"The Future of Teams"
The Future of Teams Emerging imperatives for managing in a complex and virtual world World Future Society Minneapolis, Pam Jones and Viki Holton Minnesota July 30th 2007 Session outline Working in a complex team environment Background to our research What can we learn from our high performing team leaders Competencies for the future How to develop and support teams and leaders for the future A changing team environment From To Functional Cross functional Multi-layered organisation structure De-layered organisation structure Relatively slow pace of change Faster and faster pace of change A single work area Multiple dispersed work areas A single team Working/contributing to many teams Mono culture Multicultural Relatively simple communication Greater variety and speed of communication Technology poor environment Technology enabling multiple communication channels and knowledge sharing Expertise in task Expertise in process A single boss Multiple lines of reporting A few stakeholders Multiple stakeholder environment Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 Teams Today – A profile Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 Research Methodology Quantitative research: 302 completed questionnaires from people involved in complex teams 20 in-depth interviews with people involved in complex teams 6 High Performing Teams were isolated (22% of the sample). These were identified in the following way: Interviews with Team Leaders who stood out as being models of excellence in leading complex teams Views were confirmed with 180 degree feedback from the team members using the survey questionnaire and focussing on the responses to the question “How do you rate your team leaders‟ performance in the following areas” All the High Performing teams also reported that they were succeeding and delivering on their targets. Significant differences could be identified between the “General Sample” and the “High Performing Teams” Key practices and approaches could be identified as key success factors to develop successful complex teams. Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 Managing the tensions Face to face Virtual communication What the team What leader needs wants to be Leader as director Leader as orchestrator More time spent Being there for the managing upwards team Focus on activities Focus on outcomes Tough Facilitative Building a network Building individual relationships Being responsive Being planful Leadership approach for working in a complex team H ig h environment F a c ilita to r Im p ro vis e r L e ve l o f te a m m a tu rity M anager O rc h e s tra to r Low Low L e ve ls o f c o m p le x ity H ig h Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 The top five key abilities of team leaders Rank Skills and competencies – % Rank Skills and competencies – High % order General Sample response order Performance sample response 1 Listen to what people have to 63 1 Manage upwards 82 say 2= Manage upwards 60 2 Agree outcomes/ deliverables with 81 all team members 2= Delegate and empower all team 60 3 Manage across boundaries 80 members 4= Manage across boundaries 58 4 Encourage the team to learn from 75 their experiences 4= Build trust in the team 58 5 Provide effective feedback 74  Includes „good‟ and „excellent‟ responses  Includes „good‟ and „excellent‟ responses Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 Leader and members need to change Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 Some stories Creating a communication strategy Using technology to its optimum Creating trust/building relationships Virtual team work out SUCCESS IN COMPLEX TEAMS Organisational support Performance Hr Policies management Leadership Competencies And style Developing Team related Success in Communication positive training and complex excellence Relationships development teams Team maturity and shared responsibility Technology infrastructure Coaching Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006 001007PP PAM Discussion question • How can we more effectively develop team leaders for the future? • What support do team leaders and their teams need in order to survive and thrive