From Erik Peterson to Slade to Orpheus to … Olga La Luz in Chicago Public Schools

Complexities of Management MYTH REALITY Basic Concept Authority Interdependency Key challenges Cope with complexity Cope with complexity AND change Source of power Formal authority “Everything but” Key players Subordinates Includes those outside your formal authority Key competencies Technical Technical, human, conceptual Desired outcomes Control, compliance Commitment Source: Hill, L. Becoming a Manager, HBS Press

In an entrepreneurial setting… These differences between myth and reality are amplified Oftentimes due to: Uncertainty/ambiguity re. future Lack of data/reliable information Urgency Scarcity of resources

Managing Your Team Managing the Team’s Boundaries: Scanning the competitive environment Managing external relationships Team Effectiveness: Team’s output meets the standards of those who have to use it Team experience contributes to the members’ personal well-being and development Team experience enhances the capability of members to work and learn together in the future Managing the Team Itself: Designing the team -Setting the agenda -What type of team is needed? -Team composition and structure Facilitating the team process -Shaping the team’s culture -Coaching the team

Framework for Analyzing Work Groups DESIGN FACTORS TASK DESIGN Activities Scope of Work Interdep. GROUP COMP. Demo-graphics Skills Values CONTEXT Customers/ Market Labor Market Org. History GROUP CULTURE Norms Shared Values Subgroups Rituals/Myths EFFECTIVENESS Performance Member Well-being & Development Shared Capacity to Adapt/Learn FORMAL ORG. Structure Systems Staffing

Four Levels of Team Self-Management Management Responsibility The Authority Matrix: Four Levels of Team Self-Management Setting Overall Direction Designing the Team and its Organizational Context Monitoring and Managing Work and Progress Executing the Team Task Management Responsibility Team Responsibility Manager-led Self-managing Self-designing Self-governing Team Team Team Team Source for references to teams in this presentation: Hackman, J.R. (2002). Leading Teams: Setting the Stage for Great Performances. Cambridge, MA: Harvard Business School Press.

Decision-Making Options Autonomous Delegated Consultation Joint Decision is made by leader alone. Decision, within specified parameters, is made by individual or group. Decision is made by leader after advice from team members(s).(Decision is leader’s first choice.) Decision is made by members and leader together through true consensus. (Decision not made until leader and members can actively support it even if not first choice.) These choices are adapted from V. Vroom and P. Yetton, Leadership and Decision-Making (Pittsburg, PA: University Press, 1973).

Roles of the Team Leader Motivator Consultant Teacher 8 Source: J. Richard Hackman & Ruth Wageman. 2005. “A Theory of Team Coaching,” Academy of Management Review, 30: 269-287.

Constituencies to Manage External constituencies (e.g., “customers”) Team members Self 9 © Joshua Margolis, 2006.

In an entrepreneurial role… Managing the team’s boundaries is especially important Due to: Stakeholder power Ambiguity and change in the system Scarcity of resources

Personal Learning Questions Have I ever taken on an entrepreneurial role in an organization? (intrapreneurial role?) What role did teamwork play in that role? How/did I manage beyond the team’s boundaries? What tripwires did I face and how did/didn’t I overcome these? How did my own behavior impact my ability to lead and to learn?

Personal Learning Questions What does it mean to be a “rebel” in a bureaucratic system? Have you ever been one?? How do you handle the Kovach’s on your team? Are you Kovach? Olga? As managers/leaders of systems in which you want creative “rebels,” what supports can you put in place that help/enable those folks to do their best work? What does courageous leadership mean to you?