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Cl3pϧ:n>[?)>[? Cl3pϧ:npCl7A[?)tpCl7A[? t:ntpCl7A[? tZ~El;Ci[?Z~ô=pGE.qۀt{ȾOKn}^u쇔ۯd<{!4>+^ȾWO7^ym?!w~߶/~߶csw~}nVǶcu=;ձ~l_{}n^[g}>>_< ?gó?g/rrr'(br'(br190`O(  / 0DDTimesNew RomanllxZ-a0 DArialNew RomanllxZ-a0" DWebdings RomanllxZ-a00DWingdings 3manllxZ-a0@DWingdings3manllxZ-a0PDVerdanas3manllxZ-a0"`DArial BlackmanllxZ-a0"pDGaramondckmanllxZ-a0DBook AntiquaanllxZ-a0DBookshelf Symbol 1xZ-a0"DTimes New Roman 1xZ-a0@ .  @n?" dd@  @@`` Hh'4=K).&/0123678:>ABCDEFGHIJKMNOQRSTUVWYZ[o$R$r;n!񒬇$$$R$?+.ǿ;f5ph  0AAPy)f3@8m g4BdBdZ -a0:ppp@ ʚ;O5ʚ;<4dddd8)08r0___PPT10 2___PPT9/ 0?  O  =NC*Building Your Team)Bill Nussey Silverpop CEO January 4, 20078 IntroductiondThe power of a great team Finding, hiring and keeping world class people Keeping your team effective@  The Power of a Great Team$X#Words of Wisdom"Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." --Andrew Carnegie "Talent wins games, but teamwork and intelligence wins championships." --Michael Jordan "Never doubt that a small group of thoughtful, committed people can change the world. Indeed. It is the only thing that ever has." --Margaret Mead "Teamwork is so important that it is virtually impossible for you to reach the heights of your capabilities or make the money that you want without becoming very good at it." --Brian TracyA  Building a World Class Team$O There is something that is much more scarce, something finer far, some-thing rarer than ability. It is the ability to recognize ability. - Elbert Hubbard,0  The success of any business depends on getting and keeping VTP s& CC$<1  VTP = Very Talent People6$62 A Guide to VTP s DFive things you need to know about VTP s What kinds of people can be considered VTP s? Which types of VTP s do you need? The challenges of finding VTP s Using recruiters Assessing the fit of potential VTP s My favorite interview and reference questions How to motivate and retain VTP sv)s&.")s&."t#))2K5 "The DNA of a VTP&  Intelligent In small businesses, most problems are new and benefit from novel solutions The four  E s of GE leadership  Energy, ability to energize others, edge to make tough decisions, and execute. They are connected by P for passion , from the book Jack Self-motivated High levels of energy Can generate great results with minimal direction and push Self-correcting Can address most problems without involving their supervisor Understands that even problems caused by others can be fixed by taking action themselves LR LR  E0Which VTP s Do You Need?Varies with the stage of your company Early stage (less than $2 million in revenue) needs generalists Mid stage (greater than $10 - $15M in revenue or over 75 people) needs specialists Yin and Yang One person can rarely serve all the needs of a business - the best approach I ve seen is a pair of complimentary personalities The big resume paradox Question: which is better, the strong willed, seasoned exec with a mile-long resume or the unproven up and comer who is out to make a name for himself? Answer: I don t know  it depends entirely on how they fit into the team. Do they compliment the existing people? Are their values lined up? Conclusion: don t be intoxicated by a big resume  I ve found that a mixed set of experience levels works best of allt& &  3 >The Challenges of Finding VTP sPVery Talented People are extremely hard to find& They are almost always employed They are already paid well and not easily motivated by more money They want to work for someone smarter than them so they can learn & So much for the old adage of hiring people smarter than you  it s much easier said than done& What can you do to get VTP s interested? It really about your vision for the role, your personal commitment to their success and the promise of something more fun, exciting, growth oriented and wealth building than anything else out thereb1a)1a)  P9Finding VTP sTechniques for finding VTP s Every VTP tends to know a few other VTP s Try hiring a Junior VTP and let her come into her own in your company Show them how they will be more successful at your company than they can be somewhere else (note: successful often means something different to VTP s) Hiring VTP s is not an HR function  involve your senior most people personally Remember, A players hire A players and B players hire C players When all else fails, use recruitersN[@%[@%P& HMy Experience With RecruitersUnderstand the value of recruiters Sourcing  finding candidates Filtering  resume collection and first pass interviews Promoting  pitch your company to candidates Always start by tapping your network Some roles are better sourced through a network than others (e.g., your board isn t likely to know Oracle DBA s but probably does know sales execs) Use functionally specific firms for staff positions For