Slide deck from SIM MN Master Series session on April 4, 2017. Topic: Building the IT Team. The session included an overview of modern leadership models, team-building, hiring and workplace culture. Suggested further reading is included on one of the final slides in the deck.

1. SIM Master Series – April 2017
Building the IT Team
1
A Leadership Perspective from Douglas Hegley
Chief Digital Officer
@dhegley

2. Staff Culture &
Engagement
Maybe if we
ignore it, it will
just go away
Um ....
Douglas Hegley, Chief Digital Officer, Minneapolis Institute of Art @dhegley http://www.slideshare.net/dhegley
Image Source: https://i2.wp.com/davidgodot.com/wp-content/uploads/2012/12/elephant.jpg?resize=636%2C310

3. 3

4. Harold Edgerton, .30 Bullet Piercing an Apple, 1964, Minneapolis Institute of Art, 96.149.32.7
Slides available at:
http://www.slideshare.net/dhegley

5. Perspective on: Leadership
Leadership with a Capital L
artsmia.org

6. artsmia.org
“One does not ‘manage’ people. The task
is to lead people. And the goal is to make
productive the specific strengths and
knowledge of every individual.”
- Peter Drucker
Image source: http://54ventures.com/demo-images/fuse-slide-4-11-1800x800.jpg

7. 7
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

8. 8
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

9. 9
Adapted from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

10. Case Study:
The Media and Technology Team at Mia
artsmia.org

11. 11

12. 12
IT
?

13. 13

14. 14
Image Source: http://thepaleodiet.co.za/wp-content/uploads/2016/04/5YrsLaterLogo3.gif
½

15. 15

16. 16
IT

17. Evaluating the Team:
Who do I have now?
Who do I need to bring in?
artsmia.org

18. 18

19. 19
Example:
Information Systems 2011

20. 20Adapted from “Great Teams Are About Personalities, Not Just Skills”, by Dave Winsborough and Tomas Chamorro-Premuzic,
Harvard Business Review, January 25, 2017. https://hbr.org/2017/01/great-teams-are-about-personalities-not-just-skills
Example:
Hypothetical, different model

21. Hiring:
Why does it matter?
artsmia.org

22. Talent Strategy
Source: http://www.slideshare.net/reed2001/culture-1798664/20-Great_Workplace_isStunning_ColleaguesGreat_workplace

23. The single most important
thing that great leaders do for
their organizations is hiring.
- Attributed to Eric Schmidt of
Google, and also uttered by great
leaders everywhere
Image Source: http://i.huffpost.com/gen/1599567/images/o-SCHMIDT-facebook.jpg

24. … how do you hire someone? In principle,
it’s simple. You’re looking for people who are
1. Smart
2. Get things done
That’s it. That’s all you’re looking for.
Memorize it.
1. Joel Spolsky
Image Source: http://www.businesszone.co.uk/sites/default/files/styles/banner/public/joel_headshot_0.jpg?itok=EBbMJgRv

25. Image Source: https://goinswriter.com/wp-content/uploads/miyagi.jpg
Hire character.
Train skill.

26. Team-Building
artsmia.org

27. 27

28. Successful Teams Share 5 Defining Characteristics
28
Image Source: https://www.eaglesflight.com/hubfs/Blogs/Teamwork_in_the_Workplace-_Enthusiastic_Consistent_and_United_Effort.jpg

29. Successful Teams Share 5 Defining Characteristics
29
1. Everyone talks & listens in roughly equal measure
2. Face one another, conversations and gestures are energetic
3. Members connect directly with one another, not just with the team leader
4. Members carry on back-channel or side conversations
5. Periodically break, go explore outside the team, and bring information back
Source: The New Science of Building Great Teams, by Alex "Sandy" Pentland, Harvard Business Review, April 2012.

30. Engagement and Retention
artsmia.org

31. 31

32. Workplace culture, applied
Collaborative work environment
Self-organized teams
Together, toward common goals
Alignment with strategic plan
Empowerment
@dhegley

33. 33
Cool Blue
Do a select few
Seek funding & partners
(We wish we could do them all)
Risk: Too many at once
(saying yes to everything)
Red Flag
Do only if necessary
Stop! (or proceed with extreme caution)
(We wish we could have none)
Risk: Bogs down & exhausts resources
Green Light
Do these fast
Make a prioritized list, get moving
(We wish there were fewer)
Risk: Resources pulled away from Cool Blue
Gray Fog
Do only if there are resources
“Busy work” or dreamy distractions
(We wish we had more time)
Risk: People fall into it , esp. in times of stress
High
High
(Hard)
Low
Low
(Easy)
Importance,
Via STRATEGY
Difficulty,
via practical
REALITY
Go Ahead, Make the Decision
© Douglas Hegley 2014

34. Diversity, Inclusion, Equity, Accessibility
artsmia.org

35. Gender
Culture
Race
Ethnicity
Generational / Age
Cognitive style
Background
And more …
No two people are exactly the same …

36. 36
A diverse & inclusive workplace is more-effective
• Better financial outcomes
• Better problem-solving
• Easier access to wider array of resources
• Better aligned with increasingly diverse customer base
• But: hiring just to fill quotas doesn’t work
Source: http://www.gallup.com/businessjournal/166220/business-benefits-gender-diversity.aspx

37. When It’s Just Not Working
- Poor performance
- Hard choices
- Morale
artsmia.org

38. Does one bad apple spoil the whole bunch?
“The culture of any organization is shaped by the
worst behavior the leader is willing to tolerate.”
Steve Gruenert & Todd Whitaker (2015) School Culture Rewired: How to Define, Assess, and Transform It
Image source: https://pickfreshfood.files.wordpress.com/2015/01/miller-john-one-rotten-apple-amongst-other-green-apples-e1422640780350.jpg

39. Poor performers are not happy, ever
Image Source: http://www.incimages.com/uploaded_files/image/1940x900/vintage-boss-1940x900_34819.jpg

40. Poor performers aren't happy, ever, no matter what they may say
Do this:
● Know the workplace culture.
● Know the employee.
● Understand the gap between the two.

41. Poor performers aren't happy, ever, no matter what they may say
Do this:
● Know the workplace culture.
● Know the employee.
● Understand the gap between the two.
● Talk honestly and openly about the gap. This is not a confrontation.
● Explore solutions, together.
○ The basic choice: make it better here, or find it better elsewhere.
● Make decisions together on how to move forward.
It's possible to achieve a positive outcome for both sides
It takes practice to do this effectively, lots of practice.
For a deeper dive on this topic, see Poor Employee Performance: What Exactly is Broken?
and 8 Tips for Having Difficult Conversations with Employees

42. Read!

44. Thank you
@dhegley
http://www.slideshare.net/dhegley/presentations
artsmia.org