Mais conteúdo relacionado Semelhante a Building and Managing a Successful Team (20) Building and Managing a Successful Team2. What Are We Going to Discuss?
Leadership Considerations
Building a Successful Team
Team and Career Management
Project Management
2
4. Leadership Considerations
Leaders provide the vision & direction for the team
Team refines the plans & delivers
Keys to leadership
North star – everyone knows the goal/direction
Tent - invite people into your office for discussions
4 min – listen for 4 minutes, don’t interrupt, listen twice
as much as you talk
Give an ‘A’ – don’t hold past perceptions against people
More than 1 – there are many ways to solve an issue.
Listen to all perspectives and support alternative solutions
Don’t take self so seriously – we don’t know it all, and
everyone makes mistakes.
© 2012 UserAid, all rights reserved. 4
5. Leadership Considerations
5 Dysfunctions of a Team
Positive teamwork experience
Team trusts each other
Team engages in healthy, unfiltered discussion of ideas
Members commit to decisions and plans for action
Members hold each other accountable for deliverables &
actions
Team stays focused on achieving collective goals & results
© 2012 UserAid, all rights reserved. 5
6. Leadership Considerations
5 Dysfunctions of a Team
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results
© 2012 UserAid, all rights reserved. 6
7. Leadership Considerations
5 Dysfunctions of a Team
Absence of trust (invulnerability)
Not honest about own strengths, weaknesses, & mistakes
Don’t ask for help when needed
Can’t build a solid foundation to build on & move forward
© 2012 UserAid, all rights reserved. 7
8. Leadership Considerations
5 Dysfunctions of a Team
Fear of conflict (artificial harmony)
Without trust, no open/honest communication
Afraid to tell the truth (don’t be negative, he/she may not
support you later)
No honest discussion & passionate debate to find the best
solutions
Controlled feedback limits possibilities
Guarded comments leads to “yes people” and “group
think”
© 2012 UserAid, all rights reserved. 8
9. Leadership Considerations
5 Dysfunctions of a Team
Lack of commitment (ambiguity)
Without discussion, limited buy-in
I didn’t like that idea anyway.
I told you so. (without actually telling you)
False, passive agreement without support (talking behind
backs, through the grape vine)
Members don’t give 100% effort
Flip flop decisions & rehashing ideas
No clear plan of attack (avoid action items)
Few volunteers, no one is passionate about the solution
© 2012 UserAid, all rights reserved. 9
10. Leadership Considerations
5 Dysfunctions of a Team
Avoidance of accountability (low standards)
“It wasn’t my idea, so who cares if it fails.”
“It’s not my fault.” (no support for each other)
Members don’t hold each other accountable when
deliverables are late or incomplete
Members don’t point out counterproductive actions of
others
© 2012 UserAid, all rights reserved. 10
11. Leadership Considerations
5 Dysfunctions of a Team
Inattention to results (status and ego)
Individual needs put ahead of collective goals
Ego
Career
Awards and Recognition
Motivated by individual growth rather than team
achievement
Wordsmithing results for positive spin
Don’t achieve the initial goals and objectives
© 2012 UserAid, all rights reserved. 11
12. Leadership Considerations
5 Dysfunctions of a Team
Ways to improve trust
Brown-bag lunch - 3 things others don’t know about you
Who am I discussions – 5 minute overviews
Learn how others communicate & resolve conflict
(Strength Deployment Inventory – Red/Blue/Green)
Docquementation Brick – self-awarded when make a
mistake…share mistakes to learn from each other
Leaders willing to say:
I’m wrong…I made a mistake.
I’m sorry.
I don’t know, do you?
Maxim: Don’t take yourself so seriously
© 2012 UserAid, all rights reserved. 12
13. Leadership Considerations
5 Dysfunctions of a Team
Ways to encourage healthy conflict
Focus discussion on ideas, not people
Support discussion & encourage disagreement, without
repercussions
Have more assertive team members say, “I don’t agree.”
Lead by example, both within and outside the team
Refer to previous decision & don’t rehash without
significant change in conditions
Close back-door avenues, bring everyone together for the
discussion
Maxim: Listen for 4 minutes. Give everyone an A.
© 2012 UserAid, all rights reserved. 13
14. Leadership Considerations
5 Dysfunctions of a Team
Ways to improve commitment
Decision types: Tell, Sell, Test, Consult, Joint
Team discussions & smaller group discussions to get folks
to open up & share
Consider cultural differences & create environments to
share ideas & gain commitment
Get groups of folks who disagree together to define
alternative solution
Develop & communicate a clear plan of action
Support final decision even though disagreed
Assess during execution, learn from mistakes, adjust plan
Maxim: More than 1 right answer
© 2012 UserAid, all rights reserved. 14
15. Leadership Considerations
5 Dysfunctions of a Team
Ways to improve accountability
Support team members to discuss & resolve issues
directly with each other
Support the team when you talk with other teams across
the company
Establish clear job criteria & hold everyone accountable.
