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

2. 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

3. 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

4. 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

5. 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

6. 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.

7. 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).

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

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

10. 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

11. 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?

12. 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?