1952_Module 2 Leading Teams - Read-Only.pdf

1 Should always use team vs group Match individuals with their strengths – then ask them if it matches their interests 4 No cross pollination across teams Example – marketing ‘team’ ~ each works independently and repo...

1 Should always use team vs group Match individuals with their strengths – then ask them if it matches their interests 4 No cross pollination across teams Example – marketing ‘team’ ~ each works independently and reports to supervisor, but are considered a ‘team’ or department that is separate from other departments 5 Specialists that are each pulled from their own functional/departmental team to create a new team – usually for a specific purpose with a start/end date OR people who work across many different teams, e.g, the collective 6 Agile, self-organizing The leader doesn’t really manage the team – not transactional The individuals manage themselves and they are empowered that way For example the Comms team – we each just do our own thing and there isn’t really a ‘leader’ or someone to report to 7 Need to have trust in your team Asking who is their back-up if something happens – linking people together Expectation of high quality results – clear about this from the outset Expectations about themselves and for the project Creating a good environment is key 8 You need to speak to them in a way that will resonate with them 11 Assignment 6 is going to ask how far our team got 12 Transactional – directive – giving a clear outline Servant – clarifying roles, getting to the root of the storming Laissez-faire – letting the team do their thing 13 18 deciding roles and responsibilities – C is once you’ve formed 19 Decision-making process that includes all members – facilitating the process If there is a lack of communication – take a pause and talk through it Diversity – because they all bring different insights 21 23 25 26 RACI 27 28 Norming 29 The team could be so high performing that burnout may happen 30 Sell the vision for the future – e.g., moving on to a new project Be thoughtful about what this means for each individual 31 Creating and sustaining 32 35 38 Also facilitate resolution – act as a mediator 39 40 Lead by example, give clarity, mediate conflict 43 A RACI chart, also called a RACI matrix, is a type of responsibility assignment matrix (RAM) in project management. In practice, it’s a simple spreadsheet or table that lists all stakeholders on a project and their level involvement in each task, denoted with the letters R, A, C or I. Once these roles are defined, assignments can be attributed to the roles and work can begin. R, A, C, I stands for: Responsible Accountable Consulted Informed Here’s what each designation means: Responsible Responsible designates the task as assigned directly to this person (or group of people). The responsible person is the one who does the work to complete the task or create the deliverable. Every task should have at least one 45 responsible person and could have several. Responsible parties are typically on the project team and are usually developers or other creators. Accountable The accountable person in the RACI equation delegates and reviews the work involved in a project. Their job is to make sure the responsible person or team knows the expectations of the project and completes work on time. Every task should have only one accountable person and no more. Accountable parties are typically on the project team, usually in a leadership or management role. Consulted Consulted people provide input and feedback on the work being done in a project. They have a stake in the outcomes of a project because it could affect their current or future work. Project managers and teams should consult these stakeholders ahead of starting a task to get input on their needs, and again throughout the work and at the completion of a task to get feedback on the outcome. Not every task or milestone needs a consulted party, but the project manager should consider all possible stakeholders when creating the RACI chart and include as many consulted parties as is appropriate. You should limit this to only necessary input, however. For example, one consulted party per affected team is generally considered best practice to avoid clogging the process with too much input. Consulted parties may be individuals on the project team who aren’t working on a given task but whose work will be affected by the outcome. They’re also often teammates outside of the project team—even in different departments— whose work will be affected by the outcomes of the project. Informed Informed folks need to be looped into the progress of a project but not consulted or overwhelmed with the details of every task. They need to know what’s going on because it could affect their work, but they’re not decision makers in the process. Informed parties are usually outside of the project team and often in different 45 departments. They might include heads or directors of affected teams and senior leadership in a company. 45 47 Review assessment right from the outset and have them rate themselves, and then develop a plan of how they can strengthen their skills Upskill outside of the workplace 49 Connect what they are doing with the greater goal – what we are all working towards and why their work is important 50 Planning who you want Attracting the right people Further developing their skills – e.g., reviewing the assessment and creating a plan How do we keep these good people – you want retention, what can we offer? Thinking about what happens if someone leaves 51 Leaders need to be focused – and timeblocking is important – as well planning for things coming up – be intentional with your time Matching people with their skills and abilities, and upskilling interests What can I do, inside or outside the org, to support upskilling – bring upskilling opportunities to the group 53 This is so important – something to discuss at the beginning of a project/new team Reward is based on milestones Recognition is unexpected 55 On assignment 6 – assess our own team Remember this is about team effectiveness 56 Helps develop skills and lets others shine 59 Think about it as an opportunity for other team members – not that you don’t have capacity etc etc 60 Everyone is clear on the plan 61 Don’t delegate if you don’t have the time or skills to properly let someone else do the thing (like teach them how to do it) 62 65