INCLUSION [I] The need for Inclusion relates to forming new relations and associating with others; it determines the extent of contact and prominence that a person seeks. Descriptors include: • belonging • recognition • involvement • distinction •participation

CONTROL [C] The need for Control relates to decision making, influence, and persuasion between people; it determines the extent of power or dominance that a person seeks. Descriptors include: • power • responsibility • authority • consistency • influence

AFFECTION [A] The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks. Descriptors include: • personal ties/relationships • support • consensus • openness • sensitivity

The 3 Primary Interpersonal Needs

How and why people

work well in teams

bound⋅a⋅ry

1. Something that indicates bounds or limits; a border or bounding line

bound⋅a⋅ry

2. Also called frontier.

The location of the most advanced or newest activity in an area.

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What isboundary-spanning

leadership?

Leader

Direction AlignmentCommitment

Group X Group Y

Shared Goal or Mission

©  2010  Center  for  Creative  Leadership.  All  rights  reserved.

The 5 boundaries of LEADERSHIP

V E RT I C A L

across levels & authority

H O R I Z O N TA L

across functions& expertise

S TA K E H O L D E R

across external groups & interests

D E M O G R A P H I C

across diverse groups & differences

G E O G R A P H I C

across markets& distance

©  2010  Center  for  Creative  Leadership.  All  rights  reserved.

People need to first need to differentiate

So they can collaborate

So they can ideate

So why do people behave like this even when we know it is not

our in our best interest?

Neuroleadership Institute – David Rock, PHD

Naturally wired to default to “foe” and maximize reward

Our brains are tuned for

safety, security, survival, status quo

Neuroleadership Institute – David Rock, PHD

Our brains always monitor 5 domains of social experience

While difficult for adults, the brain can be rewired with focus and repetition

The amygdala drives a lot of our teaming behavior

Neuroscience Model

StatusCertaintyAutonomyRelatednessFairness

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For dynamic leading and teaming:

Help and objective facilitation if you don’t have the skill or time

A conscious model because teaming is not automatic (FIRO)

Facilitate conflict for innovation breakthroughs, but don't ignore it

Create buffer opportunities so people focus on value creation

The right tool accelerates trust

and turns disadvantages to advantages

Goal Sharing

Transparency & Collaboration

Recognition & Feedback

Identify your most important boundary-spanning arenas

Provide tools for shared achievement to these teams

Evaluate and optimize team dynamics to accelerate the teams

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Succeed with and through your people with these Next Steps:

Q&A?

Leadership Across DifferencesInvolved over 2800 surveys & nearly 300 interviews with leaders at all levels

12 countries in 6 world regions Corporate and nonprofit sectors

Leadership at the Peak Executives from CCL’s Leadership at the Peak program

32% CEO/President 60% SVP/Director 8% VP/Other

More Insights

Chris Ernst

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Courtney Harrison [email protected]

Deidre [email protected]

Let’s Connect