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MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 1
MBA-IMC®Module 4: Consulting Process
Project Team Management
- Dr. Giselher Dombach -
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 2
Objectives of this presentation
• Providing students with the concept of composing the right project team
• Providing recommendations how to manage a project team
Training material of a leading consulting firm was partly used in this presentation.
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 3
We will consider four aspects of team management
Handling Breakdowns4Managing Juniors2
Managing Experts3Team Fundamentals1
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 4
Teams are more than the sum of their members
• Teams are associated with performance
• Teams are small groups of dedicated individuals
• All members of a team are committed to the same and common task
• Teams combine different and complementing capabilities and potentials of individuals synergistically
• Team members feel mutual responsible for each other
• A team feels responsible as a unit for its success
• Teams are an integrative element of companies dedicated to success
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 5
Teams achieve different results
• Teams achieve three types of results based on a certain setting
• Instead of trying to become a team, groups should focus on results and the necessary framework - becoming a team is a natural outcome of this process
Performance
Personal development
Common results
Specific goals
Working together
Thoughtful goals
Problem solving
Technical / function
Interpersonal
Mutual
Small group
Individual
Source: Katzenbach, Smith: “Wisdom of teams”
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 6
The case team should be a pyramid – maybe using the client as a “free” resource
Middle staff
Low-cost staff
Senior staff
Middle staff
Low-cost staff
Senior staff
Consulting Team Joint Team
Pyramiding is often prevented by soloing, duetting and scrapping
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 7
In selecting the case team, the team leader should attempt integrated case staffing than any other approaches
Each case member will be given clear objectives to reach through his or her work
Soloing „I will do it myself“
Scrapping „I will do it myself and give the dull stuff to others“
Duetting „We‘ll share it“
Duet-scrapping „We‘ll share it and give the dull stuff to others“
Integrated
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 8
Five different types of group work mode can be identified
Team performance
Source: Katzenbach, Smith: “Wisdom of teams”
Team efficiency
Working Groups
Pseudo Team
Potential team
Real team
High Performance
Team
Low
High
HighLow
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 9
All five types show specific characteristics
Working group
Pseudo team
Potential team
Real team High performance team
Group of individuals with no perceived need for performance improvement
Interaction based on shared information
No common goal behind the actual work or no desire to have such a goal
The sum is less than the potential of all members
There is a potential for significant performance improvements
Individuals perceived themselves as team
Individuals are occupied with their "get together" and not with performance
Group of individuals who perceived performance improvement as necessary
Lack of transparency concerning goal, targets and results
Lack of discipline to establish a common platform
No sense for common responsibility
Small team with complementelcapabilities
Shared goals, targets, and concept
Feel a common responsibility for the result of their work
A "real team" plus:
Search for challenges
Sense for mutual responsibility and support
Overshoots expectations
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 10
What is typical for a high performance team?
• A climate of ease and unconstraint
• A lot of factual discussions
• Goals are clear and defined transparently
• Everybody is listening
• You can express deviating opinions
• Most decisions are the result of a common orientation
• No hidden agendas
• The task is important - not the powerplay
• The team is sensible for its own dynamics, brings background discussions into the foreground, and solves problems in a constructive way
• Breakdowns are identified early and are solved constructively
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 11
The members of the team form the core of a high performance team
Across disciplines -
the high performance team is a group of highly motivated individuals across all necessary disciplines and functions, working as a high performance team and not as a collection of egos with individual hidden agendas
Willing to make decisions -
high performance teams consist of decision makers - either hierarchical or people who are willing to take risks. The composition of the team is a clear signal to the environment about the commitment to the task
Highly motivated -
the members of the team peg their career to the results of the team
Dedicated to results -
the members want to be measured by the results of their work
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 12
Various roles and functions determine the team work
The leader - he or she is the constant pushing factor in the team. The leader is highly motivating and helps the other members of the team to stay committed to the vision and goals. The leaders is leading and not managing the team
The manager - he or she supports the leader by managing the team
The integrator - moderates between various opinions and leads them to a common goal. His or her social skills help to pursue this task
The analyst - evaluates complex situations methodically. He is bound to logic and is not involved in political games thereby helping to avoid group think
The motivator - helps to motivate the team even in difficult situations. The motivator does not accept a leading role but masters complex social skills. The motivator is often the internal trainer for teambuilding
The communicator - helps to communicate results internally and externally. The motivator is involved in drafting and executing the communication plan of the project
The specialist - provides the team with special expertise and can change frequently
The “out of the box” thinker - does not pursue traditional paths of arguments but brings idea from completely different points of view
In high performance teams members accept not a single role but are capable to fit into various roles at the same time
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 13
High performance teams work differently
Traditional teams.....
