DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
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Teams are dynamic and constantly changing. Members join and leave teams, causing disruption but also opportunities for growth. When teams change, it is important to involve existing members, clearly define roles and responsibilities, and focus on shared values and culture to help the team integrate new people and adapt to change. Approaching team change with an open mindset and focusing on people can help teams grow in a healthy way.
DYNAMIC RETEAMING: ACKNOWLEDGE REALITY, CHART YOUR PATH - HEIDI HELFAND
- 1. D Y N A M I C R E T E A M I N G A C K N O W L E D G E R E A L I T Y, C H A R T Y O U R PAT H H E I D I H E L FA N D @heidihelfandheidihelfand.com
- 5. TEAM CHANGE IS INEVITABLE. GET GOOD AT IT.
- 6. NEW PEOPLE WILL JOIN • New ideas • Differences • Personality -CRR GLOBAL
- 7. ONE PERSON CHANGES THE DYNAMIC
- 8. PEOPLE WILL LEAVE • Identity change • What else leaves? -CRR GLOBAL • Rename team
- 11. SOMETIMES THEY LINGER ON LIKE GHOSTS -CRR GLOBAL
- 12. WHEN YOUR TEAMS CHANGE YOU ARE NOT “DOING IT WRONG”
- 13. “Bounded and stable membership is less and less the norm as teams become more dynamic and are frequently overlapping.” -Wageman, Gardner & Mortensen, 2012 https://onlinelibrary.wiley.com/doi/full/10.1002/job.1775
- 14. “More and more people… are now working on multiple teams that vary in duration, have a constantly shifting membership, and pursue moving targets. .” https://hbr.org/2012/04/teamwork-on-the-fly-2
- 15. FROM 15 TO 800
- 16. FROM 10 TO 600
- 17. FROM 800 TO 1300
- 18. H E I D I H E L FA N D H E I D I H E L FA N D . C O M @ H E I D I H E L FA N D
- 19. LET’S DIG IN
- 20. DYNAMIC RETEAMING IS TEAM CHANGE
- 21. MATURITYBIRTH DISRUPTION RENEW AL ADOLESENCE GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless, Henri Lipmanowicz & Fisher Qua, Liberating Structures TEAMS AGE & CHANGE
- 22. • Growth/attrition • New work or focus • Knowledge sharing • Stagnation & learning WHY TEAMS CHANGE
- 24. IT HAPPENS IN DIFFERENT WAYS Kaner, 2014
- 25. • One by One • Grow and Split • Switching • Isolation • Merging PATTERNS
- 26. 1 ONE BY ONE PATTERN
- 28. STAGNATING DISRUPTION RENEW ALGROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures DOMINATING ITNEW HIRE GETTING THE HANG OF IT! STRUGGLING NEW HIRE PATH
- 29. Add new people to existing teams or create new teams? ORGANIZATIONAL VISION
- 31. CREATE NEW TEAMS? •START TEAM •OFF TO THE SIDE •GROW FROM THERE ISOLATION PATTERN
- 32. -Direct report? -Peer? -Senior? -New manager? -New exec? -Different role? EACH CASE FEELS DIFFERENT
- 33. How can you help them be successful? Why don’t you have lunch with them? What can you learn from them?
- 36. TALK ABOUT THE PLANS TO GROW
- 37. THE BUDDY SYSTEM
- 38. -Culture Code by Daniel Coyle - Bradley Staats, WIPRO call center Bangalore, India “What is unique about you - to survive deserted on an island?”
- 41. 2 GROW & SPLIT PATTERN
- 42. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE TEAMS GROW “BIG”
- 43. • Planning ~ forever • Decisions ~ harder • Work ~ unrelated
- 44. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE GROW AND SPLIT PATTERN
- 47. “…a shared understanding of what a role involves…is one way for a team to cope with changing membership…” R O L E C L A R I T Y -Wageman, Gardner & Mortensen, 2012
- 49. Why does this happen?
- 52. LARGE TEAMS WORK TOO! MERGING PATTERN
- 53. WHO DECIDES?
- 54. WHAT IF THE PEOPLE DECIDE?
- 56. RETRO ABOUT TEAM COMPOSITIONS
- 57. TECTONIC SHIFTS
- 59. Kaner, 2014
- 60. WHEN PLANNING TEAM CHANGE • Which people will be impacted? • How can we involve the people as early as possible? • What will the ripple effects be? From by Rod & Fridjhon, Creating Intelligent Teams
- 63. OVERCOMMUNICATE THE PLAN Say it 7 times!
- 65. DISRUPTION RENEW ALGROW TH MATURITYBIRTH ADOLESCENCE CONCERNS OF THE “FIRST TEAM”
- 67. Open space
- 68. Is it OK if I…What am I allowed to do? Who owns that?Is that her job?
- 69. Don’t they care? Why aren’t people stepping up? What’s his name again?
- 70. “How do we maintain our culture?”
- 72. Pay attention to the people.
- 73. RE-BELONGING
- 74. People don’t fear change, they fear loss. Leadership on the Line, Heifetz & Linsky
- 75. YOU BELONG HERE… Culture Code by Daniel Coyle
- 76. Current State (primary, known) Future State (secondary, unknown) -crrglobal, arne mindell EDGE BEHAVIOR X X XX X X X
- 77. OUR COMPANY
- 78. FIND SHARED CAUSES VIA OPEN SPACE
- 79. @heidihelfand THE STORY OF OUR TEAM
- 82. SYMBOLS
- 84. ANCHOR TO VALUES
- 88. I’m so sick of this guy
- 90. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE
- 91. RIGIDITY TRAP DISRUPTION RENEW AL POVERTY TRAP GROW TH Adapted from Gunderson and Holling, 2003 Keith McCandless & Fisher Qua, Liberating Structures MATURITYBIRTH ADOLESCENCE
- 94. HELP EACH OTHER NOMAD
- 95. IN OVER YOUR HEAD?
- 96. GIVE YOURSELF OPTIONS FOR LATER
- 97. FLEXIBLE, ADAPTIVE TEAMS https://www.glassdoor.com/Photos/Pivotal-Office-Photos-E687287.htm SOME SWITCH AT REGULAR CADENCE
- 98. SOME PAIR SWITCH 100%
- 99. THE PEOPLE MAKE IT HAPPEN
- 100. ONE BY ONE GROW & SPLIT SWITCHING DYNAMIC RETEAMING
- 102. WHAT ABOUT YOU?
- 103. PEOPLE COME & GO IT FEELS DIFFERENT
- 105. YOU WILL GET CURVE BALLS
- 107. YOU COULD GET EJECTED
- 108. When were you energized? When were you stagnating? When were you in flow? REFLECT ON LAST WEEK -Burnett & Evans, Designing Your Life
- 109. you companyx
- 110. THINK BIGGER THAN YOUR COMPANY
- 112. STAY WHERE YOU ARE?
- 113. W R I T E Y O U R O W N S TO RY
- 114. linkedin.com/in/ heidihelfand P R O C O R E . C O M / J O B S