As our field grows, technology advances and users develop new expectations for the products they use, we are challenged to build teams that produce best-in-class products and services. When you look at what it takes to build successful, high-performing teams, you see that our opportunity for success doesn’t solely lie in the skills we hire for. We set a foundation for successful outcomes by building a foundation for our teams to do their best work and be their best selves. Of course, this sounds idealistic and is often easier said than done. The organizations and clients we work for/with vary culturally from project to project, sometimes varying within different lines of business in a company. The environment in which we work can, and will, impact the output of our teams. In this talk, Aaron will share thoughts, tools, and techniques (gathered from personal success and failures) for building teams that perform at a high level without high anxiety. THIS TALK WILL PROVIDE YOU WITH PRACTICAL WAYS TO: - Create a foundation for your teams to do their best work - Build strong partnerships with cross-functional teams - Increase team communication and collaboration - Create a shared vision that supports team member autonomy in decision-making and execution - Deal with conflict within teams and with partners (navigating workplace politics)

1. Groundwork
@aaroni
Design Director, Capital One
Building foundations for high performing teams
Photo by Ricardo Gomez Angel on Unsplash

2. Technology is advancing at pace that is hard to keep up with,
and as a result, users are getting more advanced, developing
higher expectations for the products they use.
@aaroni
#dpm2018 #groundwork
Photo by Rikki Chan on Unsplash

3. “For all the dollars spent by American companies on R&D,
there often remains a persistent and troubling gap between
the inherent value of the technology they develop and their
ability to put it to work effectively.”
- Dorothy Leonard & BartonWilliam A. Kraus
@aaroni
#dpm2018 #groundwork
https://hbr.org/1985/11/implementing-new-technology

4. While the use of leading technologies and tech stacks paired with talented teams is definitely
a step in the right direction, it is not enough for us to rest our laurels on. Everyone is doing it.
@aaroni
#dpm2018 #groundwork

5. While the use of leading technologies and tech stacks paired with talented teams is definitely
a step in the right direction, it is not enough for us to rest our laurels on. Everyone is doing it.
We need a new differentiator, something not dependent on ever
evolving tech, or landing rock star talent in a saturated market.
@aaroni
#dpm2018 #groundwork

6. Foundations built on creating a culture that enables teams to do their best work
aren’t as affected by a shift in technology, or staffing logistics.
@aaroni
#dpm2018 #groundwork

7. Foundations built on creating a culture that enables teams to do their best work
aren’t as affected by a shift in technology, or staffing logistics.
In fact, tech becomes irrelevant, and retention rates are higher, when the right
culture is fostered, allowing teams/orgs to focus on the task at hand.
@aaroni
#dpm2018 #groundwork

8. How can we go about creating a foundation
for our teams to do their best work?
@aaroni
#dpm2018 #groundwork
Photo by Fleur Treurniet on Unsplash

9. Successful leaders allow their teams to take informed
risks, make honest mistakes and learn from them,
thus encouraging creativity and innovation.
@aaroni
#dpm2018 #groundwork

10. Data indicates that psychological safety, more than anything else,
is critical to making a team work.
@aaroni
#dpm2018 #groundwork
https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html

11. Those who are poorly led, micromanaged, not challenged,
or held to low standards, will underperform.
@aaroni
#dpm2018 #groundwork

12. Group emotional intelligence**
@aaroni
#dpm2018 #groundwork

13. Group emotional intelligence**
Trust, identity, efficacy
@aaroni
#dpm2018 #groundwork

14. Group emotional intelligence**
Trust, identity, efficacy
Participation, cooperation, collaboration
@aaroni
#dpm2018 #groundwork

15. Group emotional intelligence**
Trust, identity, efficacy
Participation, cooperation, collaboration
Better decisions, more creative solutions, higher productivity
@aaroni
#dpm2018 #groundwork

16. Create a shared vision that supports team member
autonomy in decision-making and execution.
@aaroni
#dpm2018 #groundwork
Photo by sergio souza on Unsplash

17. Your team needs to understand your expectations, the
importance of those expectations, and the fact that you
welcome mistakes in pursuit of meeting them.
@aaroni
#dpm2018 #groundwork

18. By providing clear objectives for your team, and setting guardrails for how
they get there, you will set them on the path to successful outcomes.
@aaroni
#dpm2018 #groundwork

19. Position leads and teams to be connected to a singular, guiding,
purpose, that allows them to make decisions on their own.
@aaroni
#dpm2018 #groundwork

20. Teach your team how to think, instead
of telling them what to do, empower
them to do their best work.
@aaroni
#dpm2018 #groundwork

21. With a shared vision it becomes much easier to Increase team
communication and collaboration.
@aaroni
#dpm2018 #groundwork
Photo by Benjamin Schneider on Unsplash

22. We want work from a position of trust, and seek to build trust
within our team.
@aaroni
#dpm2018 #groundwork

23. We want work from a position of trust, and seek to build trust
within our team.
We do this by assuming positive intent, and engaging others
in a way that makes it easy for them to do the same.
@aaroni
#dpm2018 #groundwork