Consistent, annual job reviews & semi-annual discussions
about progress & goals.
Tell each other the truth & manage team members up/out
Do not accept bad behavior against teamwork
Respect each other (I need…)
Maxim: Invite others into your office to discuss actions
© 2012 UserAid, all rights reserved. 15
16. Leadership Considerations
5 Dysfunctions of a Team
Ways to improve results
Give credit to team, not yourself (not “my team”)
Reward members based on group goals & objectives (less
individual), & celebrate as team (lunch, mini golf, …)
Recognize teamwork & groups who exhibit characteristics
you want all to have
Focus on clear objectives
Honestly track, communicate, & assess results
Recognize failures as a team (post mortem)
Learn from mistakes & don’t be afraid to make some
Maxim: Provide north star, so everyone knows goals
© 2012 UserAid, all rights reserved. 16
17. Leadership Considerations
Decision types
Tell (Inform) – least time & least buy-in; no feedback;
giving assignments, emergencies,
Sell (Persuade) – more buy-in; answer questions; use
honesty; help team accept compromise/decision
Test (Run it by) – often used between leaders; validate
ideas; minimal feedback requested
Consult (Request feedback) – trust & honesty; input is
valued; need enough time to address feedback
Join (Group decision) – most time & most buy-in; well-
defined problem; clear decision boundaries; willing to
accept group decision; confident in group abilities
© 2012 UserAid, all rights reserved. 17
18. Leadership Considerations
What decision type would you use?
Layoffs
Mandatory overtime
Team reorganization
Team motto/logo/tagline
© 2012 UserAid, all rights reserved. 18
19. Leadership Considerations
Personality types & how people communicate,
work, and resolve conflict
Strength Deployment Inventory
Red – goal-oriented and focused
Blue – people-oriented and focused
Green – numbers/facts-oriented and focused
Myers-Briggs
Introverted / Extroverted
Sensing / Intuition
Thinking / Feeling
Judging / Perceiving
© 2012 UserAid, all rights reserved. 19
21. Building a Successful Team
Why people stay (unknown resource)
Respect
Impact
Listen
Increasing responsibility
Money
Why people leave (smartmanager.com.au)
Unrecognized or unappreciated
No hope for career growth or advancement
Position doesn’t match what they were hired to do
Overworked and overstressed
Lack of coaching or mentoring
© 2012 UserAid, all rights reserved. 21
22. Building a Successful Team
Interviewing
Bad hire can cost 40 times annual salary in lost
productivity and related fire/rehire/retrain expenses
Hiring well takes time
Involve multiple team members
Talk with HR about Dos and Don’ts
Process
Define the position (skills & experience needed)
Collect and identify candidates (resumes, referrals, …)
Phone screen (meet position definition?)
Writing samples
In-person interview (looking for strengths; why not hire?)
Candidate review with interview team
Offer or decline
© 2012 UserAid, all rights reserved. 22
23. Building a Successful Team
Intangibles of a strong team (interview for them)
Personality (positive attitude, initiative, …)
Skills, knowledge, approaches (problem-solving)
Ability and motivation to learn
Open to constructive criticism, multiple solutions
Open to change
Roles within your team
What characteristics are important in your
environment? How do you interview?
© 2012 UserAid, all rights reserved. 23
24. Building a Successful Team
Sample phone screen questions (open ended)
Describe your ideal job (what you would love to do)?
Describe writing process you like to use
Describe info dev & design experience
What are your salary requirements (range)?
Sample interview questions (open ended)
Most proud accomplishment / Biggest mistakes
Characteristics of supervisors you liked most/least
Characteristics of team members you liked most/least
What if you found someone sleeping at desk?
We teach you about a product (you teach someone later)
Explore writing maxims and editing of samples
More questions are in additional resources
© 2012 UserAid, all rights reserved. 24
26. Team and Career Management
Job ladder – clear expectations, multiple levels
Functional expertise
Technical expertise and product usability
Quality
Communication and teamwork
Leadership
Management and individual contributor tracks
© 2012 Alyssa Fox, all rights reserved. 26
27. Team and Career Management
How would you define four levels of proficiency in
an area or skill important in your environment?
© 2012 Alyssa Fox, all rights reserved. 27
28. Team and Career Management
Feedback
Should be continuous – no one should be surprised in an
annual review.
