team 1 “pirates in leadership”
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Team 1 “Pirates in Leadership”. Mark Perew Sharron Wilson Laura Wickline. Books. Professional Reading The Time Trap Alec Mackenzie & Pat Nickerson Course Textbook Group Dynamics for Teams by Daniel Levi sections on “Forming”. Overview. Time Log – Mark Perew - PowerPoint PPT PresentationTRANSCRIPT
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Team 1“Pirates in
Leadership”
Mark PerewSharron WilsonLaura Wickline
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Professional Reading
The Time TrapAlec Mackenzie & Pat Nickerson
Course TextbookGroup Dynamics for Teamsby Daniel Levisections on “Forming”
Books
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Time Log – Mark Perew
Inadequate Planning – Sharron Wilson
Expectations, Authority & Roles – Laura Wickline
Audience participation
Overview
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Time Log
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Time is the coin of your life. It is the only coin
you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you. -- Carl Sandburg
We each get the same amount of time
Use it well – Know where it goes
Time Log
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Keep a time log
Get a fact based view of your time
Too busy? Then you MUST keep a log!
Too many variables? Then you MUST keep a log!
Log creates freedom, not restrictions
Time Log – Why?
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Time Log - Outline
Top 3 “Red Zone”
How was time planned?
Diversions
What got in the way?What went right?
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Technology doesn’t matter – Just keep a log
Code you log so it’s confidential
Make the data meaningful
Log in real-time – Can’t make it up later
Time Log - How
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Most important rule:
BE HONEST
Time Log - Key
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Time Log - Example
Top 3 “Red Zone”8:15 – 8:45 Complete Security Admin Training Plan
9:30 – 10:30Analyze System Utilization Reports for Upgrade Projections
1:30 – 2:30Review & Comment on Installation Planning Documents
Diversions8:10 – 8:25 - Chat w/Roscoe on CM Docs
Completed
1:25 – 1:40 – TC<Matt – Email Mig.2:00 – 2:10 – TC<Ops – WC Tape
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What did I learn?
Could have asked Roscoe to chat a little later Perhaps early AM isn’t good “Red Zone” time Call from boss often takes priority (but not
always) -- But this task was due last week -- Option not to answer phone
Time Log - Lessons
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How does this connect to teams forming?
Forming takes dedicated time Get to know team mates Understand purpose and goals of team
Knowing your time lets you be flexible
Time Log & Teams
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Knowing your time lets you plan
Knowing your time allows you time to plan
Knowing your time helps you set expectations
Sharron and Laura will be covering these topic in much more detail
Time Log & You
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Inadequate Planning
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Overtime: not recommended for critical work
Are you planning or coping
Daily plans help you see what matters
How Planning Protects Priorities
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How to plan your mid-level tasks
Variety is not the spice of working life
Your Number One Take-Away On Planning
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Your written daily plan: A must
Expect multiple gains
Plan team priorities: Spot threats early
Multiple Demands Require Greater Clarity
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Helps your boss forestall any surprises
Why updating is a must
Multitasking? Warning Your Boss Early
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Confusing priority management with time
management
Unclear criteria
Fear of negotiating
Three Barriers To Maintaining Priorities
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The field hospital model
Prioritizing tasks is comparable to a battlefield scenario
Triage: Defined On Survivability, Not
Scheduling
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Two generic rules for validating
Still worried about negotiating?
Set Your Criteria To Plan And Validate Work
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Standards must be set
Planning enhances decision making
Planning: The Key To Good Parenting
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When first formed, there is little work for
groups
They spend time getting to know each other, which requires no planning
They will need to spend time planning how to do their assignments
How Inadequate Planning Is Tied To
Forming
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Do you focus on the top 20% of tasks, gauged
by risk and value?
When short-range tasks compete with long-range tasks, do you break down the long-range tasks before deciding what gets done now?
Do you consciously define urgency as a secondary element, used as a tie-breaker between tasks of equal validity?
Check Yourself
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Undue Expectations,
Confused Authority & Team
Roles
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Do you focus on the top 20% of tasks, gauged
by risk and value?
When short-range tasks compete with long-range tasks, do you break down the long-range tasks before deciding what gets done now?
Do you consciously define urgency as a secondary element, used as a tie-breaker between tasks of equal validity?
Check Yourself
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When requests are sent:
1. Validity2. Political sensitivity3. Complexity4. Costs, risks, or opportunities5. Options6. Whose consultation7. Urgency
Bowing to Undue Expectation
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Socializing and drop-in visitors
People like1. Face time2. Staying in “the loop”
Group Cohesion1. Training in social interaction skills2. Training in task skills
“Hey, got a minute?”
Bowing to Undue Expectation
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Bowing to Undue Expectations
5 ways to manage drop-ins: Drop Box Body Language Put them to work Hide Post a note
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Confused Responsibility and
Authority
Risks for the newly appointed
Negotiate for clarity
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Confused Responsibility and
AuthorityBuilding Trust
The key to good communication: TRUST
Requires two types of behaviors:1. Being trusting 2. Being trustworthy
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When Forming, roles are the
cornerstone for a team to be successful
May cause stress: Role ambiguity Role conflict
Must be clearly defined
Team Roles
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Team Roles
Alec MacKenzie suggests:
Bosses:
Give plenty of time for Q & A
Appointees:Make a two-column
chart
What you do know
What you don’t know
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In addition to social behaviors, groups need to insist on having :1. Accurate job titles2. A job description3. An organization chart4. An announcement made to all who are
concerned5. Performance evaluations
Forming Teams
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Time Logs are a must to avoid losing valuable
time.
Inadequate planning leads to ineffective time management.
Undue expectations, confused responsibility and authority, forming teams
Recapitulation :
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Questions?