The Future of Teams
Emerging imperatives for managing in a complex and virtual world Pam Jones and Viki Holton
World Future Society Minneapolis, 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
Functional Multi-layered organisation structure Relatively slow pace of change
To
Cross functional De-layered organisation structure Faster and faster pace of change
A single work area
A single team Mono culture Relatively simple communication Technology poor environment Expertise in task A single boss A few stakeholders
Multiple dispersed work areas
Working/contributing to many teams Multicultural Greater variety and speed of communication Technology enabling multiple communication channels and knowledge sharing Expertise in process Multiple lines of reporting 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:
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
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.
Managing the tensions
Face to face What the team wants Leader as director More time spent managing upwards Focus on activities Virtual communication What leader needs to be Leader as orchestrator Being there for the team Focus on outcomes
Tough
Building a network Being responsive
Facilitative
Building individual relationships Being planful
Leadership approach for working in a complex team environment
H ig h
L e ve l o f te a m m a tu rity
F a c ilita to r
Im p ro vis e r
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 order 1 Skills and competencies – General Sample Listen to what people have to say Manage upwards % response[1] 63 Rank order 1 Skills and competencies – High Performance sample Manage upwards % response[2] 82
2=
60
2
Agree outcomes/ deliverables with all team members Manage across boundaries
81
2=
Delegate and empower all team members Manage across boundaries
60
3
80
4=
58
4
Encourage the team to learn from their experiences Provide effective feedback
75
4=
Build trust in the team
58
5
74
[1] [2]
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 management Leadership Competencies And style
Hr Policies
Developing positive Relationships
Success in complex teams
Communication excellence
Team related training and development
Team maturity and shared responsibility Technology infrastructure Coaching
Source: Pam Jones and Vicki Holton, Teams – Succeeding in Complexity, Ashridge May 2006
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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