Managing up or out
Performance improvement plans
Annual reviews
Fast, easy, standard
Pros: thorough, get feedback from managers and peers
Cons: can be demoralizing, “once-a-year” feedback
Goal-setting
Continuous review
Tie in with team/organization/business unit/company
goals
© 2012 Alyssa Fox, all rights reserved. 28
29. Team and Career Management
Budgeting by numbers
Budgeting by items
Remember these items:
Staff
Tools
Software
Hardware and equipment
Travel
Training – conferences, webinars, books
Professional organization dues
Morale-building activities
© 2012 Alyssa Fox, all rights reserved. 29
30. Team and Career Management
Training
Include in budget.
Consider the message.
Determine who decides who gets what training.
Kinds of training – tools, soft skills, writing, project
management, people management, process.
Training opportunities
Online webinars
Brown bags/lunch and learns
Local classes
Books
Program meetings for various organizations, including STC
User groups
Local/regional conferences
National/international conferences
“Train the trainer”
© 2012 Alyssa Fox, all rights reserved. 30
31. Team and Career Management
Changes for your team or organization
Additional responsibilities for team members (usability
testing, UI review, content strategy, web design,
marketing documentation)
Team mergers
Documentation structure
Development methodology (agile)
The role of your team members on project teams
Resource numbers
Reporting structure for your team (new boss or new
division)
© 2012 Alyssa Fox, all rights reserved. 31
32. Team and Career Management
Change management
Need for change
Guiding coalition
Vision
Empowerment and action
Short-term wins
Culture shift
Change perpetuation
© 2012 Alyssa Fox, all rights reserved. 32
33. Team and Career Management
What is a change you need or that is happening in
your organization? What is the vision you’ll
communicate for what things will look like when
that change is implemented?
How will you communicate that change?
© 2012 Alyssa Fox, all rights reserved. 33
34. Team and Career Management
Managing distributed teams
Co-locate where possible.
Over-communicate!
Have frequent check-ins in various ways.
Meeting tips:
Include time for small talk.
Share the scheduling pain.
Make sure everyone knows who is talking.
© 2012 Alyssa Fox, all rights reserved. 34
36. Project Management
How does project management change as roles
change?
Individual contributor – it’s all about you.
Team lead – estimate your work, help others estimate
their work, manage your work and sometimes others’
work.
Team manager – team members provide estimates, you
help them refine, resource balancing with small set of
team members, manage others’ work as needed.
Team group manager – team members provide estimates,
you help them refine as needed, resource balancing
across multiple teams, multiple business lines, multiple
locations, build in buffer where appropriate, rarely
manage others’ work unless there’s an issue.
© 2012 Alyssa Fox, all rights reserved. 36
37. Project Management
Estimating
With reliable estimates, you can make good business
decisions about resource planning, budgets, and
commitments.
Consistent metrics let you reproduce estimates and more
easily train team members to estimate projects.
Consistent metrics help establish milestones and
deadlines and defend your estimates to project
stakeholders.
© 2012 Alyssa Fox, all rights reserved. 37
38. Project Management
Process for estimating
1. Identify common units of work.
2. Find starting metrics for each unit of work (adjust as you
learn).
3. List tasks based on work unit and estimate.
Adjust as needed
Experience of team members
Number/level of reviews
Deliverable formats
Level of source material
Efficiency of project team
Distributed team over multiple time zones
Processes used
© 2012 Alyssa Fox, all rights reserved. 38
39. Project Management
Review cycle
Types of reviews – organization, content, copyedit
Number of drafts
Reviews and process
Editing levels
Quality levels
© 2012 Alyssa Fox, all rights reserved. 39
40. Project Management
Agile and the whole team approach
Gaining clout on your project team
Get involved in ALL parts of the product development.
Attend scrum meetings for your projects.
Be detailed and specific when asking questions or giving
information to others.
Pave the way for other writers that join the team later.
Show an interest in the requirements, design, and
thought behind the design of the product.
Attend all release and iteration planning meetings.
Offer to help however you can.
Be a usability advocate.
Install and maintain your own builds of the product.
Gain your team’s trust by having a solid understanding of
the product.
Make informed suggestions for change.
© 2012 Alyssa Fox, all rights reserved. 40
41. Project Management
Adjusting scope and metrics for agile
Reviewing UI and documentation within sprints
Estimating topics within sprints vs. larger chunks of
deliverables for whole project
Estimating for an individual vs. average estimate for any
team member
Estimating tasks vs. entire project deliverables
© 2012 Alyssa Fox, all rights reserved. 41
43. Books of Interest
The Five Dysfunctions of a Team by Patrick Lencioni
It’s Your Ship by Captain D. Michael Abrashoff
Managing Writers by Richard L. Hamilton
Leading Change by John Kotter
Leadership and Self-Deception by The Arbinger Institute
Topgrading by Bradford D. Smart
Think Big, Act Small by Jason Jennings
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