Learning Objectives
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Agenda
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Overview of Team Leadership
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A team leader’s job is to identify team and project needs and satisfy those needs (while managing him / herself)
Identify / diagnose team and project needs
Satisfy needs / solve problems
Manage yourself
Overview of Team Leadership
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PROJECT
Helping the team produce results that meet the goals
TEAM
Helping the group work together in an optimal way
INDIVIDUAL
Helping team members meet their professional and personal needs
Spectrum of Team Needs
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Project Needs
One of the first tasks of a leader is to think through the needs of the project
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However, the leader must also be skilled in diagnosing team issues…
Team Needs | Typical Team Leader Questions |
Development of team | What stage is the team in and how can we move the team forward? |
Effective team dynamics | How can we turn this team from a group of individuals into a loyal cohesive group? |
Balanced assignment of work | Is the workload evenly distributed given differences in experience and skill? |
Maximization of synergies | How can we allocate the work to maximize the benefits of different skills and personalities? |
Resolution of conflicts | Is there obvious tension? What is causing bad relationships? |
Strong team morale | How can we keep the team energy up and maybe even have some fun? |
Team Needs
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… and people issues
People Needs | Typical Team Leader Questions |
Personal Objectives
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Individual Development |
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Work / Life Balance |
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Team Member Needs
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An experienced team leader has a range of tools, skills, and styles at his / her disposal
Tools
Can generally be applied mechanistically, even by relatively inexperienced team leaders
Skills
Are usually developed over a number of years
Styles
Are challenging to develop and apply, but may provide the greatest flexibility in dealing with diverse situations
Tools, Skills, and Styles
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Tools can generally be applied with good results, even by new team leaders
TEAM
PEOPLE
PROJECT
Tools
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Skills are usually developed over a number of years, and so probably must be selected for in choosing team leaders
Task Skills
Team Skills
People Skills
Skills
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Finally, developing a range of leadership styles can provide great flexibility in dealing with diverse problems
Leadership Styles
Attribute Range
Analytical pattern Intuitive Analytical
Decision-making approach Authoritative Consultative
Decision-making speed Quick Studied
Delegation Little Much
Follow-up Loose Rigorous
Communication Informal, verbal Formal, written
Personal relationships Supportive Demanding
Pace Relaxed Energetic
Risk-Taking Bold Cautious
Openness to persuasion Flexible Persistent
Styles
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The leader does not have to be superhuman; she / he can draw on a variety of resources
| TOOLS | SKILLS | STYLES |
Leader | Revised detailed project schedule Tight deadlines | Careful structuring of work Listening to understand problem areas Compromising on depth in some areas | Focused style Clear communication about goals and priorities Frequent follow-up |
Other team members | Team events to keep up morale and energy Early team meetings to brainstorm hypotheses quickly | Coaching others Responding to leader’s requests | Challenge each other’s conclusions Supportive of weak team members Sharing workload |
External source | Sponsor review of workplan Sponsor adds more resources | Managers help team with diagnosis and problem-solving | High level leader provides “We will succeed” encouragement |
Example: Project under severe deadline pressure
Diagnosing and Solving Problems
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Team Development
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Teams
There are several distinctly different models for teamwork and the role of team members
“Grouped Individuals” – the team as a collection of individuals carrying out separate aspects of a project
“One Brain, Ten Hands” – the team acts as an extension of the leader
“Integrated True Team” – the team leverages individual strengths and through synergy achieves extraordinary capacity for coordinated action
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Real Teamwork
When a team works well together it can be a tremendous experience
“Most of us at one time or another have been part of a great team, a group of people who functioned together in an extraordinary way – who trusted one another, who complemented each other’s strengths and compensated for each other’s limitations, who had common goals that were larger than individual goals, and who produced extraordinary results.
Many say they have spent much of their life looking for that experience again.”
Peter Senge, The Fifth Discipline
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Good Teams�
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Benefits of Teams
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Reality
Unfortunately, most teams fall short of their potential
“There are powerful forces at work in organizations that tend to make the intelligence of teams less than the intelligence of individual team members.
Many of these factors are within the direct control of the team members.”