24. When we have established strong internal relationships, it then becomes
easier to build strong partnerships with cross-functional teams.
@aaroni
#dpm2018 #groundwork

25. We want work from a position of trust, and seek to build trust
with our partners.
@aaroni
#dpm2018 #groundwork

26. We want work from a position of trust, and seek to build trust
with our partners.
We do this by assuming positive intent, and engaging others
in a way that makes it easy for them to do the same.
@aaroni
#dpm2018 #groundwork

27. Level the playing field.
@aaroni
#dpm2018 #groundwork

28. Find a common purpose.
Level the playing field.
@aaroni
#dpm2018 #groundwork

29. Unite under one mission/vision.
Find a common purpose.
Level the playing field.
@aaroni
#dpm2018 #groundwork

30. Be willing to step outside the norm to support success.
Unite under one mission/vision.
Find a common purpose.
Level the playing field.
@aaroni
#dpm2018 #groundwork

31. “If you want maximal productivity, and if you want work that gets the
best results, you want the people doing that work to be in the optimal
brain state for the work.
You are a person who can evict them from the zone of optimal
performance by slothfully handling your own interactions with them.
So it's up to you to take responsibility for your impact on their ability
to work at their best.” ~ Daniel Goleman
@aaroni
#dpm2018 #groundwork

32. Dealing with conflict within our teams and with our
partners, aka… navigating workplace politics.
Photo by Maarten van den Heuvel on Unsplash
@aaroni
#dpm2018 #groundwork

33. “Inspire each other to achieve our
dreams and do the best work of
our lives in a fearless, candid, and
supportive environment.”
@aaroni
#dpm2018 #groundwork

34. • Create a psychologically safe environment where
radical candor, differing points of view, and
openness / vulnerability are the norm.
• Value diversity of opinion and experience.
• Encourage and reward thoughtful risk-taking.
• Celebrate wins and failures.
• Establish team > me mindset.
Leaders will… Team members can…
• Be open and vulnerable
• Provide meaningful, timely, caring feedback
• Share candidly, challenge directly
• Care deeply about one another’s success,
elevate each other.
• Take risks to help advance their team’s goals
So that…
Here’s what we expect everyone at every level
to be able to do, to enable the mission
@aaroni
#dpm2018 #groundwork

35. Easier said than done.
@aaroni
#dpm2018 #groundwork

36. Easier said than done.
Be ready to be tired, but not ready to give up.
So many times when we feel like hope is lost,
there is a breakthrough.
@aaroni
#dpm2018 #groundwork

37. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
@aaroni
#dpm2018 #groundwork

38. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
Making resources easily available:
Heavily encourage engaging in training materials.
(see resources slide)
@aaroni
#dpm2018 #groundwork

39. Right… But how?Performance Management:
Explicitly start to use mission in discussion and ratings.
(safe environment, etc)
Making resources easily available:
Heavily encourage engaging in training materials.
(see resources slide)
Team Member Development Plans:
Explicitly start to use mission as line item in dev plans.
(ie. What is every individual’s plan for living and being part of the mission?)
@aaroni
#dpm2018 #groundwork

40. “Leaders must change their role from that of an arbiter and
a decision-maker to that of a gardener, setting the
conditions for your team to grow and be successful and
nurturing them on their journey.” ~ Chris Fussell
Photo by Jakub Kriz on Unsplash
@aaroni
#dpm2018 #groundwork

41. Thank you.
@aaroni
Design Director, Capital One

42. We are hiring!
Director Product Mgmt - CML Bank
Product Manager - CML Bank
Design - NY
DPM’s
Photo by Christopher Burns on Unsplash
@aaroni
#dpm2018 #groundwork

43. Resources
McChrystal Group
Five Dysfunctions of a Team
Managing Humans
Ego Free Leadership
Leaders Eat Last
The 5 Marks of Effective Leadership
Photo by Susan Yin on Unsplash
@aaroni
#dpm2018 #groundwork

44. Resources (cont) - Character Traits of Emotionally Intelligent Leaders
On Emotrional Intelligence
Emotional Awareness Component Definition Hallmarks
Self-Awareness The ability to recognize and understand your moods, emotions,
and drives, as well as their effect on others.
• Self-confidence.
• Realistic self-assessment.
• Self deprecating sense of humor/not taking one’s self
to seriously.
Self-Regulation The ability to control or re-direct disruptive impulses and
moods.
The propensity to suspend judgement - to think before acting.
• Trustworthiness and integrity.
• Comfort with ambiguity.
• Openness to change.
Motivation A passion to work for reasons that go beyond money or status.
A propensity to pursue goals with energy and persistence.
• Strong drive to achieve.
• Optimism in the face of failure.
• Organizational commitment.
Empathy The ability to understand the emotional makeup of other
people.
Skill in treating people according to their emotional reactions.
• Expertise in building and retaining talent.
• Cross-cultural sensitivity.
• Service to team, business partners, and customers.
Social Skills Proficiency in managing relationships and building networks.
An ability to find common ground.
• Effectiveness in leading change.
• Persuasiveness.
• Expertise in building and leading teams.