Susan G. Schwartz The River Birch Group

Transcription

1 Susan G. Schwartz The River Birch Group

2 EVOLVING ENVIRONMENTS The coming age of evolution won t be driven by physical adaptation, but by human consciousness, creativity, and spirit. Pierre Teilhard de Chardin Jesuit Paleontologist

3 TEAMS A small number of people with complementary skills who are committed to a common purpose, performance goals, and common approach for which they hold themselves mutually accountable. Jon Katzenbach

4 MATRIX TEAMS Enables people to collaborate across organizations enabling them to: Focus on multiple business goals Distribute information more efficiently Improve budget management ~ economies of scale Increase responsiveness to market demands

5 MATRIX TEAMS Staffed by individuals from: Different functional groups (different managers) Different geographies (virtual teams) Outside organizations (partner vendors) 5

6 MATRIX TEAMS MATRIX TEAM CHALLENGES Management can hinder success: Competing or conflicting group objectives and/or loyalties Non-coordinated resources and work plans Insufficient communication vehicles between groups 6

7 MATRIX TEAM ~ POSSIBLE RESULTS Dispersed, complex jungle Isolated people who become less & less aware of organizational happenings Crippled collaborative abilities 7

8 IT S THE PM S CHOICE C O M B AT I V E C O L L A B O R AT I V E Project Manager

9 DIVERSITY OF WORK STYLES (THE WHO) The whole is greater than the sum of the parts Belbin Model ~ nine team roles Action-oriented People-oriented Thought-oriented Best teams contain a balance of work styles 9

10 CREATING COMPLEMENTARY COLLABORATIVE RELATIONSHIPS Psychological Inventories Identifies Personality Types Myers-Briggs DISC Understand innate personality traits Manage self better Manage work and social interactions Certified Psychometricians 10

11 DIVERSE RELATIONSHIPS DISC TOOL EXAMPLE Driver Influencer Steadiness Conscientious Values Competency Concrete Results Coaching Creative Expression Loyalty Helping Others Quality Accuracy Motivation Winning Competition Social Recognition Relationships Cooperation Opp. To Help Opp. To Gain KN Show Expertise Limits Impatient Skeptical Impulsive Disorganization Indecisive Too Accommodating Overly Critical Over Analyze Fears Being Seen as Vulnerable Disapproval Being Ignored Loss of Stability Offending Others Criticism Being Wrong Communications Requirements Bottom Line Be Brief Share Experiences Ask Questions Be Amiable Allow Time to Clarify Focus on Facts Min. PEP Talk Needs Others Who Will: Weigh Pro/Con Recognize Needs Focus on Facts Speak Directly React Quickly Be Firm w/ Others Delegate Tasks Make Quick Dec. 11

12 GROW MODEL COACHING FOR IMPROVED PERFORMANCE Goal How will you know you have achieved your quest? Completed task Resolved Problem Current Reality Fully describe the starting point What, who, when, how often Cause and effects Options What is possible? Other options Remove a constraint Benefits/downsides Key decision factors Will (THE WHAT) Establish Follow-up Action Defined action and schedule Potential challenges When is goal accomplished 12

13 ACCOUNTABILITY (THE WHY) Clearly Defined Goals and Expectations Individual/Group Performance Ownership Set realistic and stretch metrics Active communication among team members Peer guidance and counseling Objective performance evaluation and project learning Evolutionary process and procedures 13

14 LEVERAGING MATRIX TEAMS SUMMARY Strengths and Weaknesses Collaborative partnering across team matrix Honest assessment of current reality Options ~ brainstorm, review, and evaluate Connection ~ contact and communicate Accountability ~ role model 14

15 Susan G. Schwartz The River Birch Group