Creating a Culture to Empower your Team, Erik Devetak, Xeneta

Creating a Culture to Empower your Team, Erik Devetak, Xeneta

• 1.
  Building a successful,happy team Erik Devetak, Chief Product Officer
• 2.
  How to hire/builda team? Consider all current needs and all possible future needs Make sure your team is equipped to satisfy said needs
• 3.
  Diversity
• 4.
  Diversity A 2015 McKinseyreport on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.
• 5.
  CognitiveBias Affinity Bias -The tendency to like people who are similar to us or remind us of someone we like The Halo Effect- This is the tendency to quickly like (or dislike) everything about a person Egocentric bias - The tendency to consider one’s own characteristics more heavily Blindspot Bias - This is when you fail to see the impact of your own personal biases on your judgement Overvaluing Passion - There is a tendency in interviews to favor the charming AND 10s of others
• 6.
  CognitiveBias ERIK ERIK’S TEAM Affinity Bias- The tendency to like people who are similar to us or remind us of someone we like The Halo Effect- This is the tendency to quickly like (or dislike) everything about a person Egocentric bias - The tendency to consider one’s own characteristics more heavily Blindspot Bias - This is when you fail to see the impact of your own personal biases on your judgement Overvaluing Passion - There is a tendency in interviews to favor the charming AND 10s of others
• 7.
  CognitiveBias whenhiring –whatto do? Standardize the interview process Give a work sample test Perform blind CV Reviews Involve a diverse set of people in the process Perform Personality tests
• 8.
  ERIK’S NEW TEAM
• 9.
  And now theyfight Diversity is generally associated with: • less effective group functioning • higher turnover • dissatisfaction
• 10.
  And now theyfight “Increased diversity typically has negative effects on the ability of the group to meet its members’ needs and to function effectively over time. … The challenge is to develop ways to accommodate these tendencies so that their negative effects are attenuated and the positive benefits of diversity can be realized.” Williams and O’Reilly (1998) Diversity is generally associated with: • less effective group functioning • higher turnover • dissatisfaction
• 11.
  Conflictresolution The natural tendencyis to: • Adjudicate • Decide who is right • Score points
• 12.
  Conflictresolution The natural tendencyis to: • Adjudicate • Decide who is right • Score points Only thing that matters is trust. Your job as team leader is to build trust between all involved With trust also automatically comes: autonomy and collaboration
• 13.
  “Culture is thetacit social order of an organization: It shapes attitudes and behaviors in wide-ranging and durable ways. Cultural norms define what is encouraged, discouraged, accepted, or rejected within a group. When properly aligned with personal values, drives, and needs, culture can unleash tremendous amounts of energy toward a shared purpose and foster an organization’s capacity to thrive.” The Leader’s Guide to Corporate Culture, Boris Groysberg et al., HBR Corporate culture:A tool for collaboration
• 14.
  Culture is: A setof reasonable rules and believes that ideally allow the employees to thrive A limiting factor that allows different believes to coexist while partially limiting their freedom Culture is to Diversity what Law is to Individual freedoms Laws protect our individual freedoms, yet they also curtails them Diversity ends where oranizationalculture begins
• 15.
  If it isabout trust – start with1-1 Trust is inherently built between two people In order for the team to function you need the members to collaborate You need to foster 1-1 relationships
• 16.
  If it isabout trust – start with1-1 Trust is inherently built between two people In order for the team to function you need the members to collaborate You need to foster 1-1 relationships Incidentally this also limits the size of effective teams
• 17.
  Build trust:Waste time… Usesales technique: make sure you know what is important for them and ask about it pay full attention listen
• 18.
  … thenbuild processesand foster autonomy Use sales technique: make sure you know what is important for them and ask about it pay full attention listen Then introduce rigid processes: standups, agile/scrum, retrospectives… processes are built to be fair-effective, to depersonalize combined with trust they allow for teams to function autonomously
• 19.
  … thenbuild processesand foster autonomy Use sales technique: make sure you know what is important for them and ask about it pay full attention listen Then introduce rigid processes: standups, agile/scrum, retrospectives… processes are built to be fair-effective, to depersonalize combined with trust they allow for teams to function autonomously Similarlyfirstunderpromise and overdeliver then set stretch the team and set ambitious goals
• 20.
  And whenyou finallysucceed…