Transcript PMI - STIKI
Building an Effective team in the Project Encep Efendi, ST, PMP June 2011 AGENDA • • • • Introduction Team Development Motivation Coaching “Coming together is a beginning, keeping together is a progress, working together is Success !” www.peterlim-mba.com AGENDA • • • • Introduction Team Development Motivation Coaching What is a Team ? © Amazon.com Team A team is any group of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals Team have members with complementary skills and generate synergy through coordinated effort which allows each member to maximize his or her strength and minimize his or her weaknesses. Most Important Aspect of a Team Structure Behaviors Objective Plan Rules Procedure Roles Manager Leader Analyst SME Listening Supporting Building Agreeing Encouraging Involving Resolving What makes an effective team? www.seriouswheels.com Effective Team • • • • • • • • Shared value Clear and challenging objective What and How balance Effective leadership Team Environment Learning and Sharing Having fun together Synergy What makes and effective team Leader http://thewealthcurve.com/ Effective Team Leader • Efficiency – Set Clear directions and set stretching objectives – Know what and how to measure performance – Organize people and resources • Clear and constructive communication – – – – – Communicate clearly Open Dialog with team member Blend with the team Build team member Provide environment that stimulates new Idea generation. – Define success in terms of whole team. Effective Team Leader • Emotional Intelligence – – – – – Crate environment which make people do their best Create and maintain strong moral and spirit in the team Provide positive feedback Accept mistake and takes ownership for the success and failure Align believe, words and actions. • Entrepreneurial spirit – – – – Analyze success and failure for the improvement Open to change Knows to get things done through formal and informal network Apply policies and procedure Stage of Team Development Performing Effectiveness/ Productivity Forming Norming Storming Time/Effort Forming • The first stage when the team is formed and members meet • They learn what the team opportunities and challenge will be • Individual members may be confused about their role or not understand the need for team • Member will agree on goals and assign action for work, often independently • Ground rules or team guidelines are established http://meh.byethost3.com Forming – cont’d • Leadership will help the team to define their structure, roles, goals and processes • At this stage, the leader need to directive and understand the requirement for team training to move through each stage • Polite • Impersonal • Watchful • Guarded Storming • Individual expression of ideas occurs and there is open conflict between members • Members tend to focus on details rather than the issue and compete for influence • Low trust among team members is and evident indicator of this stage • The team needs to select their desired leadership style and decision methodology • Difficulties • Feeling stuck http://2.bp.blogspot.com Storming – cont’d • The leader should guide the team clarify goals, defined roles, acceptable team behavior, and a mutual feedback process for team communication • Controlling • Confronting people Norming • Team develops work habits that support group rules and values • Team use established tools and methods; Good behavior, mutual trust, motivation, open communication increase, positive team work and group focus are apparent. • The team relationship grows and individual characteristic are understood and appropriately utilized. http://50datingtipsforgirls.com Norming – cont’d • Involve in setting goals and direction • Team leader continues to encourage participation of team member • Developing Skills • Establishing procedures • Giving Feedback • Confronting Issues Performing • Team member show high level of loyalty, participation, motivation, and group decision making • Knowledge sharing, cross training, and interdependence increases • Team is self directing in development of plans and strategy to meet their goals and carry out work. • Personal growth and sharing is encouraged throughout membership. • Resourceful • Flexible • Open and supportive • Effective http://2.bp.blogspot.com Performing – cont’d • Empower to establish, modify own work process • The leader should become facilitator aiding the team in communication processes and helping if they revert to a prior stage Ending • Finalize stage, celebrate and recognized group achievement. http://1.bp.blogspot.com Ending – cont’d • Gratitude to the team for their achievement • Individual recognition How to lead the team www.volusion.com 5 Keys in leading a team • Identify what stage your team is currently in and use the appropriate management style • Define the team Roles and Responsibilities • 4D: Direct, Delegate, Decide and Develop • Asses and Manage Team behavior • Give and Receive Feedback Delegate • Successful transfer of responsibility, authority and accountability. • What to delegate, How much, When, To Whom • Clarify result expected • Define limit of authority • Define and agreed the method of measurement • Ask, review and get agreement of action plan. • Follow up • Adjust when required Asses Behavior • Where and when – Recruitment – Presentation – Meeting Give Feedback • Specific • Balance between positive and negative feedback • Evidence could be observable • Owned feedback by check and recheck, not based on some one story Receive feedback • • • • Feedback is a valuable gift for improvement Listen carefully Seek more information Seek concrete action AGENDA • • • • Introduction Team Development Motivation Coaching What motivates People Maslow’s Hierarchy of Needs • • • • • • • Abraham Maslow, American psychologist, first published ‘hierarchy of needs’ 1943 Individual first needs air, food and water to survive (physiological