The document discusses high-performing teams and how to build leadership quotient. It provides an agenda for a meeting that will cover topics like ideal team size, diversity versus good chemistry, the importance of pairs, how brain structure relates to teams, managing change and maneuverability, and team lifecycles. The document advocates that team design must work with brain structures and provide the support needed for teams to reach their full potential. It also notes that teams must be capable of surviving significant changes in today's economy and that humans adapt more slowly than technology.

1. raise your leader quotient
LeaderLounge™
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3. #LeaderLounge

4. Agenda
Overview
Team Genius
Overview & Discussion
Q & A
Networking
LEER
LUNG #LeaderLounge

7. > Leadership Quotient

8. When a leader gets better,
ALL of Vancouver benefits.

9. Leaders are Readers

12. Leaders are Learners

14. Who’s read it?

15. • Publisher of Forbes magazine
• Featured column, Innovation
Rules, covering business and
leadership issues
• Accomplished entrepreneur as
well as a journalist and speaker
• Author of Life 2.0 and The Soft
Edge: Where Great Companies
Find Lasting Success.
Rich Karlgaard

16. • Veteran newspaper reporter
and columnist, magazine
editor, and entrepreneur
• Author /Coauthor of nearly
twenty award-winning books
• The Intel Trinity, was named
the Best Book of 2014 by
800CEOread.com.
Michael S. Malone

17. Heidi Worthington
SVP & CMO at Pacific
Blue Cross

18. Melissa Orozco
Founder + Creative Director
Yulu Public Relations

19. The 90 second
overview:

21. No one is managed out
of a crisis.

23. Team design no longer
has to be a “black art”.

24. The new science of high
performing teams.

25. Why good chemistry
often makes for the
least effective teams.

26. Why cognitive diversity
yields the highest
performance gains.

27. Why groups of 7 (+ 2)
and 150 are magic sizes
for a team.

28. Why pairs are so
important.

29. The life cycle of a
team.

30. Discussion Topics
1. Ideal Team Size
2. ‘Diversity’ vs. ‘Good Chemistry’
3. The importance of “Pairs”
4. Brain Structure and teams
5. Change & Maneouverabiliy
6. Team Life Cycle Turn over vs. Tenure

31. Team
Size

32. The size and
composition of your
teams matter greatly
when setting strategic
goals.

33. Talk amongst yourselves...
Describe the best team you ever worked within (or led).
How many people served on that team?
What ingredients combined to make it a great team?
What did you accomplish?

34. Talk amongst yourselves...
Describe the worst team you ever worked within (or led).

36. Dunbar’s 150

37. 15 ± 3 Teams

38. Dunbar’s 150

39. “The figure of 150 seems to represent the maximum number of individuals
with whom we can have a genuinely social relationship, the kind of
relationship that goes with knowing who they are and how you relate to each
other.”

40. Dunbar’s 150

41. Impossible Connectivity
2 members =
1 connection
3 members =
3 connections
4 members =
6 connections
6 members =
15
connections
16 members
= 120
connections
32 members
= 496
connections

42. “Big teams usually wind up
just wasting everybody’s
time. That’s why having a
huge senior leadership
team—say, one that includes
all the CEO’s direct reports—
may be worse than having no
team at all.”
~ J. Richard Hackman
Harvard Psychologist

43. Problems with Increasing Team Size
Can impair
performance
Networking
Problem
Integration
Costs
Free riding
Relational
losses

44. Scaling up without
blowing UP!

45. Diversity vs.
Good Chemistry

46. The Power of Difference
Context-dependent Context-independent

48. Creative Abrasion

49. Heidi Worthington
SVP & CMO at Pacific
Blue Cross

50. “Great leaders create
team genius by bringing
together, and holding
together, the most diverse
and heterogeneous
teams.”