• Work mostly in team meetings. In the other time, individuals work on their specific tasks in their department
• Have limited responsibility and take limited risks
• Assign responsibility to the leader or to some members
High performance teams....
• Work together continuously in an intensive climate over weeks which results in high social stress
• Have high responsibility and visibility. They usually report to a high ranked steering committee
• Share the responsibility of their work and are of mutual support for each other. That needs a high degree of social skills
Appointing the right members for the high performance team becomes crucial for the success
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 14
Empowerment is a critical success factor for high performance teams
High performance teams should be empowered to reach their goals, because....
• Teams need power to compete with the hierarchy
• Power speeds up decisions
• Empowerment is a clear signal to the rest of the organization about the importance of the team
• Empowerment is a sign of trust in the team
• Empowerment strengthens the Esprit dé Corps
Two rules guide empowerment
#1 As much power as possible - high performance team are responsible in using power.
Empowerment increases the flexibility of the teams
#2 Sponsorship - the direct access to top management and the personal sponsorship of
managers is an effective way to empower teams
May the force be with you
Yoda, Jedi-Knight
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 15
High performance teams are formed by joint work and shared learning
Team performance
Team efficiency
Working Groups
Pseudo Team
Potential team
Real team
High Performance
Team
Low
High
HighLow
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 16
We will consider four aspects of team management
Handling Breakdowns4Managing Juniors2
Managing Experts3Team Fundamentals1
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 17
Let’s look at three tips for managing juniors
• Motivate by establishing objectives and reviewing at the end
• As far as possible, let juniors plan and do while you only counsel and decide
• Set up the appropriate control and review mechanisms
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 18
Motivate by establishing objectives and reviewing at the end
Example
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 19
As far as possible, let juniors plan and do while you only counsel and decide
Does it pay to delegate to a junior of level?
TaskJunior
BA Junior Consultant Consultant Pre-Senior
Proposal writing No NO Draft Yes
Case planning No Hardly Yes Yes
Issue analysis No Hardly Yes Yes
Data search Yes Yes Yes Yes
Data crunching Yes Yes Yes Yes
Interview (easy) Yes Yes Yes Yes
Interview (complicated) No No Hardly Yes
Review meetings No Hardly Yes Yes
Presentation writing No No Yes Yes
Oral presentation No No Yes Yes
Budget review No No Yes Yes
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 20
Decide when and what to control
Junior level
BA Junior consultant
Consultant Pre-Senior
Timing Daily Daily Weekly Bi-weekly or monthly
Depth All written pieces
All interviews
All written pieces Only key Only issue analysis and reports / presentations
Client relationship
All contacts with the client
All contacts with the client
Weekly report When she / he feels appropriate
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 21
Decide how to control
Junior is typically What you should do
Self starter – „I can do it alone“ Insist on formal writing plus some meetings
Always worried Be open and listen
Reassure that there are always problems
„Let‘s take it easy“ List and probe, probe, probe
Insist on competent writing
Little Manager Let him decide
Wants to shine Let him shine, but insist on value of transmitting bad news
Poet of problem solving Insist on getting news of what was done versus what was planned
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Make it explicit (1)
• Discuss team successes and shortcomings openly
Critique interviews and meetings afterwards
Ask for impressions and suggestions for next time
• Make frequent, constructive small criticisms and suggestions immediately after the fact
Handle in a friendly manner
Do not exaggerate their importance
Keep encouraging the team member
• Be generous with compliments when warranted
„Try to catch the consultant doing something right“
Watch for and recognise even slight improvements in problem areas
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 23
Make it explicit (2)
• Do not abandon the consultant
Keep posted on progress
Remain available to guide and counsel
Offer to help whenever necessary with client contacts and introduction
• Do not do the work for the consultant – you must delegate!
