Building Effective R&D Teams - Chad Roue, Pulsar Vascular
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Building Effective R&D Teams - Chad Roue, Pulsar Vascular



Building Effective R&D Teams - Presentation by Chad Roue, Vice President, R&D, Pulsar Vascular at the marcus evans Medical Device R&D Summit Spring 2014 held in Las Vegas, NV

Building Effective R&D Teams - Presentation by Chad Roue, Vice President, R&D, Pulsar Vascular at the marcus evans Medical Device R&D Summit Spring 2014 held in Las Vegas, NV



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Building Effective R&D Teams - Chad Roue, Pulsar Vascular Building Effective R&D Teams - Chad Roue, Pulsar Vascular Presentation Transcript

  • Effective R&D Team Building – What 2 does an effective team look like? Why are teams considered successful?Why are teams considered successful? Delivery FocusFocus Adaptability Finish effectivelyFinish effectively
  • Effective R&D Team Building – What 3 does an effective team look like? What made these teams successful?What made these teams successful? Strong leadership Clear Purpose Di it f b k d / i i t tili dDiversity of backgrounds/viewpoints utilized Open communication even in conflict Culture that rewards team successes as well as individual successes
  • Why are teams effective 4 (or ineffective)? Four Primary Components affecting team/projectFour Primary Components affecting team/project success People Skill sets IQ/EQ balance attitudeSkill sets, IQ/EQ balance, attitude Project Achievability, clarity, relentless pursuit Environment/CultureEnvironment/Culture Management’s support for creativity & risk-taking, celebration of team successes, recognition of individual contributions Leadershipp Energy, credibility, EQ/IQ balance
  • The Right Peopleg p
  • Recreating the Conditions of Success 6 -How can my team look like those teams I consider to be effective? People Primarily chosen for skill sets (initial screen) Subject Matter Experts Proven technical capabilities Great start, but high-performing teams tend to have high emotional intelligence as well If you can’t get along you won’t move along Attitude Open to working and succeeding as a team vs. Me, Myself, and I-centric Leadership response to team members performance & attitude
  • Recreate the People 7 People can be managed up or down Even the most talented team needs management and leadership Build on the skills and energy present in the team Low-performers/difficult peoplep p p Most (but not all) can be managed up This skill separates the managers from the true leaders Make the most of what you goty g All cylinders firing vs. relying on self-starters only
  • The Projectj
  • Create Clarity of Purpose 9 Why does this project matter?Why does this project matter? What is our goal and why? Why do we care? Wh /h d t ib ti tt ?Why/how does my contribution matter? No ‘participation trophies’ here – it ALL matters Everyone wants to be successful at their job – give them a piece of the successsuccess This often takes coaching, mentoring, and cheerleading It takes real effort, but payoff can be huge Damage can be huge as well if done incorrectly
  • Create Consensus - 10 or a close facsimile of it Agreement on clearly defined deliverables - from all sidesAgreement on clearly defined deliverables - from all sides Project statement/definition/etc. Timelines and assumptions stated unambiguously With t t l d l S i i iblWithout agreement on a clear end goal– Success is impossible What does success look like if you don’t spell it out? Don’t need to agree on ‘the best way’ just on ‘a way’ As the leader – you will need to rally your team to this goal
  • Pursuing the Goals 11 The Project PlanThe Project Plan Planning is crucial of course but upfront knowledge is always imperfect It’s not about the journey – it’s about unyielding focus on the finish – don’t get hung up on hiccups Flexibility to adapt to shifts in landscape andFlexibility to adapt to shifts in landscape and incorporate new information are required for success
  • Staying on Track 12 Scope creep vs smart choicesScope creep vs. smart choices Know the difference Evaluate and decide (quickly) Team leader must be unwavering in pursuing the team goals, but be able to change tactics or revisit goals based on new evidence Pitfalls: Indeterminacy vs. stubborn insistence on staying the course Effective leaders need to know the differenceEffective leaders need to know the difference
  • Finish Strong 13 Know when the project is completeKnow when the project is complete Avoid the endless cycle of ‘just one more thing’ Products can ALWAYS be improved –you always know more at th d f th j t th did i th b i ithe end of the project than you did in the beginning Remember that thing about successful teams DELIVERING? Deliver great products, not the unattainable ‘perfect’ product Nothing is perfect – EVER! Hand the product over COMPLETE But plan on spending time after the hand-off
  • 14 The Environment Creating a success-oriented culture
  • Culture is Critical 15 Company cultureCompany culture In larger companies - hard to affect overall culture In small companies – you create your own culture C t lt i ithCreate your own culture in either case Safety in taking reasonable risks while maintaining accountability Celebration of successes (team and individual) Healthy competition is fine, but everyone must be enabled to succeed Key Ingredient: Everyone wants to feel successful at their job and to contribute to something and feel valued for that contribution
  • Motivation as Part of the Culture 16 Reward/celebrate victories as they occurReward/celebrate victories as they occur Opportunities to build energy Builds momentum and creates hunger for more success Feeling successful is importantg p Be a great example – motivates others to follow If you care – the team is more likely to care If you work hard – the team is more likely to follow you . . . . . . . You are always being evaluated and critiqued Create connections between individual success and team success Find the balance to create the desire for teamwork LeadersFind the balance to create the desire for teamwork - Leaders challenge is to ‘keep all the plates spinning’ all the time
  • Open Communication 17 Easy to fall into destructive behaviors that kill communicationEasy to fall into destructive behaviors that kill communication Ongoing dissent / “I told you so” attitude Backchannel gossip or backstabbing T ki d dit d i d ditTaking undue credit or denying due credit Facilitating communication This is where you really need to bring the patience be the example Body language speaks louder than words Perception is reality – set the tone for others to follow If you tolerate it – you condone it and eventually you own it
  • The Leadership 18
  • Leadership 19 ‘CEO’ of the teamCEO of the team Must bring and create energy – ENDLESS AMOUNTS Cheerleader for team accomplishments Coach to keep team focused and executing Counselor - Understand each team member’s needs and set everyone up for success (their success = team success = ll )overall success)
  • Leadership 20 Primary responsibility for:Primary responsibility for: People – choosing, motivating, managing Project – Definition, direction, focusProject Definition, direction, focus Culture – Success oriented, safe & secure, participation required and acknowledged
  • 21 People Leadership Project Culture
  • Close out Project 22 – Are We There Yet? Approach Avoidance Syndrome “If only we added . . . . “ S f t t t d t iScope creep frustrates team and stymies progress Court agreement on project success (above and below) This is the time to celebrate a success The next project is the time for ‘what ifs’ Is product good enough for launch or not? Which shortcomings must be addressed NOW vs next time
  • Close out Project 23 -Hand off ,But Support Be sure you’re done when you hand off (usually to Mfg )Be sure you re done when you hand off (usually to Mfg.) Provide great ‘after the sale’ support Helps the product succeeed Creates confidence in the team That’s effectivenessCreates confidence in the team – That s effectiveness Post-mortem Where did team work especially well What shortcomings were encounteredWhat shortcomings were encountered What did you learn? What can you do differently as the leader? Build your own portfolio of skills and ideas to help identify improvements to team makeup and culture to complement your style and skillsp p y y
  • Summary 24 Effective teams Have great people (Intelligence and capability)(Intelligence and capability) Believe in and clearly understand their goals Have a safe and supportiveHave a safe and supportive culture that allows them to relentlessly pursue their goals and rewards them for their efforts and successese o s a d successes Have a leader who creates and maintains all of these aspects