51. More so than the
obvious:
Thinking Style +
Personality Type
Diversity

52. Driver of diversity ~
thinking style:
• Training
• Experience
• Genes
Thinking

53. Team =
Insurance
Industry

54. Team =

55. Team Composition
Creative
30%
Conformist
20%Detail
10%
Other
40%
Creative Conformist Detail Other

57. Diverse Teams Drive Results

58. What you can do?
 Know your own preferences, weaknesses, strengths, and understand how they effect
your team’s performance
 Help your team learn, acknowledge and value, their own preferences, and how they
complement the team
 Keep project goals front and center, and schedule time for :
1) divergent thinking (generating multiple options)
2) convergent thinking (focusing on a single option and implementation)

59. What is your best
example of positive
‘cognitive diversity” at
work on a team you
were serving on?

60. Diversity works if …
The team
1. has a compelling direction: the team task is clear, challenging and consequential
2. is bound (it is clear who is and who is not on the team) and stable (membership is not
constantly fluctuating), and its members are interdependent
3. is set up with the right mix of members, who have norms of conduct that guide their
behavior
4. is diverse but not so different that they cannot work with each other
5. have the right set of skills and expertise for the team task
6. has a supportive organizational context that provides team members with access to
resources to help accomplish their task
7. receives coaching from experts, peers and leaders

61. Brain
Structure

62. Your teams must be
designed to work with,
not against, your
member’s brain
structures.

63. Team
Neurodynamics

64. The Chemicals
SELFISH CHEMICALS SELFLESS CHEMICALS

65. The Chemicals
Endorphins – The runner’s
high.
Dopamine – Incentive for
progress.
Serotonin – The Leadership
Chemical.
Oxytocin – Chemical Love.
SELFISH CHEMICALS SELFLESS CHEMICALS

66. Cortisol

69. We’re wired to
cooperate.

70. Your teams must be
given the support they
need to reach their full
potential.

71. Alex Pentland, the director of
MIT’s Human Dynamics
Laboratory, and his team use
sociometers” to generate data
on communication patterns
and productivity of teams in
real organizations.

72. Sociometrics: How Teams Best Communicate
communicate
frequently —
about 12
exchanges per
hour.
talk and listen
in equal
measure
talk informally
(outside formal
meetings)
look for ideas
and information
outside the
group
adjust their
patterns of
communication

73. Pair
POWER

76. 10. Remember the Force

79. 9. Counterweights

80. 8. Yin and Yang

81. 9.1 Inside/Outside

82. Name some #StandApart
pairs you’ve seen in action
in our career?
Have you ever been part of
one?

83. Melissa Orozco
Founder + Creative Director
Yulu Public Relations

84. Making Pairs Work
Identify the
Need
Prepare the
Pair
Determine the
Goal
Establish
Metrics
Manage with
the Right
Intensity
Stay Observant
Create
Opportunities
Keep Records
Manage
Transitions

86. Trios

87. Change &
Maneuverability

88. Change
Kills

89. If you don’t
have the right
teams

90. Technology is no
longer the barrier
to commercial
success—
manoeuvrability is.

91. Your teams must be
capable of surviving
whatever today’s brutal
economy throws in
their path.

92. Humans adapt slower
than our inventions

93. “Here is the uncomfortable truth: Humans run to a much slower
evolutionary clock than our inventions. To use an engineering
term, we are the “gating factor” that keeps a process from
running faster. It is people, not scale or technology, who
determine how well an organization adapts to change.”

94. The exponential forces at work in today’s culture and economy
reward winners quickly and punish losers mercilessly.

99. “And it almost never happens unless a small, cohesive team is found at the
center or top of that organization and is endowed with two other crucial
factors: the power to execute its decisions across the entire organization and
the trust of its players in the periphery around that team.”

105. How maneuverable is
your team?

106. Could your current
team weather a
significant change?

107. Team
Lifecycle

108. How long can a team
work together and still
be ‘high performing’ ?

109. The Birth & Life Cycle of Teams

110. The Retirement & Death of Teams

111. The Retirement & Death of Teams

112. Post Mortem
UNHEALTHY,
UNSUCCESSFUL TEAMS
UNHEALTHY,
UNSUCCESSFUL TEAMS
UNHEALTHY,
SUCCESSFUL TEAMS
UNHEALTHY,
SUCCESSFUL TEAMS
HEALTHY,
UNSUCCESSFUL TEAMS
HEALTHY,
UNSUCCESSFUL TEAMS
HEALTHY, SUCCESSFUL
TEAMS
HEALTHY, SUCCESSFUL
TEAMS

113. Next Series
Feb 27th 2016
Kevan Gilbert
Facilitate Like A
Boss.

115. Threats to Team
• Turnover
• Framing
• Belief
• Tenure
• Congruence
• Integration
• Moderation
• Dissent
• Creativity
• Divergence
• Experience
• Proximity Threats

116. Tenure

117. Turnover

118. Framing

120. Congruence

121. Dissent

122. Creativity

123. Experience

124. Divergence