The Edge for Project Success: Leadership Skills to Deliver through Teams


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John Maxwell says that when all else is equal between two teams, the successful team will have the best leadership.

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The Edge for Project Success: Leadership Skills to Deliver through Teams

  1. The Edge for Project Success:Leadership Skills to Deliver through TeamsPresented by Andrea L. Ames, IBMSenior Technical Staff Member /Information Experience Strategist & Architect (c) Andrea L. Ames, 2006-2011 1
  2. About Andrea Technical communicator since 1983 Areas of expertise Information architecture and design and interaction design for products and interactive information Information and product usability—from analysis through validation User-centered design and development process IBM Senior Technical Staff Member University of CA Extension certificate coordinator and instructor STC Fellow, past president (2004-05), and past member of Board of Directors (1998-2006) ACM Distinguished Engineer (c) Andrea L. Ames, 2006-2011 2
  3. Agenda How successful will you be with your teams? A quiz Leadership in teams Demystifying successful teaming Team leadership myths Taking action…as a team leader and a team member Resources (c) Andrea L. Ames, 2006-2011 3
  4. The question is not… “Will you participate in something that involves others?” The question is… “Will your involvement with others be successful?” – John Maxwell, The 17 Indisputable Laws of Teamwork (c) Andrea L. Ames, 2006-2011 4
  5. A quick quiz…1 = Never; 2 = Sometimes; 3 = Always1. I take complete ownership of my responsibilities.2. I do my job to the best of my ability so my leader will be able to focus more on the larger challenges my team faces.3. When my leader suggests a book or resource to me, I usually invest in it.4. I continually learn from other leaders.5. I believe that everyone is important, but everyone isn’t equal. (c) Andrea L. Ames, 2006-2011 5
  6. A quick quiz… (cont.)1 = Never; 2 = Sometimes; 3 = Always6. I treat each member of the team with respect, because each person has unique gifts and talents that allow us to be successful.7. I acknowledge other people’s gifts, skills, and abilities, and encourage them to step forward when our team faces a challenge they can help with.8. I am developing my leadership skills, so I will be prepared when called upon.9. When the team faces a challenge, I think in terms of mobilizing people to meet it.10. My motivation for taking on a leadership role is to help the team. (c) Andrea L. Ames, 2006-2011 6
  7. How did you do? 24 – 30 This is an area of strength 16 – 23 This area might not be hurting you, but it’s not helping, either. 10 – 15 This is an area of weakness in your teamwork. (c) Andrea L. Ames, 2006-2011 7
  8. Leadership in the context of a team Critical to the success of any project requiring the efforts of more than one person – in other words, any project in today’s work environment Difficult to describe, even by those who are good at it Is shrouded in mystery and perceived to be an inborn talent Can be learned Is the edge that separates successful teams from those that aren’t so much (c) Andrea L. Ames, 2006-2011 8
  9. The mystery of good teamsdemystified…the 17 Laws (John Maxwell) Significance The Catalyst One is too small a number to achieve Winning teams have players who greatness make things happen The Big Picture The Compass The goal is more important than the Vision gives team members direction role and confidence The Niche The Bad Apple All players have a place where they Rotten attitudes ruin a team add the most value Countablity Mount Everest Teammates must be As the challenge escalates, the need able to count on each for teamwork elevates other when it counts The Chain The Price Tag The strength of the team is impacted The team fails to reach by its weakest link its potential when it fails to pay the price (c) Andrea L. Ames, 2006-2011 9
  10. The mystery of good teamsdemystified…the 17 Laws, cont. (John Maxwell) The Scoreboard The Edge The team can make adjustments The difference between two when it knows where it stands equally talented teams is leadership The Bench Great teams have great depth High Morale When you’re winning, nothing Identity hurts Shared values define the team Dividends Communication Investing in the team compounds Interaction fuels action over time (c) Andrea L. Ames, 2006-2011 10
  11. The Edge: The difference between twoequally talented teams is leadership The key to success? Personnel determine the potential of the team Vision determines the direction of the team Work ethic determines the preparation of the team Leadership determines the success of the team – the difference between two equally talented and prepared teams with the same direction (c) Andrea L. Ames, 2006-2011 11
  12. Leaders… See farther than their teammates See things more quickly than their teammates Know what’s going to happen and anticipate it Get the team moving in the right direction ahead of time How…? (c) Andrea L. Ames, 2006-2011 12
  13. Leaders lift teams to new levels by workingwith people and bringing out their best Transfer ownership of work to those who do it Create an environment where team members want to be responsible Build capability on the team – project-related and personal Learn quickly and encourage others to do so Do things just a little bit better than others do Model team member behavior – become a team member that everyone wants…What?! (c) Andrea L. Ames, 2006-2011 13
  14. Team leadership is sharedand situational Significant research backs this up! Two myths: Myth of the Head Table – One person is always in charge in every situation Myth of the Roundtable – Everyone is equal, all opinions count the same, and team can function without leadership (c) Andrea L. Ames, 2006-2011 14
  15. Myth of the Head TableOne person is always in charge in every situation Challenge of the moment often determines who must lead Every person on the team has strengths that come into play More challenge = more need for leadership Thus, the more leaders a team develops, the more edge it has (c) Andrea L. Ames, 2006-2011 15
  16. Myth of the RoundtableEveryone is equal, all opinions count the same, and team can functionwithout leadership Everyone is important, but not equal Who is most important? The person in a given area with: Greatest skill Greatest experience Greatest productivity Teams are not democracies More like benevolent dictatorships (c) Andrea L. Ames, 2006-2011 16
  17. Things to consider…and hopefullydiscuss with your team How are leaders appointed in my organization? What qualities does a person need to lead my team? How can my organization avoid the Myth of the Head Table and the Myth of the Round Table? What role has leadership played on your teams – successes and setbacks? How are you developing your own leadership skills? What changes do you need to make so your leader can do her job more effectively? (c) Andrea L. Ames, 2006-2011 17
  18. Take action! Acknowledge the value of leadership. Take personal responsibility for your own growth: Become a better team member. Put yourself on a leadership-development program to become a better team leader. Find a leadership mentor. Adding value to you adds value to the team! (c) Andrea L. Ames, 2006-2011 18
  19. Take personal responsibility foryour own growth Build your brand Know, manage, and lead yourself Emotional intelligence Seven habits Attitude 360-degree leadership Know your strengths StrengthsFinder 2.0 StandOut Follow your passion Add value and articulate it Get a mentor; mentor others; connect! (c) Andrea L. Ames, 2006-2011 19
  20. The 21 Irrefutable Laws of Leadership The Law of The Lid The Law of The Big Mo Do not limit an organization as others Create momentum and lift the team to do a higher level than others do The Law of Influence The Law of Solid Ground Have greater influence than others do Stand on a foundation of trust that is more solid than others The Law of Process Value the process of developing The Law of Respect people more than others do Command greater respect than others do The Law of Navigation Prepare the team for the journey better The Law of Intuition than others do Work on leadership issues earlier than The Law of E.F.Hutton others do Communicate more effectively than others do The Law of Magnetism Draw more leaders to themselves than others do (c) Andrea L. Ames, 2006-2011 20
  21. The 21 Irrefutable Laws of Leadership(cont.) The Law of Connection The Law of Priorities Connect with people better than others Establish priorities more effectively do than others do Understand and use timing more The Law of The Inner effectively than others do Circle The Law of Sacrifice Bring stronger key people around Give up their personal agendas more them than others do than others do The Law of Reproduction The Law of Explosive Reproduce more leaders than others do Growth Grow leaders and organizations faster The Law of Victory than others do Win with teams more than others do The Law of Legacy The Law of Buy-In Leave a legacy that lasts longer than Sell themselves and their vision to a others do greater degree than others do (c) Andrea L. Ames, 2006-2011 21
  22. Take a minute to jot down… What I’m doing to develop better leadership skills: __________________________________ People who can help me on my leadership journey: __________________________________ My next step on my leadership journey is to: __________________________________ (c) Andrea L. Ames, 2006-2011 22
  23. ResourcesLeadership Networking The 21 Irrefutable Laws of Leadership, John Never Eat Alone: And Other Secrets Maxwell to Success, One Relationship at a Time, Keith 360-Degree Leadership, John Maxwell Ferrazzi Principle-Centered Leadership, Stephen Covey The 8th Habit, Stephen Covey Personal development Leadership, Tom Peters The 7 Habits of Highly Effective People, Stephen R. CoveyTeaming Emotional Intelligence: Why it can matter more than IQ, Daniel Goleman The 17 Indisputable Laws of Teams, John Maxwell Attitude 101, John C. Maxwell The Wisdom of Teams: Creating the High- StrengthsFinder 2.0, Tom Rath Performance Organization, Jon R. Katzenbach and Douglas K. Smith StandOut, Marcus BuckinghamCommunication Talking from 9 to 5, Deborah Tannen, Ph.D. Fierce Conversations, Susan Scott Crucial Conversations, Kerry Patterson, Joseph Grenny, Ron McMillan, and Al SwitzlerMentoring Mentoring 101, John Maxwell Power Mentoring, Ellen Ensher (c) Andrea L. Ames, 2006-2011 23
  24. Questions? (c) Andrea L. Ames, 2006-2011 24
  25. Contacting/following AndreaE-mail: aames@pobox.comTwitter: @aamesFacebook: (c) Andrea L. Ames, 2006-2011 25