Courtney Harrison was the guest expert for a discussion on dynamic teaming and leading. She has over 20 years of experience in HR, leadership development, and organizational effectiveness. The document discusses how business boundaries have changed and teams now need to span boundaries to be successful. It provides tools to understand individual and team dynamics, including a neuroscience model, to facilitate boundary-spanning collaboration and innovation. Leaders are encouraged to provide shared goals, transparency, feedback and recognition to optimize boundary-spanning teams.

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

3. 3
Thought Leader Series
4% 12%

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

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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.

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What is
boundary-spanning
leadership?

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

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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

29. 29
Courtney Harrison
cdharrison10@gmail.com
Deidre Paknad
deidre@workboard.com
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