3 Simple Habits of a Highly Effective Team

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Effective Team Collaboration has been around and studied for so many years. As the pace of changes grow so rapidly, we need to deliver highl quality products or services in a shorter period. This presentation prescribes 3 simple areas to focus on.

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3 Simple Habits of a Highly Effective Team

  1. 3<br />Simple Habits<br />Of a Highly Effective Team<br />Andy Harjanto<br />http://andyharjanto.com<br />
  2. Thousands of Studies<br />On Team Behaviors, Morale, Motivations<br />I’m not interested in<br />repeating any of these<br />
  3. All of these based on<br />My 20 years of experience working<br />with a team of.. <br />Big and Small<br />Local and Global<br />Fortune 500 & Small Company<br />As Developer or Program Manager or Architect or Consultant or Testers or Founder<br />Used daily by 100s millions of users or only 10 users<br />Used by Enterprise or End Users<br />
  4. Many Studies and Research offer<br />too many broad recommendations <br />Let’s be real and specific<br />
  5. Let’s focus on ThreeCritical Behaviors<br />
  6. You just need to remember this word<br />POT<br />
  7. But not this kind…<br />It’s a kind that make<br />your team fly high <br />in auto pilot mode<br />
  8. P OT<br />rogress<br />
  9. You heard this so many times<br />“We are making progress”<br />
  10. But, do really we know exactlywhat progress we made and how and when was achieved?<br />
  11. Human Brains<br />Let’s make them activeand happy<br />frequent, smallexciting activities,<br />accomplishments<br />
  12. Milestone<br />Hmm…,<br />It seems<br />miles and miles<br />away<br />3 months?<br />6 months?<br />9 months?<br />
  13. When was the last time<br />you predict milestone date <br />correctly?<br />
  14. And in the mean time,<br />the world, technologyare changing<br />
  15. 1 week<br />That’s your <br />milestone<br />microstone<br />
  16. That’s short and frequent enough <br />to remember team’s accomplishments<br />..and long enough to get a meaningful<br />task completed <br />
  17. Work Items<br />..each belongs to one of these buckets <br />This Week<br />Not This Week<br />
  18. For a large work item, cut it into pieces<br />It has no more than a week worth work<br />
  19. Simplify. Don’t prioritize<br />Just focus on these two buckets<br />Prioritization<br />Problem:Low priority items<br />never get done<br />
  20. 30 minutes<br />a day<br />That’s all the team needs …<br />
  21. to review new, existing work items, to bucketize,<br /> and to celebrate accomplishments<br />
  22. Keep Focus on the destination, make sure <br />you don’t go the wrong way<br />
  23. It’s much better <br />to score many small wins <br />frequently than<br />one big one<br />onlyonce<br />
  24. Still,<br />The Biggest Factor Affecting ProgressIs<br />Human<br />Factor<br />
  25. Progress Expectancy for <br />Each Individual <br />Culture-Fit.Talent.Drive<br />Yet another topic for future discussions<br />
  26. 1 week<br />Let’s repeat<br />microstone<br />P forPROGRESS<br />2 buckets<br />for work-items<br />30 minutes<br />daily meeting<br />
  27. POT<br />wnership<br />
  28. Having a Sense of Belonging is a Crucial <br />Factor in Team Morale <br />
  29. Individual Contribution To The Team<br />plays important role in shapingup sense of belonging<br />
  30. Problems are everywhere…<br />
  31. inspire your team the culture of… <br />
  32. veni, <br />vidi, <br />vici<br />
  33. Let’s translates it into a contemporary <br />interpretation… <br />
  34. I see<br />the problem<br />I own<br />the problem<br />I solve<br />the problem<br />
  35. How?<br />Follow these 4 simple steps<br />
  36. Step<br />When you see a problem… <br />1<br />Write the problem<br />On a..<br />hallway whiteboard,Or shared databaseOr shared medium<br />
  37. Discuss the problem<br />in team’s <br />30 min<br />daily meeting<br />Step<br />2<br />
  38. Step<br />3<br />1Owner<br />assign<br />Every work item has one and only one ownerat any given time<br />
