Page 314 - kf fyi for your improvement license eng 3-4-15

Does it best
In the early days of what would become the Walt Disney Company, there was a core team of animators
known colloquially as “Disney’s Nine Old Men” (a name derived from President Franklin D. Roosevelt’s
nickname for the nine US Supreme Court Justices). Disney’s team has become an icon in the field of
animation, credited with establishing the modern art of animation and revolutionizing children’s films.
They created some of the most beloved characters in cartoon history. The team was comprised of very
different men, each of whom brought something unique to the table during the creative process. Walt was
known as the “Agitator,” stirring debate and playing devil’s advocate. Ub Iwerks was the “Expert.” With a
background in animation, Ub created the iconic Mickey Mouse. Walt’s older brother, Roy, was the “Glue,”
securing the financial backing needed to build an organization to compete with the larger studios in New
York. The Nine Old Men were the “Workhorses,” originating the animated characters that have helped
Disney become one of the most widely recognized brands in the world. 53, 54

Tips to develop Builds effective teams

1. Not sure why you’re here? Identify clear goals and a uniting purpose. A common thrust
energizes high-performing teams—goal clarity adds focus, power, and efficiency. Set team goals
together, prioritize them, and establish ways to measure outcomes and chart progress. What will
success look like? How will you know if you meet expectations? Get each team member involved in
setting a meaningful purpose—something they believe in that will rouse commitment. Reinvigorate
people with the mission when times get tough. Why does the work matter? What will happen as a
result of your accomplishments? If it’s a long-standing team or if focus scatters over time, regroup.
Ask each person to individually write and rank the team’s current top three priorities. Compare notes.
Discuss what needs to be emphasized now and how to better align and execute.

2. Need solid team players? Select and leverage the right mix. Analyze the key purpose, tasks, and
deliverables of the team, then ask: Who is best suited to do the work? What knowledge, expertise,
and skills are critical? Don’t stop with the obvious technical/functional requirements. Consider the
optimal mix of diverse experiences, backgrounds, and styles. Aim for complementary skills, not more
of the same. Who collaborates well? Knows how to make decisions? Keeps people on track?
Challenges the status quo? Generates enthusiasm? Isn’t afraid to tackle problems head-on? Can
build trust inside, build bridges outside? Share each other’s strengths so you can capitalize upon
them and learn from each other. Talk about your weaknesses and vulnerabilities, too, so that you can
work around them for the good of the whole. The team should know who they are and what they
stand for, individually and collectively.

3. Questioning team size? Bigger is not usually better. There’s a tendency for leaders to err on the
side of making teams too large, often because they want to be (or seem) inclusive. Watch out,
because coordination problems can mount when more people are added. Other downsides: difficulty
keeping people on the same page, less active participation from all, people more concerned about
projecting an image vs. doing substantive work, greater conformity to the majority view. Most experts
agree that it’s best to have the smallest number of team members as possible who can still

© Korn Ferry 2014-2015. All rights reserved. WWW.KORNFERRY.COM

314