teams that lead - ia summit 2008
DESCRIPTION
TRANSCRIPT
Click to edit Master text stylesSecond level
Third levelFourth level
Fifth level
Web Technology Group
Teams that lead
IA Institute Leadership Workshop
Mags Hanley
11th April 2008
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 contributes to making a leading team?
• Where are we providing leadership?
Aims of this session
• Understand how you develop and manage leading teams
• Create the right conditions for leading teams
• Understand the pitfalls
An exercise
Definition of a leading team
1. Teams that develop leading products, services or concepts
2. Teams that lead organisationally – work well together, have a cohesiveness and are highly functioning
Conditions
Skunk works - Under the radar
Vs.
High-priority projects
Strongly defined pieces of work
Vs.
Ill-defined pieces of work
Conditions
Autonomy vs. Highly structured
OR
Why do Agile methodologies get such great press?
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, ownership
Reward and recognition
• Money
• Status
• More interesting projects vs. operational work
• Intellectual freedom
Two models
Team of equals
Leader-based team
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
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
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 leadership – of the team; of the idea
• BUT each person is recognised for their contribution
• They do something outstanding
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 information
http://www.bnet.com/2403-13059_23-185372.html
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 for this project?
• How would you mitigate those pitfalls?
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?
Discussion
Are there two people willing to talk about their project?
Places where you want some help and discussion from the group
Questions and discussion
Any more burning questions?
Contact details
Mags Hanley