technical, service or finance positions, I try to use firms that specialize in those areas Always use contingent firms here so you can bring in additional help if the first firm is struggling Only use fixed-fee recruiters for exec jobs#%4,#%4,5I7 2If you find a VTP, how do you know they are a fit?MSpend some time together outside the office Dinner, golf, drinks If you really want to understand someone, meet their significant other Look for common values How do they feel about family, past-times, work ethic, competitors, working with customers, and dealing with colleagues Will you enjoy working with them? This is an important and fair question that is often overlooked Interview them, interview them and interview them some more The more diverse the interviewers, the better the perspective Reference checks Floss your teeth, wear sun screen, and always, always do reference checks,\x"@<>J,\x"@<  > JL$My Favorite Questions for CandidatesInterview questions If I call your detractors from your last job, what would they say about you? Why do you want to work for us? Describe the biggest mistake you ve made in your career Where do you see yourself in 10 years? What do you see yourself doing in the first 30 days of your job here? Reference questions Would you work with this person again given the chance? If so, why aren t you working with them now? What kind of working environment allowed this person to do their best work (borrowed from Southwest Airlines)? What situation would you NOT put this person in? (from Amazon)LM  Keeping Your Team Effective$/Keeping a Great Team Great BKeeping a Great Team GreatSlow to hire, quick to fire If you are beginning to worry that someone on your team is not making the cut any longer, you can be sure that the rest of your team figured it out long ago& (hint: you will usually be the last to see it) The founder s dilemma Very often, the people that got the company off the ground become the largest hurtle to future success - there is no more gut wrenching but potentially fatal issue faced by young, growing companies Communicate Be candid  give them the benefit of the doubt until they prove otherwise Tell them what is going on as well as your take on things Have fun Provide opportunities for people to remember that they like and respect each other - get together outside work from time to time   e   SKeeping a Great Team GreatLongevity can breed excellence Good teams get better over time VC s prize teams with prior experience Note that longevity can also breed complacency Manage the results, not the actions Directing actions rather than managing to results is a very common mistake by rookie executives (and by human beings in general) Instill a sense of ownership VTP s operate best when they have a real sense of ownership over the results (and I don t mean stock options) Compensate and recognize people differently Avoid treating everyone the same  great people are motivated by the opportunity to stand out from their peers Review them regularlyv$n,v$n,  WQU   Conclusions $V! 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H d 0޽h ? ̙33___PPT10i.8/0Jf+D=' = @B +i  0  x % (  r  S  -   R  6u 3`  : LB  c $D@LB  c $D 0 LB  c $D P LB  c $D p   <L3  r_ FAbsence of Trust  <  c  FFear of Conflict  <4hS  ILack of Commitment  <c_ QAvoidance of Accountability  <|  NIn- attention to Results  <$ iT CInvulnerability  <d @ t  FArtificial Harmony ! <0    = Ambiguity  " <   A Low Standards # <  BStatus and Ego! % <C"?  7The Five Dysfunctions of a Team By Patrick M. Lencioni  8  .H  0޽h ? ̙33___PPT10i.- &+D=' = @B +  0 4\(  4x 4 c $L-    4 c $L.<$0  H 4 0޽h ? ̙33___PPT10.-+FD'' = @B D' = @BA?%,( < +O%,( < +D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(Ds' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4V%(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4V_%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4_%(+8+0+40 +   0 0|\(  |x | c $ļ-    | c $,.<$0  H | 0޽h ? ̙33___PPT10.-+FDY' = @B D' = @BA?%,( < +O%,( < +D ' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|?%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|?f%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|f%(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|:%(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|:W%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|W%(Ds' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|`%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*|`v%(+8+0+|0 +! 0 vnt(  t t Zgֳgֳ ?` 7#Factors that Drive Job Satisfactionp t Tgֳgֳ ?@p,$ 0 X1 full appreciation for work done 8 2 feeling  in on things 10 3 help on personal problems 9 4 job security 2 5 good wages 1 6 interesting work 5 7 promotion and growth 3 8 management loyalty to workers 6 9 good working conditions 4 10 tactful disciplining 7 &- +h\4  t Z#?f@ HOrganization and Work Environment Motivation Factor Analysis by Manpower2I sf3" 'T t Zl(?S Employee s Managers Viewpoint Viewpoint(D sf3D  t N)? ;Note: #1 is most important on list # 10 is least important 4< : 0H t 0޽h ? fff}'m^f*"___PPT10+D' = @B Di' = @BA?