  39. And don’t forget<br />to put work item <br />in the right bucket<br />which implicitly<br />implies when the<br />resolution is <br />expected<br />
  40. Owner is now<br />responsible for<br />finding solutions<br />within the expected<br />timeframe <br />Step<br />4<br />*Owner can work with others<br />
  41. Tell the team<br />about accomplishments<br />and celebrate<br />a little victory<br />
  42. Don’t fall into this trap<br />
  43. Debating countless hours to make<br />decisions<br />Many decisions are reversible andhave little impact on the final results <br />
  44. Writing a book/heavy spec<br />to impress your team <br />Things are moving so fast, it willbe obsolete by the time you finish<br />&lt;10 slides are sufficient for explainingproblems, proposing customer experience <br />and describing solutions <br />
  45. Hang on to your ego?<br />Team relies on you as owner to deliver <br />results on time. If you can’t deliver, pass thebaton as early as possible<br />
  46. 3vs<br />Let’s<br />summarize<br />(vini,vedi,vici)<br />Culture<br />O forOwnership<br />1 owner<br />for a given work item<br />4 steps<br />solving problems<br />write, discuss, assign, solve<br />
  47. POT<br />ransparency<br />
  48. Transparency<br />a foreign concept<br />in workplace<br />
  49. Concerns over information leak, <br />spreading bad news and chaos<br />
  50. Online Users Are<br />Used To Transparenciesfor Years<br />Self-Expression<br />Social-Circles<br />Broadcast Yourself<br />Sharing Content<br />Present Yourself<br />Sharing Pictures<br />Your Story<br />
  51. Instant Notifications<br />Always Connected <br />Self-Reporting<br />Breaking News<br />Help Others<br />Low cost distribution<br />The results are undeniable <br />Immediate Feedback<br />Knowledge Sharing<br />Engaging<br />Quick Answers<br />Mobility<br />
  52. What’s wrong with this picture…<br />
  53. Low value information consumed <br />by many with great interest<br />
  54. Yet, high value information is<br />hard to find in the work place<br />John just copied and shared <br />a document to a server<br />No one notice until <br />they visit the server <br />
  55. However, constant stream of updates, <br />like facebook, may not work in business settings well <br />Why?<br />
  56. Online user can browse, dismiss<br />low value updates in <br />social networkingsettings<br />Heavy streams <br />of data hardly <br />matter<br />
  57. In workplace, high value updates require <br />attention and possibly actions <br />Predictable, low volume of updates are preferable<br />
  58. Grouping is the natural way for a teamto partition and collaborate<br />Sales<br />Engineer<br />Manufacture<br />Management<br />Transparency within a group is not only desirable, but <br />it also reduces amount of information to process <br />
  59. This is another good reason you should <br />break organization into a smaller group <br />12<br />..don’t get larger than<br />
  60. Activities to Capture<br />…for all group members to see or be notified<br />Uploading new documents<br />People joining group<br />Completing Work<br />New Work Items<br />Updating data<br />What on your mind updates <br />Creating Data<br />Comments<br />
  61. Get Everybody To Engage in Activities<br />Edit<br />Comments<br />Vote<br />Publish<br />
  62. G<br />Let’s<br />summarize<br />rouping<br />design for small size<br />T forTransparency<br />CapturingActivities<br />IncreaseParticipation<br />
  63. Now<br />We’re all <br />well-connected,<br />well-informed,<br />driven toward<br />one goal <br />Get Things Done!<br />
  64. So, remember this word<br />POT<br />Progress<br />Transparency<br />Ownership<br />
  65. Next time, you hear: <br />“My team sucks”<br />Tell them: <br />“Quick, get them addicted to POT”<br />
  66. For more presentation like this, visit, <br />follow, subscribe to: <br />Blog: http://www.andyharjanto.com<br />Twitter: http://twitter.com/harjanto<br />Contact: andy@guppers.com<br />A service that uses POT as the foundation: <br />http://www.guppers.com<br />

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