Welcome to Leading
through Digital
Disruption
Topic: Leading High Performing Teams and Build
Network
Tutor: Matilde D’Amelio
[email protected]
Today’s Agenda
Today’s Learning Outcomes
Recap previous topic
High Performing Teams
Activity: The Chief Collaboration Officer
People-Oriented Leaders
Activity: Google Project Oxygen for Managers
Review of Apply Activity
Recap, Q&A, Discussion
Next steps
Today’s Learning
Outcomes
Explore how companies can create high-performing teams
across different channels and location
Analyses how companies can steer and effective team
collaboration
Critically assess the importance of being a people-oriented
leader and how companies can create this type of leaders
Analyse the importance of empathic communication,
emotional intelligence and building of networks
Recap of Previous
Topic
High Performing
Teams
Tuckman’s Phases of Team Development (1977)
How to create High-Performing Teams
Set Direction
•Vision
•Mission
•Shared-Purpose
(with customer)
•Strategy
Gather &
Deploy
Resources
•Resource Needs
•Business Case
Assemble the
Team
•Skill Needs
(Multidisciplinary)
•People (skills,
personalities,
backgrounds)
•Chemistry/Trust
Allocate &
Prioritise Work
•Balance Workload
•Clear Roles &
Responsibilities
•Goals
•Prioritise Effort
Execute Plan
•Make Decisions
•Measure Results
•Rapid Response
•Open
Communication
Motivate
People
•Empower People
•Boost Moral
•Feedback
Develop the
Team
•Upskilling
•Build Capabilities
•Stretch
Assignments
Belbin Team Roles
Virtual and Dispersed Teams
• Common Understanding
• Coordination
• Common Team Culture
Challenges
• Synchronous and Asynchronous
Communication
• Rules for Electronic Communication
• Code of Conduct
• Informal Connections
• Emotional Intelligence (conflicts
resolution)
• Regular Communication
• Synchronous Kick-offs
• Supporting Tools
• Time-Zone Management
Solutions
Effective Team Collaboration
Encourage
Right
Behaviour
Leverage
Digital
Technology
Reorganise
Physical Space
Reward
Effective
Collaboration
Effective
Team
Collaboration
Source: Harvard Business Review
Activity: The Chief
Collaboration
Officer (CCO)
CCO – Chief Collaboration Officer
CCO- Possible Solutions (1/2)
The CCO is:
• Executive role working across departments and dedicated to make
collaboration a part of the daily doings of a company.
• It takes a unique set of talents to be a CCO. The CCO needs a strong
knowledge of the technology, understanding of company’s strategy and
business model, be great at change management, and familiar with
behavioural studies. Not many people exist with backgrounds that span this
breadth of knowledge who can also think strategically.
Benefits of COO are:
• Providing structure to collaboration that is getting increasingly complex as it
takes place across multiple time-zones, offices, devices and platforms.
• By hiring a COO companies can significantly reduce the number of ad-hoc
meetings, emails, and other collaborative demands on employees. This
allows employees to better plan and execute their work fast and effectively.
CCO- Possible Solutions (2/2)
CCO is NOT the only solution for a successful collaboration:
• Collaboration initiatives do not necessarily need to be driven at executive level to be
successful (e.g. some companies have small task forces that report to an executive
leader or in other companies, teams can self-organise themselves)
• If well steered and with a little of flexibility, the Chief Innovation Officer (CIO) and the
Head of HR can lead this initiative
• There is not only one best approach for all companies
Collaboration tools:
• Trello: a project management tool (people can organise projects into boards and see
what’s in progress)
• Slack: enables direct and group messaging, file-sharing, and video calling
• Hangouts/Skype/Microsoft Teams: communication platforms allowing messaging
and voice/video calls
• WhatsApp/WeChat: for quick and free group informal messaging
• Google Drive/Dropbox: cloud-based file storage and synching
• Google Docs: useful for creating, editing and storing shared documents
• WeTransfer: sending large files to other members of the group
Break Time
If you have not done it, yet, please do
your Apply activity and post it in the
forum during the break!
People-Oriented
Leaders
How can Leaders become People-Oriented?
PeopleOriented
Leaders
Emotional
Intelligence
Effective &
Empathic
Communication
Networks
Fisher’s Personal Transition curve (Fisher, 2012)
Emotional Intelligence (EQ)
Self-Awareness
• Understand
strengths,
weaknesses and
emotions and the
effect they have on
yourself and team’s
performance
Social
Awareness
• Recognise others’
emotions and the
dynamics in play
within the
organisation
(empathy)
Relationship
Management
• Influence, coach,
and mentor others,
and resolve conflict
effectively
SelfManagement
• Manage emotions,
particularly in
stressful situations,
and maintain a
positive outlook
despite setbacks
Emotional intelligence is
the ability to understand and
manage your own emotions,
as well as recognise and
influence the emotions of
those around you.
Source: Harvard Business Review
Effective & Empathic Communication
Effective &
Emphatic
Communication
Active listening
Do not interrupt
Attention to
others nonverbal
communication
Tone & body
language matter
more than
words
Use people’s
name
Be fully present
Smile at people
Genuine
recognition &
praise
Personal
interest in
people
Cultural
awareness
Illustrate
through stories
Relentless,
simple & clear
communication
Affirm with
actions
Empathy is the ability to
understand another person’s
experience, perspective and
feelings. It’s commonly
described as the ability to put
yourself in another person’s
shoes.
Building Networks
Benefits
• Identify needs & opportunities
• Links with stakeholders
• Diverse pool of talents
• Avoid group thinking
• Drive innovation
• Mix experience and freshness
• Fast execution
Types
• Operational (daily contacts)
• Informal (through employees)
• Personal (personal
development)
• Strategic (getting insights
about trends)
Activity: Google
Project Oxygen for
Managers
Google Project Oxygen to Make Great Managers
Google Project Oxygen –
Possible Solutions (1/2)
The 10 (revised) Oxygen behaviours of Google’s best
managers:
• Is a good coach
• Empowers team and does not micromanage
• Creates an inclusive team environment, showing concern for
success and well being
• Is productive and results-oriented
• Is a good communicator — listens and shares information
• Supports career development and discusses performance
• Has a clear vision/strategy for the team
• Has key technical skills to help advise the team
• Collaborates across Google
• Is a strong decision maker
Google Project Oxygen –
Possible Solutions (2/2)
The 10 (revised) Oxygen behaviours of Google’s best managers
were identified though people analytics: survey based on
employee feedback (instead of simply measuring how much
output a manager achieves, the surveys focus on how much time
they spend coaching their team, whether or not they
communicate a clear vision)
Google developed new management training programs
cantered around these skills. Samples:
• Teach them how to give employee feedback and encourage
managers to ask for feedback
• Give them guidance on running 1:1s
• Give them guidance on conducting performance reviews
• Develop a mentoring program
Apply Section
This Photo by Unknown Author is licensed under CC BY
Recap, Q&A,
Discussion
Key Takeaways
You should be now able to:
• Discuss the importance of having high performing
teams to face digital disruption
• Assess how companies can foster an effective team
collaboration
• Analyse the role and importance of having peopleoriented leaders
• Evaluate strategies that could be used to create
people-oriented leaders
Next Steps
• Review the fundamental information
• Go through the Preparation and Apply part of this week (if
not done yet)
• Go through the Consolidation part of this week
• Go through the Preparation and Apply part of next week
• See you next week same time!
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