Speaker: Lindred Greer Join us www.IgniterSV.com Igniters Meetup Team Hacking: Psychology of Startup Teams Sponsored by: Hosted by: h0p://www.vorkspace.com - Remote Team Made Easy h0p://meetup.com/igniter
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Speaker: Lindred Greer Join us www.IgniterSV.com
Igniters Meetup Team Hacking: Psychology of Startup Teams
Sponsoredby:Hostedby:
h0p://www.vorkspace.com-RemoteTeamMadeEasy
h0p://meetup.com/igniter
The Psychology of startup teams
Professor Lindred Greer March 17, 2016
AGENDA FOR TODAY
� Interactive � Exercise
� Debrief and the Science of Start-up Team Psychology
Discussion Break-outs & Session Take-Aways
01 02 03 INTRO
THE EXERCISE:
INSTRUCTIONS: � Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier.
� The Entire Marshmallow Must be on Top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team.
� Use as Much or as Little of the Kit: The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure.
� Break up the Spaghetti, String or Tape: Teams are free to break the spaghetti, cut up the tape and string to create new structures.
� The Challenge Lasts 15 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.
SCORES
Team Height Time
The 3 Most Important Problems in
Start-up Teams (and how to overcome
them!)
THE 3 KEY CHALLENGES FOR START-UP TEAM EFFECTIVENESS
� The Composition Problem + Is the right expertise available in the start-up team?
� The Participation Problem + Is the expertise being shared within the start-up team?
� The Influence Problem + Are individuals with expertise having as much impact as those with less expertise?
High performance
group
The Composition Problem – From Evolution
DOES THE START-UP TEAM HAVE
Disengagement?
Similar views?
A lack of disagreement?
#$%@!!!
Images owned/created by Stanford Graduate School of Business, Barbara McCarthy
Phillips, K. W., Liljenquist, K.A., and Neale, M. A. (2009). Is the pain worth the gain? The advantages and liabilities of agreeing with socially distinct newcomers. Personality and Social Psychology Bulletin, 35, 336-350.
Socially similar
� Socially dissimilar
� Members’ Perceived Group Effectiveness
Socially similar
� Socially dissimilar
� Actual Group Task Performance - % Groups Accurate
The Composition Problem
+ Hire for task-relevant diversity + But ensure shared passion + Create ‘artificial diversity’ – embrace constructive controversy, devil’s advocacy, challenging assumptions, etc
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Solving the Composition Problem
“80/20” rule
The Participation Problem
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
% Speaking Time in Meetings
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
THE TEAM
LEADER
EVERYONE ELSE
Hierarchy – From Evolution
Why It’s a Problem
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
� We lose out on the unique value each person SHOULD bring to the
team
+ Smaller size groups
+Solicit data in advance of meetings
+ Build trust and psychological safety
+ Proximity and body language matter
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Equalizing Participation
� We ascribe people influence for qualities other than task
competence
The Influence Problem
Influence – From Evolution
Bases for Influence
Expertise
Height
Dominance
Attractiveness
Speaking Time
Familiarity
Facial features
0 0.1 0.2 0.3 0.4 0.5 0.6
Leader Selected on Other Traits
Leader Selected on Task Knowledge
� Team Performance
Why It’s a Problem
Taracki, M., Greer, L.L., and Groenen, P. (2016). When does power disparity help or hurt group performance? Journal of Applied Psychology, in press.
+ Know who knows what
+ Ensure formal leaders are team players
+ Rotate meeting control
Image owned/created by Stanford Graduate School of Business, Barbara McCarthy
Influence Expertise
Align Expertise & Influence
SUMMARY � What is most natural for the team is not necessarily what is best for the team when it comes to start-up performance
+ People often choose founders and early hires for reasons other than relevant skillsets
+ Team participation within the start-up is often dominated by a small minority of members
+ The people who often emerge as leaders are not necessarily the most qualified
GENERAL BEST PRACTICES FOR MANAGING START-UP TEAMS
Please take the next 10 minutes to discuss in groups of 3 changes you can immediately make in the way you run your start-up
� Manage composition + Hire for task-relevant
diversity + But ensure shared
passion + Create ‘artificial
diversity’ – embrace constructive controversy, devil’s advocacy, challenging assumptions, etc
� Manage participation + Use virtual chatrooms + Solicit opinions in
advance of meetings + Build trust and safety + Use smaller groups + Rely on evidence-based
debate + Ensure member visibility
Manage influence + Improve knowledge
of members’ competences
+ Ensure leaders are team players
+ Rotate meeting control based on topic expertise
Key Take-away Tips Influence Expertise
? QUESTIONS?
THANK YOU! PLEASE FEEL FREE TO REACH OUT WITH ANY QUESTIONS [email protected]
Speaker: Lindred Greer Join us www.IgniterSV.com
Igniters Meetup Team Hacking: Psychology of Startup Teams
Sponsoredby:Hostedby:
h0p://www.vorkspace.com-RemoteTeamMadeEasy
h0p://meetup.com/igniter
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