WE GET IT. WE’LL HELP YOU GET IT TOO. . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Project Team: . . . . . . . . . . . . . . Leading One Big Happy Family Ali Cox MBA, CBAP, IIBA-AAC, PMP, PMI-PBA, SAFe Agilist, CSM, TKP General Manager / Senior Instructor
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Key Ideas • Why aren’t we one happy family? • Where to focus your attention • Guiding collaborative relationships • Manage/lead for effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Teamwork Is Big and Great! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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The Five Disfunctions of a Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defeat the Absence of Trust Minimize individualistic behavior Avoid distractions Encourage team collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defeat the Fear of Conflict Solve problems quickly Be transparent on critical topics Some conflict is good! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defeat the Lack of Commitment Understand vision and strategy Learn from mistakes Make timely decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defeat the Avoidance of Accountability Have goals and publicize them Self-organize teams Everyone pitches in when necessary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Defeat the Inattention to Results Teamwork Avoid distractions Focus on the GOOOOOOOOOOL! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Room for Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Build Teams Based on Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Collaborative Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Self-Assessment • Understand your role within your organization ◦ What are your strongest skills? ◦ What are you areas for improvement? • What tasks do you enjoy most? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Get To Know Each Other! Interview each other: • Work history (brief!) • Strengths, challenges • What tasks you enjoy Together: 3 things in common . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Discuss Project Characteristics Success!! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Discuss Project Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discuss Team Member Needs • Decisions made? • What do you need to do your job? • What do people need from YOU to do their jobs? • How do we ensure good communication? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Who’s the Boss? • Someone needs to take the lead • Everyone should take the lead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! • What can I delegate? • What decisions should stay with me? • What do we do together? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! Choose a New CRM: Your CRM has reached its limits and can’t handle the rapidly evolving business needs. You have appointed your team to lead the study of which tool is best for your organization. This is their first time dealing with a project like this, with global impact on the entire organization. What authority level should the team be given? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! Form Teams: A number of employees experienced in agile claim that the traditional way of forming teams by management doesn’t work well. They believe they are capable of forming their own teams. What will you do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! Form Teams: A number of employees experienced in agile claim that the traditional way of forming teams by management doesn’t work well. They believe they are capable of forming their own teams. What will you do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Let’s Play Delegation Poker! Hire Employees: You wish to involve existing team members in the recruitment and hiring of new employees. What authority level will you give them for decisions concerning various job candidates? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Build a Feedback System • Ask for Feedback • Be Appreciative, not Defensive • Implement Feedback • Provide Feedback on Feedback • Consider 360 ⁰ Reviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
It’s About Responsibilities • Someone needs to take responsibility for tasks • Collaboration is a must • People want to do stuff they like and are good at • How does your company outline roles… where do you need improvement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Squads and Chapters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Never Say “It’s Not My Job” The official winner of the “not my job” contest! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Multi-Tasking – Be Careful • Multi-tasking is not effective. • People do not multi-task. They switch rapidly between areas of focus. • Limit the work – stop starting, start finishing! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Multi-Tasking – Exercise Capital Letter Number Lower Case Letter Roman Numeral Capital Letter Number Lower Case Letter Roman Numeral A 1 a I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Final Thoughts ◦ Understand the “why” ◦ Let people be themselves ◦ Encourage design thinking ◦ Respect roles and processes; define them! ◦ Encourage collaboration, transparency, honesty ◦ Listen and empathize ◦ Manage the work, not the people ◦ But…. realize that not all decisions will be popular! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Questions? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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