EXTRAORDINARY GROUPS: How Ordinary Teams Achieve Amazing Results with Kathleen Ryan 1Bellman/Ryan © 2009

Starting Questions  Why do some groups achieve amazing results while most others do not?  What do extraordinary groups have in common that sorts them from the rest?  How might we create these terrific results more often? 2Bellman/Ryan © 2009

Today  Think about “team” and “group” as interchangeable  Think about yourself as a member of a team or group  Implications for team leads or managers  Basic assumption: any one, in any role can significantly increase the odds that a team can move toward extraordinary Bellman/Ryan © 2009

Groups in Human History  Thousands of years of living in groups Survive together, perish alone Genetically, instinctively informed to group  Today… Groups are the way to get things done Groups are the source of creativity and innovation We experience organizational culture within the context of our functional or cross functional teams 4Bellman/Ryan © 2009

Background Studies  Interviews  Sixty groups of 2-20, incl. virtual teams  Work, volunteer, personal life  Self-identified as “amazing”  Survey development  Three rounds  ~1000 people so far 5Bellman/Ryan © 2009

What’s Your Experience? 1.Think of an amazing group experience you have had. Identify three things that enabled that experience to be so memorable. 2.What feelings/emotions do you associate with that experience?

An Extraordinary Group… Achieves outstanding results while members, individually or collectively experience a profound shift in how they see themselves and/or their world.  Results link to task, cognitive functions  Profound Shift links to meaning, the affective aspect of being human 7Bellman/Ryan © 2009

Tangible Results  200 lives saved through reduction of medical errors  Award winning library built  Breakthrough software developed  Micro-credit extended to 100M of the world’s poorest families  Millions $$$ saved  Market share dominated  Championships won by teams of “not brilliant” players  WMD facilities dismantled and equipment safely moved across continents 8c. 2010, Bellman and Ryan

Intangible Results  Learned about one’s self  Gained or deepened knowledge/skills  Applied to other parts of life  Built new or strengthened relationships  Increased pride of accomplishment  Heightened self confidence  Greater sense of community 9Bellman/Ryan © 2009

Eight Performance Indicators 1.Compelling Purpose 2.Shared Leadership 3.Just-Enough Structure 4.Full Engagement 5.Embracing Difference 6.Significant Learning 7.Strengthened Relationships 8.Great Results 10Bellman/Ryan © 2009

Indicators of Extraordinary Groups IndicatorDefinition Compelling PurposeAn inspiring and shared understanding of why group members come together. Shared LeadershipA designated leader assures that the group is led rather than being the one constant leader; members take mutual accountability for outcomes and the way the group works. Just-Enough StructureMembers develop only the plans, systems, roles, and agreements necessary to help them move forward, but not so much as to be bureaucratic or burdensome. Full EngagementMembers enthusiastically participate in the group’s work. Embracing DifferencesMembers see, value, and use their diversity as a strength. Significant LearningIndividual and collective learning exceeds expectations, reaching beyond the work at hand to members’ careers and lives. Strengthened Relationships Trust, respect, collegiality, and often friendships grow among group members. Great ResultsTangible and intangible outcomes surpass members’ expectations. Bellman/Ryan © 2009

12 Four Feelings at the Heart of an Extraordinary Group Experience Energized ! Connected ! Hopeful ! Positively Changed ! Bellman/Ryan © 2009

One Way to Start c. 2010, Bellman and Ryan Just-Enough Structure Compelling Purpose Shared Leadership Embracing Differences Full Engagement Significant Learning Strengthened Relationships Great Results True Collaboration which leads to discovering or creating something new together…INNOVATION and BREAKTHROUGH

As a Team Member, Dare to Be a Bit More…  Passionate  Willing to listen deeply to others  Open to other points of view  Challenging, probing, pushing to find something new  Willing to play with possibilities  Focused on the work’s impact, tolerant of the mess it takes to achieve it Bellman/Ryan ©

What to Do? Compelling Purpose 1.State your view of your team’s larger purpose…what your task really means. 2.Think about the impact of your group’s work and tell others how that inspires you. 3.Ask about what inspires other team members. Embracing Difference 1.Listen for what people who disagree have in common; point that out. 2.Change your strong opinion because of something someone else has said. 3.Ask: How can we use our different views to push our thinking to something new? Bellman/Ryan ©

How Do You Show Up? 1.How would you describe your ‘best-self’? 2.If you brought your best-self to your team, how would you be different? 3.What kind of risks are you willing to take to support an extraordinary achievement and group experience? Bellman/Ryan ©

Life is too short to spend time in groups that do not fulfill their promise! Bellman/Ryan ©

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