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Teamwork & Culture : Presentation for Live The Dream 2015

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Teamwork & Culture : Presentation for Live The Dream 2015

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Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.

This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.

Chelsea Robinson presents a workshop on Teamwork & Culture at Live The Dream in Wellington in 2015.

This presentation shares tips for organising, culture hacks, and people-centered strategies for building community.

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Teamwork & Culture : Presentation for Live The Dream 2015

  1. 1. Teamwork & Culture Chelsea Robinson Lifehack & Enspiral Presented at Live The Dream - 2015
  2. 2. Stories & Lessons learnt
  3. 3. Just because you have a hammer, doesn’t mean what’s in front of you is a nail. I made some mistakes trying to solve hard group issues like conflicts by using the same social tools as I would in other situations. I learnt that this can be very painful and detrimental to group wellbeing. You need different tools / interventions for different situations.
  4. 4. Sometimes hierarchy is great I’m normally pretty non-hierarchical in my group work and sometimes this is fantastic. Other times this can be the wrong approach. In Lifehack Labs we were a “flat” team and this proved disorientating and disempowering. In high speed, highly logistical environments with many people, sometimes mandated hierarchy is more effective.
  5. 5. Project based hierarchy can be good I feel good teams deeply believe that no one person is more important than anyone else. This doesn’t mean that you don’t need clear responsibility and accountability though. It’s really effective to nominate key people as coordinators for projects and give them the mandate to run with their vision without asking for for others’ permission every step of the way
  6. 6. Find founders with Shackleton's way Put the call out for people who want to: - work on a meaningful problem - Learn a lot - be pushed to the edge of your self & skills - learn to collaborate and love others
  7. 7. Fill your facilitation belt with diverse tools Okay so you can sit in a circle and hear each person speak. But what do you do in half an hour with 200 people? Learn by experimenting and ultimately try to reach a point where given a group, a timeframe and a purpose you can use a combination of pair work, group work, whole group work and motivational speaking to get results
  8. 8. Recognise & respond to the needs of your team mates Money? Time with their babies/family? Quality time with the team to build context? It’s inappropriate to exclude team members’ needs when you’re designing your work flow. I’ve lost so many co- founders due to them needing money and bailing out to support themselves. So what if they don’t reply to a 10 pm email? Check yourself and change your expectations
  9. 9. What do you amplify & constrain? As a leader (we are all leaders) we amplify some behaviours, trends, traits, processes and constrain others. In my work with GenZero I amplified the importance of consensus and consultation because I thought shared understanding was the highest priority, and constrained creativity and autonomy. This lead to a huge lack of creative volunteers. Pay attention to what you constrain.
  10. 10. Identity, Ritual, CULTure Organisations, and communities of interest have some similarities to church communities. To deepen the connection, use tools like singing songs together, building symbols together, retreating together to build culture. Small rituals like the way you open a meeting by hearing how everyone feels today can build strongly committed teams.
  11. 11. Tools wham these in your tool belt
  12. 12. Agile Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. agilemanifesto.org
  13. 13. Checking in and out Kick off any group meeting by asking how people are really. There is deep value in someone showing up and saying they’re having a hard time at home. It puts all their contributions in context. Try leaving a meeting by going around and asking how people felt about that meeting space.
  14. 14. MIT “Need help circle” At the end of a meeting, try going around and each person saying something that they need help with. Don’t move on until someone else in the group says they will help with that.
  15. 15. Holacracy holacracy.org “The system relies on a hierarchy of circles, each run according to detailed democratic procedures. However, higher circles can assign purpose and responsibilities to lower circles – they have the power to change or even abolish lower circles that aren’t performing. Each circle then, however democratic, obeys a vertical hierarchy and looks up to its superior for instructions.”
  16. 16. Great thing to read http://www.makebelieve.me/resources/purpose-driven-campaigning.pdf

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