%,( < +O%,( < +D' =%(DH' =%(DD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t'%(D' =-s6Bwipe(left)*<3<*t'DD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t'G%(D' =-s6Bwipe(left)*<3<*t'GDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*tGh%(D' =-s6Bwipe(left)*<3<*tGhDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*th~%(D' =-s6Bwipe(left)*<3<*th~DD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t~%(D' =-s6Bwipe(left)*<3<*t~DD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t%(D' =-s6Bwipe(left)*<3<*tDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t%(D' =-s6Bwipe(left)*<3<*tDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t%(D' =-s6Bwipe(left)*<3<*tDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t%(D' =-s6Bwipe(left)*<3<*tDD' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*t-%(D' =-s6Bwipe(left)*<3<*t-+8+0+t0 + 0 P0(  x  c $(:-   x  c $:.  H  0޽h ? ̙33___PPT10i.8/0Jf+D=' = @B +  0 `P(  r  S jZ-  Z   S PZ. <$0 Z H  0޽h ? ̙33  ___PPT10 ./`WL+D* ' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*V%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*W%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*B%(+8+0+0 +}0 p$(  r  S @:@`  r  S A;  0  H  0޽h ? ̙33___PPT10i.//+D=' = @B + 0 (  X  C L     S GL 0   1. The first dysfunction is an absence of trust among team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust. 2. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead they resort to veiled discussions and guarded comments. 3. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team member rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings. 4. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team. 5. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team. ZH  0޽h ? 3380___PPT10..Ne?0 (.(  (X ( C L    ( S SL 0   0McCance story 160 IPO s How many of them actually went public on the plan that Greylock funded? Answer= zero"_-mfH ( 0޽h ? 3380___PPT10.8/!0 6.PD(  DX D C L   . D S dL 0   VJim Balloun story Nussey at HBS doing cases Wife says Jim Balloun was on the phone Huh? Jim? You re kidding He had called to see how I was doing on my decision process I asked him why he called me  it was just a summer job The best way to get good people is to have your top executives get involved"-,,/H D 0޽h ? 3380___PPT10.9/xJ 0 `HZ(  HX H C L    H S <«L 0   \HI usually advice first time CEO s that their role will be more like a Den Mother than they can possibly imagine  to a person, they ve come back and agreed with me.H H 0޽h ? 3380___PPT10.9/ B0 P((  P^ P S L    P c $VL 0    H P 0޽h ? 3380___PPT10.9/x` 0 Tp(  TX T C L    T S ̇vL 0   rThought on interview depth Two of the firms I respect most, McKinsey and Greylock, both spent almost 20 hours interviewing me. I resented it at the time but I ve come to appreciate the value of the approach Extra note: Use your board Sends a powerful and positive signal to the interviewee But be careful& VC s only understand a single dimension of successful employees n--H T 0޽h ? 3380___PPT10.>/,o0 X(  XX X C L   v X S |vL 0  v mAndrew Ward over at Emory has published a book on the topic of company stage called The Leadership Life CycleH X 0޽h ? 3380___PPT10./p0 jb\(  \X \ C L   vb \ S vL 0  v Failure doesn t always happen because people take their eye off the ball. Sometimes it happens because people insist on sticking with what made them successful in the past (paraphrased from Andrew Ward, author of Leadership Lifecycle, 4/2003) H \ 0޽h ? 3380___PPT10./dJ50  x4(  xd x c $L   v x s *vL .  v  H x 0޽h ? ̙330  @(  ^  S L   v  c $DvL 0  v 0Longevity in teams iXL experience Mckinsey study"-1"H  0޽h ? 3380___PPT10./dJ5#0  (  X  C L   v  S $!vL 0  v I m not going to belabor why teams are important I ll simply share a few quotes that highlight what we all know  there is no more powerful competitive weapon in business than a world class teamH  0޽h ? 3380___PPT10./ l 0 (  X  C L     S L 0    H  0޽h ? 3380___PPT10.29r0OX u]*wc/Pv$ 6570$e<Ñ?@יh 0E' - ! 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The Challenges of Finding VTPsFinding VTPsMy Experience With Recruiters3If you find a VTP, how do you know they are a fit?%My Favorite Questions for Candidates Slide 17Keeping a Great Team GreatKeeping a Great Team GreatKeeping a Great Team Great Slide 21 Slide 22 Conclusions Questions?  Fonts Used Design Template Slide Titles_    !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVXYZ[\]^`abcdefkRoot EntrydO)PicturesCurrent User_SummaryInformation(,TPowerPoint Document(LDocumentSummaryInformation8W