Peter Senge, The Fifth Discipline
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Team Development Model
FORMING
First meetings of team
STORMING
Team members discover all negative aspects of project
NORMING
Team members learn how team works and how to deliver results
PERFORMING
Team pushes results beyond expectations, generating creativity and synergy
Ineffective Team
Good Team
Exceptional Team
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The team leader must ensure that the team moves through the stages appropriately
TEAM STAGE | FORMING | STORMING | NORMING | PERFORMING |
Basic Issues |
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Leader’s role with respect to PROJECT |
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Leader’s role with respect to TEAM |
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Leader’s role with respect to PEOPLE |
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Team Development
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Example: Forming Stage Checklist
Aspect | What needs to get done | Potential tools | Ideas for your project |
Task |
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Team |
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Individual |
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Effective Teams and Energy
Effective teams require effort and intervention – balance task work and attention to team dynamics
Team Energy Level
Time
Energy dips are caused by:
Normal team storming
Recognizing true scope
First obstacles, setbacks
Honeymoon is over – work / time ratio
Ongoing interpersonal dynamics / conflicts
Loss of resources
Energy Boosters include:
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Facilitation Skills
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Important Roles on Teams
Role | Function on Team |
Leader | |
Facilitator | |
Process Observer | |
Timekeeper | |
Scribe | |
Subject Matter Expert | |
Decision-Maker | |
Outside viewpoints | |
Naïve questioner | |
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The Role of the Facilitator
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Preparing for Any Meeting
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At the Meeting: Facilitation Tips
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Example Ground Rules
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Possible Facilitator Roles in a Meeting
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The most important thing
in communication
is hearing what isn't said.
- Peter F. Drucker
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Ending the Meeting
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Preparing for the First Meeting
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Preparing for Your First Meeting
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1st Meeting Agenda
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Project Management
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Project Management
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Initiation Responsibilities
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Project Schedule
A key project management tool is the project schedule, which shows key activities and deliverables
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Action Item List Example
An action item list, often recorded in Excel, displays all the actions, responsibilities, and dates due, and allows easy tracking of progress
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Execution Responsibilities
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Reminder: �Management’s Role in Successful Execution
SPONSORSHIP AND SUPPORT
GATE REVIEWS
AGREEMENT TO FOLLOW ROBUST METHODOLOGY
GOOD PROBLEM STATEMENT
GOOD RESOURCE PLANNING AND ALLOCATION
GOOD PROCESS TO SELECT PROJECTS
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Project Teams’ Role in Successful Execution
DMAIC Methodology
IMPROVE
CONTROL
ANALYZE
MEASURE
DEFINE
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Helpful Tools and Techniques
Need | Tools and techniques |
Time management | PACER, facilitator and process observer, schedule with milestones, timelines, team calendar, Gate Reviews |
Cost management | Planning in advance, virtual meetings, control scope, budget and reports |
Scope management | Stakeholder buy-in, charter, weighted matrix to prioritize focus areas, parking lot |
Resource management | Champion, task list, weekly meetings and updates, involvement of suppliers / clients |
Specification management | Charter, solution specification |
Risk management | FMEA, decision analysis / decision trees, modeling / simulation, pilots |
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Closure Responsibilities
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Change Agency
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Change Agency
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Useful Change Model
DD
VF
FS
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What is our Case for Action?
Do we have a vision that is meaningful to listeners?
How are we getting started with the change?
Do we understand the barriers to change?
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The combination of generating a Degree of Dissatisfaction, painting a Vision of the Future, and clearly explaining the First Steps must be adequate to overcome resistance
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Stakeholder Analysis
Early in the project, we must consider all categories of people who may be affected by the project
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Stakeholder Analysis Worksheet
Legend – Communication / Involvement
Meet = Meet with regularly
Invite = Invite to team meetings
Copy = Copy on meeting minutes
Brief = Speak with informally as needed
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Project Communications
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Communication
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Planning Communication
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Message Map
Intro.
Closure
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Communications Styles
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Communications Vehicles
This partial list of communications vehicles encompasses various communications styles
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Communications Plan
Target Audience | Goals | Key Messages | Delivery Options | Plan |
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