Agree on objectives and limits
Allow consultant to do work and gain credit
• Do not cover up for the consultant
If a collegue is falling short, everyone should recognise and help
Short-term silence only postpones and amplifies longer-term problems
Performances of other team members are frequently downgraded unnecessarily
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 24
We will consider four aspects of team management
Handling Breakdowns4Managing Juniors2
Managing Experts3Team Fundamentals1
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 25
Your relationships with experts are bound to be like a blind man with his dog
• You don‘t understand what he is talking about
• You can‘t judge the depth and accurady of his output
• You don‘t even understand how he performs what you ask him
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 26
Like the blind man’s dog, an expert can be your life saver or generate nasty accidents
• Dolce vita
An expert who gave in two days enough content to shine for six months
An expert who is an encyclopedia, but too introvert to convert knowledge into action
An expert who is recognised internationally by peers through writing, publications, etc
• Hell
An expert who, prior to a presentation, advises you to reject a client‘s ideas, but changes his mind in the presentation when the client strongly disagrees
An expert who is, in fact, only one page ahead of you in the text book
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 27
Their use is best in certain types of cases
Joint (with client)
Strategy development Operations planning Organization structuring Management systems Implementation
Help client make entry decision (into new area)
(Hopefully)
Not for usExpert opinion on specific
questions
Low High
High
Low
Consultant company‘s expert content
Co
ns
ult
an
t c
om
pa
ny‘
s
ge
ne
ralis
t s
kill
co
nte
nt
Usefull expert input
IllustrativeTypes of Cases
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 28
The expert role is different from the generalist consultant
Lend credibility
Aid dialogue with client
Objective review on issues
(Team Member)
Help reach entry decision
(Partner to Case Leader)
(Hopefully)
Not for us
Expert opinion
Challenge client
Play devil‘s advocate
(Lead the Case)
Low High
High
Low
Consultant company‘s expert content
Co
ns
ult
an
t c
om
pa
ny‘
s
ge
ne
ralis
t s
kill
co
nte
nt
Illustrative
Roles of Experts
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 29
It is rare to find expert and generalist skills combined in one
Joint (with client) Strategy development Operations planning Organization structuring Management systems Implementation
Rare
(Hopefully)
Not for usExpert opinion on specific
questions
Low High
High
Low
Consultant company‘s expert content
Ge
ne
ralis
t s
kill
co
nte
nt
IllustrativeLevels of Skill
Usefull expert input
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 30
Experts have particularly valuable roles to play
Expert Role
Sales issues Identify industry or technical issues
Pricing Advise on what already known / state-of-the-art
Proposal writingProvide technical / industry examples to demonstrate understanding
Team task planning Provide (careful!) contributions to issue analysis
People management Manage ´technical´ client team members
Budget management Advise on sources, short-cut methods
Quality control Confirm technical / industry wok is state-of-the-art
Communications Clarify technical problems / analyses
Follow-up / Implementation Advise on further technical / industry issues
Client relations Help manage technical cleint members (carefully!)
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 31
You are bound to manage experts under uncertainty, but there are three tips for protection
• Get information on reputation
• Behave as if you were the client and only accept conclusions if they are adequately supported
• Have client check findings before presentation
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 32
We will consider four aspects of team management
Handling Breakdowns4Managing Juniors2
Managing Experts3Team Fundamentals1
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 33
Relationships are influenced by breakdowns
Breakdowns are:
• Situations which cause uncertainties, confusion,
and difficulties
• Interruptions on the way to the goals
• Situations and events which collide with our
commitments
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 34
Breakdowns lead to various effects
Breakdowns lead to:
• Playing down problems
• Ignoring problems
• Blaming each other
• Hushing up
• Hope that nobody will recognize it
• Censorship and information control
• Emergency actions
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 35
Breakdowns need a new conceptual framework (1)
• Crises are dependent on our engagement
• The higher the engagement the more frequent and bigger the
crises are
• High performance teams perceive breakdowns as breaks on
their way to reach the goals and focus their creativity to
overcome these performance barriers
• Well managed breakdowns are important milestones on the
way to the breakthrough
Or...
• Breakthroughs are well managed crises
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 36
• Breakdowns can be multipliers for high performance teams
• Breakdowns are bases for breakthroughs
• Breakdowns can be initiated purposely by high performance teams to test
the team and to create breakthroughs
• All members are foucussing their work to overcome the breakdowns and
to create effective and efficient solutions
• Effective and successful management of breakdowns improve:
• Results
• Working as a team
• Trust
• Risk tolerance
Breakdowns need a new conceptual framework (2)
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 37
Breakdowns build the basis for breakthroughs
Something happens
ALTERNATIVES
Reaction
“Problem”(status quo)
What is wrong with ......
Leads to blaming each other
Evaluation of facts
Declaring „breakdowns“
What is possible?
Build possibilities for a breakthrough
Engagement
MBA IMC Consulting Process 2007 © Dr. Giselher Dombachpage 38
Ten ingredients for a successful high performance team
• #1 Clarity in goals
• #2 Established ground rules
• #3 Selection of team members according to capabilities
• #4 Clear communication and interactions
• #5 Beneficial behavior
• #6 Quick wins
• #7 Continuous information
• #8 Appreciation
• #9 Awareness of group think
• #10 Spending time with each other