Building Winning Founding Teams
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In this workshop, we will start with a discussion on the importance of diversity in a well balanced founding team. We will then explore how to work effectively in a team setting. We will cover how to define clear roles and responsibilities for each team member, coming up with effective decision making processes, dealing with task and interpersonal conflict and more. We will explore ways for extraverted and introverted team members to have equal contribution so everyone’s voice can be heard.
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Building Winning Founding Teams
- 1. MIT Entrepreneurship and Maker Skills Integrator Leadership and team January 8, 2017
- 2. What we will cover in this session • How to build a winning founding team that works well together (Elaine) • ”Yes, and…” improv workshop (Marina) • Stories from the field (Brian) 2
- 3. Why do startups fail? 3
- 5. 5
- 7. Takeaway #1: Don’t go it alone 7 Source: Chan Chaiyochlarb, https://blogs.msdn.microsoft.com HT @dharmesh
- 8. Take away #2: Solve for diversity 8 Hustler Hacker Hipster
- 9. Takeaway #3: Figure out how to work together! 9
- 10. “A group of people working together does not automatically equal a team.” – Linda Hill, Harvard Business School 10
- 11. 6 Ingredients that makes an effective team 1. Clear roles and responsibilities 2. Clear working approach 3. Effective decision making process 4. Equitable participation from all members 5. Managing influence 6. Working through conflict 11
- 12. The RACI model (a.k.a. what does everyone do?) • R: Responsible • A: Accountable (i.e. the project lead) • C: Consulted • I: Informed 12 1. Clear roles and responsibilities
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- 14. There can be only one CEO. • Decide how you will pick the CEO. • Volunteer based? Elected? • Idea premium? Experience premium? • Other? • Consciously define roles / responsibilities • Write down and share your “job specs” • Revisit periodically & adjust as needed 14
- 15. 2. Clear working approach 15 Things to decide up front: • Logistics • Project plan • Division of labor • Project management
- 16. 3. Effective decision making process 16 • Is this a solo or group decision? • If the latter: Who will facilitate the discussion? • Points to ponder: • Dictatorial approach versus groupthink • Knee jerk decision making versus analysis paralysis • The need for speed – and agreeing to disagree Learn to agree to disagree
- 17. 4. Equitable participation 17 • Who participates a lot? Why? To what effect? • Who doesn’t participate? Why not? To what effect? • Did anyone suddenly withdraw from participation? Why? • How do you treat the silent people? • Are the interactions excluding people?
- 18. Sidebar: Making meetings suck less • Make clear why you are meeting • Make clear what kind of meeting it is • State goals/success metrics at the beginning • Run the meeting and keep time • Summarize takeaways/actions at the end 18
- 19. 5. Managing Influence 19 Questions to pose • Who has influence? Why? • Who is ignored? Why? • Is the influence shifting? Why? • Is there a division within the team? Why? • Who interrupts whom and is this tolerated? Why? • How does your team treat minority views?
- 20. 6. Working through conflict 20 Working through task conflict is good! • People who agree all the time are probably stuck in groupthink • OR they may be cowed into becoming yes-people • OR they may be just lazy Unhandled interpersonal conflict is bad! • Why is it unhandled? Are you being lazy? Are you hiding? • Are you being passive aggressive? • Are you being outright aggressive? None of these states are conducive to success
- 21. Some ideas to help manage conflict • Define the rules of engagement. What behaviors are OK and what’s not OK? • Agree to disagree – then move on • Have a mechanism to discuss issues privately • Ground discussions on data, not opinions • Consider multiple alternatives • Be fair – empower members to contribute equally 21
- 22. If things get funky, who will fix it? • We are here to help – come see us any time privately or in a group if you need to talk through things. • BUT: Ultimately it is the responsibility of each and every one of you to speak up (nicely!) when there is an issue, and help the team work towards a solution. 22
- 23. Resources • Note on team process by Linda Hill and Maria Farkas - Harvard Business Review https://hbr.org/product/note-on-team- process/402032-PDF-ENG • Effective Meetings: A Checklist for Success https://hbr.org/product/effective-meeting-a-checklist-for- success/C0103A-PDF-ENG
- 24. Questions? 24