Managing Groups & Cultures When You Are Not In Charge February 8, 2014

OVERVIEW

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Panel Members

• Moderator – Diana Wu, Test Engineer, Northrop Grumman

Corporation • Panelists

– Aknesha Miller, Senior Program Manager, Lockheed Martin Corporation

– Rodney Bailey, Manger, Systems Architecture, Design and Integration Directorate, The Raytheon Company

– Lieutenant Colonel Deitra Trotter, Commander, 781st Military Intelligence Battalion (Cyber)

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Session

• Description: – Are you a team player? Do you have the skills to thrive

and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges.

• Learning Outcome: – Increase communication and team building skills

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MANAGING PEOPLE

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Characteristics for Managing People

Value people Believe in two-way, frequent efficient and effective

communication Want to create an environment in which employees are

empowered to take charge of their tasks Able to hold people accountable and responsible without

punitive measures Demonstrate leadership and clear direction Believe in teamwork Place the customers (internal, external, staff) at the

center of their reason for existence Able to articulate your vision and build consensus

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Mistakes Managing People

X Fail to get to know employees as people

X Fail to provide clear direction

X Fail to trust X Fail to listen to and engage

employees X Make decisions and then

ask employees for input X Overreact/react poorly to

bad news

X Failure to be transparent X Fail to react to problems

before they become issues X Trying to be friends with

employees who report to you

X Fail to communicate effectively and withhold information

X Not treating employees equally

X Throw employees under the bus

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Key Skills When No Authority

• Build Legitimacy/Credibility • Network – 360 degrees • Perfect the arts of constructive persuasion and

negotiation • Consultation • Create the coalition of the willing

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TECHNIQUES

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Build Trust and Respect

• Create an environment of trust and mutual respect • Schedule regular feedback sessions

– Interactive – Encourage constructive criticism and

recommendations for improvement • Share your experiences (personal and professional) and

listen to others • Build up a store of “goodwill”

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Shared Goal (s)

• Set the goal (s) • Get people behind it • Evaluate where you are at against goal (s) initially (gap

analysis) and then as part of normal business rhythm • Celebrate successes – reward individual and group

achievement

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Jointly Remove Barriers to Action

• Some employees may not want to act on the agreed upon actions or they may agree to act on them but then fail to follow through

• If an employee lets you down, give them benefit of doubt • Use the “5 Whys” • Goal is to motivate employees enough to overcome the

routine barriers that make work, work

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Make Concessions for the Team

• Show that you care • Prove that you are invested in mutual success • If you are willing to take one for the team, this

demonstrates that you will not put your selfish ambition above others

• Be ready/willing to stand up and take the blame when a member of your team does something wrong

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Use Natural Consequences to Explain Priorities

• Priorities may not be obvious to the team • Don’t threaten to impose consequences…you don’t have

the authority • Explain the natural consequences—the logical results of

taking or not taking the action • You want people to do the right thing because they

understand and agree that it’s the right thing to do

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Engage Others

• High-performing teams skillfully employ the efforts of every member

• Effective team leaders seek out the best fit possible between members’ interests and the tasks that need doing

• Team leaders also mentor others to expand/build upon their individual talent for mutual benefit

• Learn from the team’s experience–while it’s happening

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Think Systematically

• Gather and lay out the necessary data • Analyze the causes of the situation • Propose actions based on this analysis • Be thorough - branches, sequels, contingencies

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SUMMARY

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Key Takeaways

Lead by example Play to your personal strengths Be honest in word, intent and deed Communicate, communicate, communicate Build bridges Seek the win/win Build commitment and engagement Sell you, not your title

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Key Takeaways, cont.

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“Maybe you can’t change the whole world, but you can change your corner of it. And when you change your corner, you actually change the world.” – Carl Duivenvoorden, DTM “Leadership isn’t about a position, it’s about behavior. Doing something willingly because you respect and trust someone is different from doing something because they have the authority to give you an order.” – Jim Kouzes, Ph.D., Toastmasters Golden Gavel recipient 2006

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