Reboot Your Team

A model for taking an unhealthy team and turn it around.

Transcript

1. Reboot Your Team Christina Wodtke Author of Radical Focus and Pencil Me In Lecturer at Stanford University
2. The Union BBQ Beef Ribs and Fondue House
4. The Three Jobs of Product Management • Business Owner • Vision Holder • Team Coordinator
7. Are all groups teams?
9. What is a TEAM? • Common PURPOSE • Performance GOALS • Complimentary SKILLS • Mutual ACCOUNTABILITY The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
10. Set Objectives and Key Results 1. Common Purpose 2. Performance Goals
11. OKRs O: Qualitative goal (common purpose) KR: Success criteria (performance goals)
12. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% KR: 20% of reorders self- serve KR: Revenue of 250K
13. 3. Complimentary skills
14. 4. Mutual Accountability
15. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Weekly OKR Check-ins
16. Learning Team Or Lean Team Improves over time
17. Bruce Tuckman ‘Developmental sequence in small groups’
20. A Cadence for Learning Teams Set Check Correct
21. Forming a Learning Team 1.
23. Set Expertise Roles
24. Set Informal Roles • Facilitator • Tie-Breaker • Spokesperson • Schedule Keeper • Office Housework
25. Design Norms If you don’t set norms, you make assumptions. Assumptions lead to errors. Errors lead to fights.
27. Erin Meyer’s Culture Map
30. Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
31. Don’t default into norms. Set them
32. Norms Exercise • Get together in groups of 2-4
33. What was the best team you ever had? What made it great?
34. What was the worst team you were ever on? What made it so bad?
35. Norms Exercise • Get in groups, and share. • Make rules for how you wish to work together
36. Norms Exercise • Get in groups, and share. • Make rules for how you wish to work together
37. Please try this at home Aka at the office
38. Performing in a Learning Team 2.
39. Check Weekly
40. Goals
41. Team Feedback Feedback fast and slow
42. Weekly: Retrospective Fast and frequent allows for iteration and growth
43. Rosemary King @rozemaryking
44. teIam Mindful team take care of the us AND the I.
45. Two kinds of feedback Individual Team
47. Fast Peer Feedback But not too fast
49. Short Cycles Reduce quantity of information Reduce gap between action and evaluation Reduce stakes Actionable Memorable Iterative
50. Feedback Loop
51. Feedback Loop
53. When you behavior I reaction and it consequences. What can we do about this?
54. Adjourning in a Mindful Team 3.
55. Pause, Evaluate, Correct
56. Formal Feedback “Shorten your time through the Feedback Loop.”
57. Team Feedback For Learning Teams
58. Team Check In “Quarterly seems to be a good starting point though. Every month seems too often (people get fed up with it, and the data doesn’t change fast enough to warrant it). Bi-annually seems too seldom (too much happens within that period). But, again, it varies.” – Spotify Labs
59. Carbon Five Dartboard http://blog.carbonfive.com/2015/ 07/29/the-product-dartboard/
60. Spotify Health Check Model https://labs.spotify.com /2014/09/16/squad- health-check-model/
61. Roll Your Own 1. List norms 2. Rate performance 3. Discuss 4. Decide on Changes
62. Team Member Feedback for Mindful Teams
63. Empathy Warm-up • Sometimes I pretend • Sometimes I’m afraid • Sometimes I wonder • Sometimes I try
64. Empathic Feedback Canvas
66. Jherin Miller
68. Reboot Your Team 1. Treat quarters as do-over moments 2. Set goals, roles and norms 3. Check weekly to make sure you are living your intention 4. Correct: take time at the end of the quarter and evaluate and make major changes
69. Dr. John Watson (the real one)
70. Thank You @cwodtke | me@cwodtke.com www.cwodtke.com CHRISTINA WODTKE
71. The Models