Download as PDF, PPTX
More Related Content
Sheives.tom
- 1. PROJECT TEAMS Tom Sheives, PhD, PMP Executive Director, Business Development True Solutions Inc., Dallas, TX and Part Time Faculty The University of Texas at Dallas tom@truesolutions.com 972-770-0900 Used with Permission
- 2.
- 3.
- 4. Understand …What is stuck and unstuck in project management … What makes up a unstuck project team - examples … Five Barriers that must be overcome to become an unstuck project team …One Barrier and give example of how to overcome
- 5.
- 6.
- 8. Sigmoid (S) Curve Team Performance Growth unstuck! Stuck Really stuck!! Time 8
- 9.
- 10. 1) Ilove my team and I love working with them 2) I really respect, like, and enjoy working with my boss 3) I have been to management training and know the difference between a leader and a manager 4) ……... (could “strongly agree” or “strongly disagree”) 10
- 11. Come up witha statement that might be symptomatic of a team that was stuck or unstuck Write it on 3” x 5” card Pass them forward (2 min) 11
- 12. 1) I lovemy team and I love working with them 2) I really respect, like, and enjoy working with my sponsor 3) I have been to management training and know the difference between a leader and a manager 4) I have read and applied a business book in the last 3 months 5) I do not withhold information from my team for personal gain 6) I am tolerant with people who are different than me. …… 12
- 13. Build Master Make Achieve Embrace Focus on Trust Conflict Decisions Commitment Accountability Results Patrick Lencioni, The Five Dysfunctions of a Team ** Make Decisions - Not in Lencioni’s Team Development Model 13
- 14. I lead my team by “walking the talk” I keep my commitments to others I spend time with people and show interest in their lives I create an atmosphere where people feel comfortable to drop by, ask a question, or just talk I feel that my manager is honest and tells the truth whenever possible I hold “confidential” information confidential I have confidence in the good intentions of my team members – team members are vulnerable **** Tear Down the silos!
- 15. I lead my team by “walking the talk” I keep my commitments to others I spend time with people and show interest in their lives I create an atmosphere where people feel comfortable to drop by, ask a question, or just talk I feel that my manager is honest and tells the truth whenever possible I hold “confidential” information confidential I have confidence in the good intentions of my team members – team members are vulnerable **** Tear Down the silos!
- 16. What behaviors are contributing positively to your team trust bank account currently? Are more deposits or withdrawals being made? Have you borrowed a lot from this account? Have you even checked your balance lately? Do you have a plan to get out of debt in this account? High performing teams have a big positive balance in their trust bank account!
- 17. Where did you grow up? Where were you in the birth order? What was your biggest challenge growing up? Patrick Lencioni, The Five Dysfunctions of a Team
- 19. Diversity and differences in thinking impede innovation ____ Energy of a team is almost always lost as a result of conflict _____ Your current mode of handling conflict is independent of how you handled conflict growing up _____ Mastering skills in handling conflict is relatively easy _____ How do you spell the bush – Ukaliptus ? (Eucalyptus)
- 20. Silent disagreement View of conflict as being bad Conflict is not encouraged
- 21. Silent Disagreement Direct, Assertive Indirect Japan, China Latin America US Germany, Israel 21
- 22. Focus Team Assessment Report, The Table Group (Lencioni) 22
- 23. • Step 1- Understand Why Conflicts Exist – Difference In Personalities • Step 2 – Establish behavior norms
- 24. Winslow Personality Assessment Meyers Briggs Personal Coaching Styles Inventory Social Styles
- 25. Mandy Bob
- 26. Mandy Bob
- 27. Example 27
- 28. Must sacrifice for the team Consider the needs of the team
- 29. Project teams stagnate and fail to grow Don’t defeat competitors Lose achievement team members Team members focus about their careers, departments, and individual goals Team members get easily distracted
- 30. Silent Generation Boomers Generation Xers Generation Yers Barrier Absence of trust - wary, cautious - not vulnerable - perceived as - casual - distant disloyal - may be lazy Fear of Conflict -choose not to try to - hypercritical - informal, practical - immediate response understand others - rigid and gratification -stubborn Lack of -“get’er done” - lets discuss - Independent work, - “just let me at it”, Commitment -sacrifice - workaholics, driven meet up later “give me a chance” - balance - want to contribute - need structure Avoidance of - hierarchical - formal process - feedback needed “I can do it, don’t Accountability - formal protocol - feedback probably need to tell you that I - judgmental not wanted am doing it” Inattention to -need respect - need status, title, - more tunnel - overly confident Results - acknowledge self absorbed visioned “I do my part expertise you do yours”
- 31. Build vulnerability based trust Conduct a personality assessment on team members Conduct a team assessment now and in six months Conduct a full day workshop with your team Spend at least two hours/month working on your team with a team coach for critical projects and larger projects
- 32. • Books Drawings– by Tom Sheives, TSI and Harnessing the Power of Project Management by Wes Balakian, CEO TSI 32
- 33.