Download - Sheives.tom
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Tom Sheives, PhD, PMP
Executive Director, Business DevelopmentTrue Solutions Inc., Dallas, TX and
Part Time FacultyThe University of Texas at Dallas
[email protected] 972-770-0900
PROJECT TEAMS
Used with Permission
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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
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8Time
Team Performance
Growth
Sigmoid (S) Curve
Stuck
unstuck!
Really stuck!!
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Cross functional
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1) I love my team and I love working with them2) I really respect, like, and enjoy working with my
boss3) I have been to management training and know the
difference between a leader and a manager4)……...
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(could “strongly agree” or “strongly disagree”)
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Come up with a statement that might be symptomatic of a team that was stuck or unstuck
Write it on 3” x 5” cardPass them forward
(2 min)
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1) I love my team and I love working with them2) I really respect, like, and enjoy working with my
sponsor3) I have been to management training and know the
difference between a leader and a manager4) I have read and applied a business book in the last
3 months5) I do not withhold information from my team for
personal gain6) I am tolerant with people who are different than
me. ……
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13** Make Decisions - Not in Lencioni’s Team Development Model
Build Trust
MasterConflict
MakeDecisions
AchieveCommitment
EmbraceAccountability
Focus onResults
Patrick Lencioni, The Five Dysfunctions of a Team
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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!
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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!
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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!
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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
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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)
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Silent disagreement View of conflict as being bad Conflict is not encouraged
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Silent DisagreementIndirect
Japan, China
Direct, Assertive
Germany, IsraelLatin America US
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Focus
Team Assessment Report, The Table Group (Lencioni)
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• Step 1 - Understand Why Conflicts Exist –Difference In Personalities
• Step 2 – Establish behavior norms
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Winslow Personality Assessment Meyers Briggs Personal Coaching Styles Inventory Social Styles
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BobMandy
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BobMandy
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Example
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Must sacrifice for the team Consider the needs of the team
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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
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BarrierSilent Generation Boomers Generation Xers Generation Yers
Absence of trust - wary, cautious- distant
- not vulnerable - perceived as disloyal
- casual- may be lazy
Fear of Conflict -choose not to try to understand others-stubborn
- hypercritical- rigid
- informal, practical - immediate response and gratification
Lack of Commitment
-“get’er done”-sacrifice
- lets discuss- workaholics, driven
- Independent work, meet up later- balance
- “just let me at it”, “give me a chance”- want to contribute- need structure
Avoidance of Accountability
- hierarchical- formal protocol- judgmental
- formal process- feedback probably not wanted
- feedback needed “I can do it, don’t need to tell you that I am doing it”
Inattention to Results
-need respect- acknowledge expertise
- need status, title, self absorbed
- more tunnel visioned “I do my part you do yours”
- overly confident
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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
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• Books Drawings –
by Tom Sheives, TSIand
Harnessing the Power of Project Management by Wes Balakian, CEO TSI
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unstuck!