Igniters Meetup. Team Hacking: Psychology of Startup Teams. Speaker: Lindred Greer Join us h0p://meetup.

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1 h0p://meetup.com/igniter Igniters Meetup Team Hacking: Psychology of Startup Teams Speaker: Lindred Greer Join us Hosted by: h0p:// - Remote Team Made Easy Sponsored by:

2 The Psychology of startup teams Professor Lindred Greer March 17, 2016

3 AGENDA FOR TODAY INTRO Interactive Exercise Debrief and the Science of Start-up Team Psychology Discussion Break-outs & Session Take- Aways

4 THE EXERCISE:

5 INSTRUCTIONS: Build the Tallest Freestanding Structure: The winning team is the one that has the tallest structure measured from the table top surface to the top of the marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or chandelier. The Entire Marshmallow Must be on Top: The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow disqualifies the team. Use as Much or as Little of the Kit: The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape. The team cannot use the paper bag as part of their structure. Break up the Spaghetti, String or Tape: Teams are free to break the spaghetti, cut up the tape and string to create new structures. The Challenge Lasts 15 minutes: Teams cannot hold on to the structure when the time runs out. Those touching or supporting the structure at the end of the exercise will be disqualified.

6 SCORES Team Height Time

7 The 3 Most Important Problems in Start-up Teams (and how to overcome them!)

8 THE 3 KEY CHALLENGES FOR START-UP TEAM EFFECTIVENESS The Composition Problem + Is the right expertise available in the startup team? The Participation Problem + Is the expertise being shared within the start-up team? The Influence Problem + Are individuals with expertise having as much impact as those with less expertise? High performance group

9 The Composition Problem From Evolution

10 DOES THE START-UP TEAM HAVE Similar views? Disengagement? A lack of disagreement? Images owned/created by Stanford Graduate School of Business, Barbara McCarthy

11 The Composition Problem Members Perceived Group Effectiveness Actual Group Task Performance - % Groups Accurate Socially similar Socially dissimilar Socially similar Socially dissimilar Phillips, K. W., Liljenquist, K.A., and Neale, M. A. (2009). Is the pain worth the gain? The advantages and liabilities of agreeing with socially distinct newcomers. Personality and Social Psychology Bulletin, 35,

12 Solving the Composition Problem + Hire for task-relevant diversity + But ensure shared passion + Create artificial diversity embrace constructive controversy, devil s advocacy, challenging assumptions, etc Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

13 The Participation Problem 80/20 rule Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

14 % Speaking Time in Meetings EVERYONE ELSE THE TEAM LEADER Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

15 Hierarchy From Evolution

16 Why It s a Problem We lose out on the unique value each person SHOULD bring to the team Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

17 Equalizing Participation + Smaller size groups +Solicit data in advance of meetings + Build trust and psychological safety + Proximity and body language matter Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

18 The Influence Problem We ascribe people influence for qualities other than task competence

19 Influence From Evolution

20 Bases for Influence Height Dominance Speaking Time Facial features Familiarity Attractiveness Expertise

21 Why It s a Problem Team Performance Leader Selected on Other Traits Leader Selected on Task Knowledge Taracki, M., Greer, L.L., and Groenen, P. (2016). When does power disparity help or hurt group performance? Journal of Applied Psychology, in press.

22 Align Expertise & Influence + Know who knows what + Ensure formal leaders are team players + Rotate meeting control Expertise Influence Image owned/created by Stanford Graduate School of Business, Barbara McCarthy

23 SUMMARY What is most natural for the team is not necessarily what is best for the team when it comes to start-up performance + People often choose founders and early hires for reasons other than relevant skillsets + Team participation within the start-up is often dominated by a small minority of members + The people who often emerge as leaders are not necessarily the most qualified

24 GENERAL BEST PRACTICES FOR MANAGING START-UP TEAMS Please take the next 10 minutes to discuss in groups of 3 changes you can immediately make in the way you run your start-up

25 Key Take-away Tips Expertise Influence Manage composition + Hire for task-relevant diversity + But ensure shared passion + Create artificial diversity embrace constructive controversy, devil s advocacy, challenging assumptions, etc Manage participation + Use virtual chatrooms + Solicit opinions in advance of meetings + Build trust and safety + Use smaller groups + Rely on evidence-based debate + Ensure member visibility Manage influence + Improve knowledge of members competences + Ensure leaders are team players + Rotate meeting control based on topic expertise

26 QUESTIONS??

27 THANK YOU! PLEASE FEEL FREE TO REACH OUT WITH ANY QUESTIONS

28 h0p://meetup.com/igniter Igniters Meetup Team Hacking: Psychology of Startup Teams Speaker: Lindred Greer Join us Hosted by: h0p:// - Remote Team Made Easy Sponsored by: