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Teams that lead IA Institute Leadership          WorkshopClick to Mags Hanley styles         edit Master text            S...
Introduction• Mags Hanley• Head of Consultancy  WTG in London• Manager and leader  of teams for 10 years
Example - PIPs
Aim of this session• Discussion about developing teams as  opposed to individuals• What are leading teams?• What contribut...
Aims of this session• Understand how you develop and manage  leading teams• Create the right conditions for leading  teams...
An exercise
Definition of a leading team1. Teams that develop leading products,   services or concepts2. Teams that lead organisationa...
ConditionsSkunk works - Under the radar             Vs.    High-priority projectsStrongly defined pieces of work          ...
Conditions     Autonomy vs. Highly structured                  ORWhy do Agile methodologies get such great                ...
Length of time• Project vs. Operational• Project teams  – Quick project  – Ongoing long term project
Motivation• Status  – Inside the organisation  – Outside the organisation• Intellectual exercise• Pride of the products, o...
Reward and recognition• Money• Status• More interesting projects vs. operational  work• Intellectual freedom
Two models Team of equalsLeader-based team
Team of equals• Needs a nominal leader – final  responsibility to the client or stakeholder• Usually made up a multi-disci...
Leader-based team• One strong leader able to communicate  vision and drive the project• Charismatic leaders• Can go wrong ...
Team mix and dynamics   How do you work out the right one?Can you plan for these successful teams?
Team properties• Each person feels they are contributing• Each person is respected for their part in  the team• There is l...
Team personalities• The Agitator - Questions the status quo, outspoken• The Wild Card - Skill and dedication, if you can f...
Case study• Go to your worksheet
Discussion• What team structure would you develop  for this team?• How would you run it?• What are the possible pitfalls f...
Exercise• Think of a new project at work that has  potential to be leading• Using the checklist consider:  – Why does it h...
DiscussionAre there two people willing to talk about               their project?Places where you want some help and      ...
Questions and discussion  Any more burning questions?        Contact details          Mags Hanley      mairead@yahoo.com
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Teams that lead - IA Summit 2008

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Teams that lead - IA Summit 2008

  1. 1. Teams that lead IA Institute Leadership WorkshopClick to Mags Hanley styles edit Master text Second level 11th April 2008 Third level Fourth level Fifth level Web Technology Group
  2. 2. Introduction• Mags Hanley• Head of Consultancy WTG in London• Manager and leader of teams for 10 years
  3. 3. Example - PIPs
  4. 4. Aim of this session• Discussion about developing teams as opposed to individuals• What are leading teams?• What contributes to making a leading team?• Where are we providing leadership?
  5. 5. Aims of this session• Understand how you develop and manage leading teams• Create the right conditions for leading teams• Understand the pitfalls
  6. 6. An exercise
  7. 7. Definition of a leading team1. Teams that develop leading products, services or concepts2. Teams that lead organisationally – work well together, have a cohesiveness and are highly functioning
  8. 8. ConditionsSkunk works - Under the radar Vs. High-priority projectsStrongly defined pieces of work Vs. Ill-defined pieces of work
  9. 9. Conditions Autonomy vs. Highly structured ORWhy do Agile methodologies get such great press?
  10. 10. Length of time• Project vs. Operational• Project teams – Quick project – Ongoing long term project
  11. 11. Motivation• Status – Inside the organisation – Outside the organisation• Intellectual exercise• Pride of the products, ownership
  12. 12. Reward and recognition• Money• Status• More interesting projects vs. operational work• Intellectual freedom
  13. 13. Two models Team of equalsLeader-based team
  14. 14. Team of equals• Needs a nominal leader – final responsibility to the client or stakeholder• Usually made up a multi-disciplinary team, each well-thought of in their area• Works well with clear definition of roles• The team like and respect each other, therefore work well
  15. 15. Leader-based team• One strong leader able to communicate vision and drive the project• Charismatic leaders• Can go wrong so easily if there are problems with the leader
  16. 16. Team mix and dynamics How do you work out the right one?Can you plan for these successful teams?
  17. 17. Team properties• Each person feels they are contributing• Each person is respected for their part in the team• There is leadership – of the team; of the idea• BUT each person is recognised for their contribution• They do something outstanding
  18. 18. Team personalities• The Agitator - Questions the status quo, outspoken• The Wild Card - Skill and dedication, if you can find the key to motivating him• The Leader - Execution, ability to get team on board and invested in new ideas• The Workhorse - Focus, work ethic, dogged determination• The Glue - Communication — the glue that brings the team together, especially in difficult times• The Expert - Vast knowledge of a subject area, its major players, and its most useful sources of informationhttp://www.bnet.com/2403-13059_23-185372.html
  19. 19. Case study• Go to your worksheet
  20. 20. Discussion• What team structure would you develop for this team?• How would you run it?• What are the possible pitfalls for this project?• How would you mitigate those pitfalls?
  21. 21. Exercise• Think of a new project at work that has potential to be leading• Using the checklist consider: – Why does it have potential? – Who would you put on it? – What’s the shape of the team? – How can you put the environment in place to make it leading?
  22. 22. DiscussionAre there two people willing to talk about their project?Places where you want some help and discussion from the group
  23. 23. Questions and discussion Any more burning questions? Contact details Mags Hanley mairead@yahoo.com

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