Вы находитесь на странице: 1из 9

Making Star Teams from Star Players

Featuring Bain's Michael Mankins, co-author of the HBR article Making All Star Teams out of Star Players

Sponsored by FEBRUARY 13, 2013

Questions?
To ask a question click on the question icon in the lower-right corner of your screen.

OCTOBER 17, 2012

Follow the Conversation on Twitter

Use #HBRwebinar @HBRExchange

FEBRUARY 13, 2013

Making Star Teams from Star Players


Todays Speaker
Michael C. Mankins Partner Bain & Company

FEBRUARY 13, 2013

Michael Mankins Bain & Company Harvard Business Review Webinar February 2013

All talent is not created equal: the best are often A LOT better than the rest
CARDIAC SURGEON SOFTWARE DEVELOPER

BARBER

2x 3x
FISH BUTCHER

6x 5x
BLACKJACK DEALER

9x 8x
RETAIL SALES ASSOCIATE

10x
NAVY SEAL

12x
CORPORATE ATTORNEY

1x

2x

3x

4x

5x

6x

7x

8x

9x

10x

11x

12x

REPETITIVE, TRANSACTIONAL TASKS

CREATIVE, HIGHLY SPECIALIZED TASKS

BEST vs. AVERAGE PERFORMANCE

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

Star talent is often undermanaged


Inability to identify star talent

leads to talent egalitarianism

with unintended consequences Misalignment between top talent and missioncritical roles Important talent gaps unaddressed Restructuring that cuts star performers that cannot be rehired later
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent SFR 130204 Star Teams - HBR Webinar (DRAFT)

Teaming star players creates a force multiplier


TEAM COMPOSITION IMPACTS PERFORMANCE DRIVING FACTORS BEHIND THE FORCE MULTIPLIER

Sheer firepower each member of the team is capable of contributing more Leverage better subordinates provide greater leverage than weaker subordinates Synergy individual players build on the strength of other team members

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

Teaming star players creates a force multiplier


TEAM COMPOSITION IMPACTS PERFORMANCE DRIVING FACTORS BEHIND THE FORCE MULTIPLIER

Sheer firepower each member of the team is capable of contributing more Leverage better subordinates provide greater leverage than weaker subordinates Synergy individual players build on the strength of other team members Leadership star teams benefit more from great leaders than standard teams

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

The Force Multiplier in action: NASCAR Pit Crews


The Best The Rest

Lets take a look at the impact of inserting one average player into an all-star pit crew

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

10

The Force Multiplier in action: NASCAR Pit Crews

VIDEO

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

11

The Force Multiplier in action: Two Teams

In-house recruitment anticipates talent needs and finds the best of the best Periodic pruning of the bottom 5% to reinvest in top quality talent Evaluation on both individual and team performance to encourage teaming

Pipeline management Resource allocation Performance evaluation

Extensive use of external recruiting agencies to fill open positions Add more, not always right, resources that inadvertently slows progress Forced ranking resulting in internal strife and myopic decisions

600 engineers, <2 years to launch Mac OS X

10,000 engineers, >5 years to launch then scrap Windows Vista

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

12

Six essential elements to assembling and deploying star teams effectively:


1

Information
2

Develop granular information on your people assets to form a comprehensive fact-base to drive action Define mission-critical roles clearly, and specify the talent requirements needed to fill those roles Assign your best talent to work together on your most critical opportunities Regularly eliminate low-performers to improve the average level of talent and create opportunities Define long-range view of the talent requirement and create a pipeline to deliver it Create a culture that promotes the sharing of talent and removes obstacles to effective teaming

Critical roles
3

Teaming
4

Prune
5

Pipeline
6

Culture

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

13

Many leading companies have successfully deployed all-star teams to drive superior performance
1

Information
2

Critical roles
3

Teaming
4

Prune
5

Pipeline
6

Culture
SFR 130204 Star Teams - HBR Webinar (DRAFT)

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

14

Three important watch-outs:

Big egos, little progress

Create an all-important common goal Tie rewards to team performance Prune players who demonstrate poor teamwork regardless of capability

Overshadowing the rest of the supporting cast

Recognize contributions of support organization Avoid an explicit star system Reward group accomplishment

Great team, mediocre leader

Spend as much time identifying leaders as team members Gather regular feedback from the team Dont be afraid to switch generals

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

SFR

130204 Star Teams - HBR Webinar (DRAFT)

15

Potential implications for your organization

FROM Getting the same output with fewer people Spans and Layers, Tooth-to-tail ratios

TO Get more output by teaming people more effectively Identify top talent, create extraordinary teams

Questions to consider:
Do you know who your high performers are? How effectively are they being utilized and teamed? What are the obstacles to teaming them well together?
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent SFR 130204 Star Teams - HBR Webinar (DRAFT)

16

Questions?
To ask a question click on the question icon in the lower-right corner of your screen.

OCTOBER 17, 2012

Thank you for joining us!


This webinar was made possible by the generous support of Achievers. Learn more at Achievers.com.

Sponsored by FEBRUARY 13, 2013

Оценить