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Dynamic
Teaming
& Leading
The New Normal
with Courtney Harrison
2
Thought Leader Series
Workboard provides apps to help leaders
share short-range goals, align and simplify
execution, and coach people to great results.
Deidre Paknad
Workboard CEO
3
Thought Leader Series
4% 12%
4
Guest Expert
Courtney Harrison
Vice President, Learning
& Organizational Effectiveness
With over 20 years of experience in the field of HR and business strategy, organizational
development, leadership training, talent management, transformational change, innovation
and culture development, Courtney Harrison most recently served asVP of Learning and
Organizational Effectiveness at Juniper Networks. Prior to Juniper Networks, she was a
Senior Faculty Member and Executive Coach for the Center for Creative Leadership
facilitating their flagship Leadership Development Programs as well as designing and
facilitating custom work for C-Suite Teams aimed at developing high growth organizations.
Courtney was also the CHRO for the United States Olympic Committee (USOC) leading
up to the successful run of the US Team in Beijing and was the creator, designer and
facilitator of Olympic University which hosted Fortune 500 Leaders for multi day
Leadership Immersions.

  

Courtney’s work was profiled in Harvard Business Review’s “Bright Shiny Objects and the
Future of HR” earlier this year. Talent Management Magazine’s “Deploying NetworkTalent to
Drive Innovation” covered Courtney’s work on shifting from traditional organizational
charts to a more agile, collaborative, peer based structure built upon network theory.
Agile, High-Velocity Organizations
Win Markets
5
50% of the Fortune 500 in 1999
were gone a decade later
6
Business & Market
Velocity
Have Changed
Old SchoolNow
7
Business & Market
Boundaries	
  
Have Changed
functional —> cross functional
corporation —> aligned entities
team —> teams of teams
hierarchy —> meritocracy
regional —> global
individual contributors —> collective wisdom
manage my silo —> lead across
single channel for customer feedback —> continuous multi-channel feedback
work day—> always connected
8
Restructures and re-orgs just 	
  
move boundaries. 	
  
They don’t remove them.
Your best opportunities and biggest
challenges are boundary-spanning
Your teams and leaders
should be too
10
To team and lead across boundaries, you need to:
Leadership
Tools
Build in the enablers for success …
Individuals
Teams
Understand what drives success for…
Two keys to compatibility:
✓ Similarity of interpersonal needs
✓ Meshing of reciprocal interpersonal needs
Understand more about individuals to predict when
teams will be productive or clash unproductively
Inclusion
Control
Affection or
Openness
INCLUSION [I] The need for Inclusion relates to forming new relations
and associating with others; it determines the extent of contact and
prominence that a person seeks. Descriptors include:
• belonging • recognition • involvement • distinction •participation
CONTROL [C] The need for Control relates to decision making,
influence, and persuasion between people; it determines the extent
of power or dominance that a person seeks. Descriptors include:
• power • responsibility • authority • consistency • influence
AFFECTION [A] The need for Affection relates to emotional ties and
warm connections between people; it determines the extent of
closeness that a person seeks. Descriptors include:
• personal ties/relationships • support • consensus • openness • sensitivity
The 3 Primary Interpersonal Needs
How and why people
work well in teams
bound⋅a⋅ry
1. Something that indicates bounds or limits;
a border or bounding line
bound⋅a⋅ry
2. Also called frontier.
The location of the most advanced or newest activity in an area.
16
What is

boundary-spanning
leadership?
Leader
Direction Alignment
Commitment
Group X GroupY
Shared Goal or Mission
©	
  2010	
  Center	
  for	
  Creative	
  Leadership.	
  All	
  rights	
  reserved.
The 5 boundaries of
LEADERSHIP
V E RT I C A L
across levels
& authority
H O R I Z O N TA L
across functions

& expertise
S TA K E H O L D E R
across external
groups & interests
D E M O G R A P H I C
across diverse
groups & differences
G E O G R A P H I C
across markets

& distance
©	
  2010	
  Center	
  for	
  Creative	
  Leadership.	
  All	
  rights	
  reserved.
People need to first need to differentiate
So they can collaborate
So they can ideate
So why do people behave like this
even when we know it is not
our in our best interest?
Neuroleadership Institute – David Rock, PHD
Naturally wired to default to “foe”
and maximize reward
Our brains are tuned for
safety, security, survival, status quo
Neuroleadership Institute – David Rock, PHD
Our brains always monitor 5 domains of social experience
While difficult for adults, the brain can be
rewired with focus and repetition
The amygdala drives a lot of
our teaming behavior
Neuroscience Model
Status
Certainty
Autonomy
Relatedness
Fairness
24
For dynamic leading and teaming:
Help and objective facilitation if
you don’t have the skill or time
A conscious model because
teaming is not automatic (FIRO)
Facilitate conflict for innovation
breakthroughs, but don't ignore it
Create buffer opportunities so
people focus on value creation
The right tool accelerates trust
and turns disadvantages to advantages
Goal
Sharing
Transparency
& Collaboration
Recognition
& Feedback
Identify your most important boundary-spanning arenas
Provide tools for shared achievement to these teams
Evaluate and optimize team dynamics to accelerate the teams
1
2
3
Succeed with and through your people with these Next Steps:
Q&A?
Leadership Across Differences

Involved over 2800 surveys & nearly 300 interviews with
leaders at all levels
12 countries in 6 world regions
Corporate and nonprofit sectors
Leadership at the Peak

Executives from CCL’s Leadership at the Peak program
32% CEO/President
60% SVP/Director
8% VP/Other
More Insights
Chris Ernst
29
Courtney Harrison
cdharrison10@gmail.com
Deidre Paknad
deidre@workboard.com
Let’s Connect

