Project Leadership: Building High-Performance Teams

Project Leadership: Building High-Performance Teams Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Demonstration Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.To Join the Audio ConferenceFor todays session, were using a conference bridge to eliminate the need for microphones and system validationsFrom a direct lineEnter your directly dialed telephone number (no extensions) into the Join Audio Conference dialog boxClick JoinFrom an internal extension line or from outside the U.S. or CanadaSelect the Dial In to the Audio Conference optionDial the number provided Enter *5555#

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Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Demonstration AudioFor todays demonstration, were using a conference bridge to eliminate the need for microphones and system validationsTo ask questions Click the Chime In button and well unmute your audio

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Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.AgendaToday we will cover:Developing Productive TeamsMethodologies for Improved decision makingAssessing the organization's capacity for changeDealing with daily distractions and disruptions pageRecognizing the perils of GroupthinkReaching the next levelAchieving autonomy and self-management

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Developing Productive Project TeamsTalent wins games, but teamwork wins championships. Michael Jordan Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.The Leadership Services ModelSix ways effective project leaders serve their teams

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Team Storming StageThe team is working together and developing a sense of belonging Conflict is inevitable and natural due to various factorsDiffering personalities and working styles Competing values and personal agendas Confusing roles and responsibilitiesLeadership authority and boundaries may be testedEmotions often run highTeach the team how to communicate effectively Teach the team to successfully manage emotions and conflict Deepens relationships and builds communityFosters a culture of respect, trust, and psychological safetyClarify roles, responsibilities, and boundaries, including your own

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Agreeing on Standards and Ground RulesValues and working styles vary by person, team, company, and cultureAgreeing to shared standards and ground rules is vital for teamworkHelps us resolve differences now and preclude conflict laterHelps us identify members who are a poor fit Shared standards and ground rules begin with leadership valuesEffective leaders are clear, firm, and predictable on ethics and core valuesCommitment to ethics and core values builds integrity, respect, and trustInvite the team to help you define working standards and ground rulesAnonymously list characteristics of good teams on sticky notes Place them on a wall for review and discussion by the teamWhen it comes to teams, either were pulling together or were pulling apart!Anonymous Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Making Decisions Efficiently and EffectivelyBegin with a vision of what could or should be Continually challenge the status quo, plans, and assumptionsConsider and explore multiple perspectives and alternativesInvolve the team to ensure their ownership Use visuals and creativity tools to stimulate thinkingMake use of the many decision tools and techniques availableBalance paralysis by analysis and extinct by instinct Any decision may be better than no decisionThe cost of inaction may exceed the cost of a wrong decision Pilot the best alternative, assess, and repeatPlans are nothing. Planning is everything. General Dwight EisenhowerA good plan today is better than a perfect plan tomorrow. General George Patton Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Assessing the Organizations Capacity for ChangeProject management is closely related to change managementUnder normal conditions, most people and organizations resist changeThe vision and justification must be clear and compellingManagement must be committed and actively engagedPersonal impacts must be understood and obligations clearA hand in crafting the change mitigates resistance and gains supportAn organizations track record on similar projects is a good predictor of future challenges and successes Organizations have limited capacity for change Look for low-hanging fruit and ensure quick winsCelebrate early wins to gain further buy-in Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.*3*4*6*h*4*-*5*-*8*Jogger text: Assessing the Organization s Capacity for ChangeDirection: RightInstructor notes:

Challenging the process will offend those who are vested in the status quo, which is another reason credibility is an important prerequisite.

Why do people resist change?They believe they are powerless to shape the futureThey feel threatened by the unknownThey perceive the cost or pain to be greater than the benefit or gainWhy do organizations have limited capacity for change?Equilibrium and business continuity are threatened by too much changeToo much change means greater stress and resistance to change

Learning Tree International, Inc. All rights reserved. Not to be reproduced by any means without prior consent. Recognizing Role ConfusionSymptoms of role confusion:Lack of ownershipQuestions on who does whatUnclear expectationsLack of accountabilityWork delayed or incompleteRedundant work completedMixed and confusing messagesSlow or unclear decisions and answersLeadership authority challengedCreate a RACI (Responsible-Accountable-Consult-Inform) matrixTaskVikramLoriMiharuMarcusARRAIBACICCRAIDCRAGood fences make good neighbors. Robert Frost Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Dealing With Daily Distractions and DisruptionsInterruptions and multitasking are the number one enemies of productivityCultivate an awareness of the problem and respect for time and privacyTrack and publish metrics on number of interruptions and time spentAccount for a productivity factor of approximately 65 percent in your project scheduleGood governance and change control helpWork with the team to establish ground rules to minimize interruptions Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.*3*4*6*h*4*-*6*-*1*4*Jogger text: Dealing With Daily Distractions and DisruptionsDirection: RightInstructor notes:Examples of ground rules to minimize interruptions:Batch email and voice mail and schedule time to respondSet aside no-meeting timesSpecify a limit of five minutes on unscheduled meetings Stand up when someone drops in to keep the conversation shortPrepare an exit: Im sorry, Im on a deadline. Can I get back to you?Headphones on means Im heads-down, no interruptions pleaseDo Not Disturb signs are common Learning Tree International, Inc. All rights reserved. Not to be reproduced by any means without prior consent. Recognizing and Preventing GroupthinkUnhealthy agreement comes in many formsConfusing fantasy and realityAction anxiety and negative fantasiesIsolation and closed-mindednessAvoidance of conflict, disagreement, debateUnquestioned leadership and pressure to conformManaging agreement comes in many forms Ensure heterogeneity and diversityBuild psychological safetyEncourage your challengersAppoint a devils advocatePoll individual team members privatelyBring in a third party, consultant, or auditorSubject your project to a strong governance process Apply good risk management practicesUtilize an electronic or old-fashioned suggestion box

