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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