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Dynamic Teaming and Leading — The New Normal

  • 1. Dynamic Teaming & Leading The New Normal with Courtney Harrison
  • 2. 2 Thought Leader Series Workboard provides apps to help leaders share short-range goals, align and simplify execution, and coach people to great results. Deidre Paknad Workboard CEO
  • 4. 4 Guest Expert Courtney Harrison Vice President, Learning & Organizational Effectiveness With over 20 years of experience in the field of HR and business strategy, organizational development, leadership training, talent management, transformational change, innovation and culture development, Courtney Harrison most recently served asVP of Learning and Organizational Effectiveness at Juniper Networks. Prior to Juniper Networks, she was a Senior Faculty Member and Executive Coach for the Center for Creative Leadership facilitating their flagship Leadership Development Programs as well as designing and facilitating custom work for C-Suite Teams aimed at developing high growth organizations. Courtney was also the CHRO for the United States Olympic Committee (USOC) leading up to the successful run of the US Team in Beijing and was the creator, designer and facilitator of Olympic University which hosted Fortune 500 Leaders for multi day Leadership Immersions.
   
 Courtney’s work was profiled in Harvard Business Review’s “Bright Shiny Objects and the Future of HR” earlier this year. Talent Management Magazine’s “Deploying NetworkTalent to Drive Innovation” covered Courtney’s work on shifting from traditional organizational charts to a more agile, collaborative, peer based structure built upon network theory.
  • 5. Agile, High-Velocity Organizations Win Markets 5 50% of the Fortune 500 in 1999 were gone a decade later
  • 6. 6 Business & Market Velocity Have Changed Old SchoolNow
  • 7. 7 Business & Market Boundaries   Have Changed functional —> cross functional corporation —> aligned entities team —> teams of teams hierarchy —> meritocracy regional —> global individual contributors —> collective wisdom manage my silo —> lead across single channel for customer feedback —> continuous multi-channel feedback work day—> always connected
  • 8. 8 Restructures and re-orgs just   move boundaries.   They don’t remove them.
  • 9. Your best opportunities and biggest challenges are boundary-spanning Your teams and leaders should be too
  • 10. 10 To team and lead across boundaries, you need to: Leadership Tools Build in the enablers for success … Individuals Teams Understand what drives success for…
  • 11. Two keys to compatibility: ✓ Similarity of interpersonal needs ✓ Meshing of reciprocal interpersonal needs Understand more about individuals to predict when teams will be productive or clash unproductively
  • 12. Inclusion Control Affection or Openness INCLUSION [I] The need for Inclusion relates to forming new relations and associating with others; it determines the extent of contact and prominence that a person seeks. Descriptors include: • belonging • recognition • involvement • distinction •participation CONTROL [C] The need for Control relates to decision making, influence, and persuasion between people; it determines the extent of power or dominance that a person seeks. Descriptors include: • power • responsibility • authority • consistency • influence AFFECTION [A] The need for Affection relates to emotional ties and warm connections between people; it determines the extent of closeness that a person seeks. Descriptors include: • personal ties/relationships • support • consensus • openness • sensitivity The 3 Primary Interpersonal Needs
  • 13. How and why people work well in teams
  • 14. bound⋅a⋅ry 1. Something that indicates bounds or limits; a border or bounding line
  • 15. bound⋅a⋅ry 2. Also called frontier. The location of the most advanced or newest activity in an area.
  • 17. Leader Direction Alignment Commitment Group X GroupY Shared Goal or Mission
  • 18. ©  2010  Center  for  Creative  Leadership.  All  rights  reserved. The 5 boundaries of LEADERSHIP V E RT I C A L across levels & authority H O R I Z O N TA L across functions
 & expertise S TA K E H O L D E R across external groups & interests D E M O G R A P H I C across diverse groups & differences G E O G R A P H I C across markets
 & distance
  • 19. ©  2010  Center  for  Creative  Leadership.  All  rights  reserved.
  • 20. People need to first need to differentiate So they can collaborate So they can ideate
  • 21. So why do people behave like this even when we know it is not our in our best interest?
  • 22. Neuroleadership Institute – David Rock, PHD Naturally wired to default to “foe” and maximize reward Our brains are tuned for safety, security, survival, status quo
  • 23. Neuroleadership Institute – David Rock, PHD Our brains always monitor 5 domains of social experience While difficult for adults, the brain can be rewired with focus and repetition The amygdala drives a lot of our teaming behavior Neuroscience Model Status Certainty Autonomy Relatedness Fairness
  • 24. 24 For dynamic leading and teaming: Help and objective facilitation if you don’t have the skill or time A conscious model because teaming is not automatic (FIRO) Facilitate conflict for innovation breakthroughs, but don't ignore it Create buffer opportunities so people focus on value creation
  • 25. The right tool accelerates trust and turns disadvantages to advantages Goal Sharing Transparency & Collaboration Recognition & Feedback
  • 26. Identify your most important boundary-spanning arenas Provide tools for shared achievement to these teams Evaluate and optimize team dynamics to accelerate the teams 1 2 3 Succeed with and through your people with these Next Steps:
  • 27. Q&A?
  • 28. Leadership Across Differences
 Involved over 2800 surveys & nearly 300 interviews with leaders at all levels 12 countries in 6 world regions Corporate and nonprofit sectors Leadership at the Peak
 Executives from CCL’s Leadership at the Peak program 32% CEO/President 60% SVP/Director 8% VP/Other More Insights Chris Ernst