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Developing Your Self-Awareness and Social AwarenessServant leaders seek first and foremost to know and manage themselvesSelf-awareness and self-management are emotional intelligenceSelf-awareness and self-management are prerequisites to social-awareness and social-managementEmotional intelligence is effectively managing positive and negative emotions in ourselves and othersEmotion may play a greater role in decisions and actions than reasonEmotionally intelligent managers achieve significantly better results Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.*3*4*6*h*4*-*2*-*1*8*Jogger text: Assessing Your Leadership ReadinessDirection: RightInstructor notes:Duration: 3 minutesPresentation Style:Present:

Daniel Goleman conducted research at 188 companies including Lucent Technologies, British Airways, and Credit Suisse, and concluded that 90% of the difference in [the profiles of star performers vs. average performers] was attributable to emotional intelligence factors rather than cognitive abilities.Daniel Goleman: American researcher and author on emotional intelligence, chairman of The Consortium for Research on Emotional Intelligence in Organizations at Rutgers University

David McClelland, in a 1996 study at Pepsi, found that when senior managers had a critical mass of emotional intelligence capabilities, their divisions outperformed yearly earnings goals by 20%. Meanwhile, division leaders without that critical mass underperformed by almost the same amount.David McClelland was an American psychologist who spent 30 years at Harvard UniversityBoth of these quotes are from the HBR article referenced on the next slide, 2-19.Soldiers and athletes also receive training in EI. Learning Tree International, Inc. All rights reserved. Not to be reproduced by any means without prior consent. Celebrating Success and Failure Individuals and teams do what they are recognized and rewarded forProvide positive, constructive feedback on a regular basisCelebrate accomplishments and successes on a regular basisCelebrate failure as an opportunity to learn and grow Repeating the same failure cannot be toleratedAlways praise publically punish privately Criticize the performance but never criticize the performer. VariousA U.S. Department of Labor survey in 2004 found that the primary reason people leave their jobs is not feeling appreciated

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.Sustaining MoraleTeam achievements are more significant than personal accomplishmentsPersonal accomplishments should be celebrated for team contributionFormal reward systems are flawed if they promote individual successRecognizing and rewarding contributions to team success builds moraleBuilding morale is closely related to motivationEveryone is looking for personal significance and meaningRefer to Maslows Hierarchy for guidance on appropriate rewards

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.*3*4*6*h*4*-*7*-*9*Jogger text: Sustaining MoraleDirection: RightInstructor notes:I read a great story on the power of team rewards, which Ill paraphraseand Ill try to locate the original story and source. The author says a grade-school teacher promised a $1 per week for perfect scores on the weekly spelling quiz. The children were excitedly counting how much money they might earn. There was only one problem. And his name was Billy. Because the catch was that everyone had to achieve a perfect score. After a number of near successes they isolated Billy as the problem and immediately focused on helping him. The author says, when they finally succeeded, they were happier for Billy than they were about receiving a $1. Great story! Significant research suggests that formal performance management and reward systems are actually counter-productive. Google the work of Daniel Pink or listen to his TED talk.Daniel Pink: American political activist and management consultant Learning Tree International, Inc. All rights reserved. Not to be reproduced by any means without prior consent. Applying Lessons LearnedThe lessons-learned meeting is an opportunity For psychological closure and transitionTo recognize and celebrate successes and failuresFeedback on the process is as important as personal feedbackWhat are we doing well and how can we exploit it?What are we not doing well and what can we learn from it? Feedback on the process should be as frequent as personal feedbackHonest assessment is built on a culture of openness and trustCheck titles and positions at the doorEncourage as many perspectives as possibleToo many organizations Do not learn lessons learnedRepeat the same mistakes Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.*3*4*6*h*4*-*7*-*1*1*Jogger text: Applying Lessons LearnedDirection: RightInstructor notes:

Why is Lessons Learned part of this section on Recognizing Success? Because the lessons learned meeting is an opportunity to recognize and celebrate successes and failures, and its a segue to the next section on Reaching Higher. Learning Tree International, Inc. All rights reserved. Not to be reproduced by any means without prior consent. Responsibility and AccountabilityMembers of high-performing teams Possess a sense of pride in the team Develop a sense of urgency and a bias for action and resultsHold each other accountable for team commitments and outcomesTrust but verify the work of othersTake ownership for learning and growthSelf-correct personal and process issuesTeam performance trumps individual performances Individual successes and failures are team successes and failures

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.The Leadership Services Model Six ways effective project leaders serve their teams

Learning Tree International, Inc. All rights reserved. Not to be reproduced without prior written consent.ConclusionToday we will covered:Developing Productive TeamsMethodologies for Improved decision makingAssessing the organization's capacity for changeDealing with daily distractions and disruptions pageRecognizing the perils of GroupthinkReaching the next levelAchieving autonomy and self-management

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