needs) Once achieved, will not be motivated by more air, food and water. Motivated by safety. Then social needs - friendship Self-esteem, recognition, praise by others and social standing Self-actualization - has achieved as much as possible If any lower levels removed, individual motivated by those again Interesting & challenging Job SelfActualization Esteem Social Safety Physiological Supervisor praise, promotion prospects Belonging, friends Job security, sick pay, pension Getting a job Ref: Maslow, Abraham H, Motivation and Personality, 3rd Ed, Harper & Row, 1987 Herzberg’s Two-Factor Theory Must have these… ...for these to work • • • • • MINIMUM NEEDS Working conditions Pay Job Security Working relationships Work rules & admin • • • • • MOTIVATORS Work itself Responsibility Sense of achievement Recognition Prospects Ref: Hertzberg F, One more time: how do we motivate employees? Harvard Business Review, 1968 McClelland’s Motivation Theory • • David McClelland, PhD Yale 1941, experimental psychology. 1956 Prof at Harvard University for 30 years then Prof at Boston until his death in 1998 Identified that people are motivated by the need for: Affiliation Power and Influence Achievement Security Achievement drive • Need to perform well at particular task • Concern about: – – – – – Meeting or exceeding standard of excellence Making significant contribution Outperforming other and succeeding Achieving rapid career progression Being recognize for significant achievement Managing Achievement Motivated People As they must perform well, need to out-perform others and have high standards of excellence: • • • • • • • • • • Be clear about objectives Avoid unstructured discussions Give them responsibility Delegate authority Reduce administrative work Give frequent feedback Agree measurable performance Review performance regularly Focus on their results Be systematic Affiliation drive • Need to established and maintain personal relationships • Concerned with: – Being part of the group or team – Being liked and accepted – Being involved with others – Desire to minimize conflict – Being recognized for the role within the team Managing Affiliation Motivated People As they need warm personal working relationships, like to be part of a team, wish to be liked and accepted: • • • • • • • • • Avoid being abrupt or cold Show interest in their personal circumstances Share information with them Avoid physically isolating them Emphasize the “we” Give praise for good work Avoid criticizing them Ensure social contact Recognize and praise their team role Power and influence • The need to have power to influence or impress other • Concerned with: – Influencing through position – Having control of situation – Having greater responsibility – Building a reputation – Being recognized thorough status/position Managing Power and Influence Motivated People As they need power/position to influence or impress others, need recognition, & want control of a situation: • • • • • • • • • Assign them a project leadership role Demonstrate the importance of the project Ask them for ideas and suggestions Let them present concepts and results to senior management Demonstrate how they have influenced the situation Give them credit for success Keep them informed Avoid being autocratic with them Involve them in decision making Security Drive • Need to feel secure • Concern with – Need for stability (financial the most inportant) – Having result and regulations – Need for detail/facts/clarity – Desire to minimize risk and change – Being recognized for knowledge and skill Managing Security Motivated People As they need to feel secure at work in a financially sound organization, don’t like taking risks & take their time at making decisions: • • • • • • • Build confidence through recognition of their effort Concentrate on their strengths Provide information about the future Encourage their ideas and suggestions Avoid generating uncertainty Making them aware of support available Communicate frequently with them AGENDA • • • • • Introduction What is a Team Stage of Team Development Motivation Coaching Coaching • Improving performance at work, by turning things people do into learning situation, in a planned way, under guidance. – Improving Performance – Using a range of learning experience to bring about improvement – Things People do – Which become opportunities from which all parties can learn – Guidance – Where the coach transfer knowledge, skill and experience Method • G - Goal • R - current Reality • O - Options • W - Will Established the Goal • Define and agreed a goal • Goal must be SMART SMART Meaning Specific – Objectives should specify what they want to achieve. Measurable – You should be able to measure whether you are meeting the objectives or not. Achievable - Are the objectives you set, achievable and attainable? Realistic – Can you realistically achieve the objectives with the resources you have? Measurable Specific Achievable Time Realistic Time – When do you want to achieve the set objectives? Current Reality • Understand current condition, position • Find more existing information to solve the problem • Coaching Question: – What is happening now ? – What, who, when, how often ? – What is the effect or result of that ? Explore the Options • Work together with team member to explore the option as much as possible • Offer own suggestion but let team member decide • Coaching questions: – What else you could do ? – What if this constrain were removed? – What are the benefit or downside of each options? Establish the Will • Commitment from the team member about specific action • Questions – So what will you do now . and when? – What could stop you moving forward? – And how will you overcome it? – Will this address your goal? – How likely is this option to succeed? – What else will you do? Source and Reference • • • • • • http://www.mindtools.com http://www.learnmarketing.net http://id.wikipedia.org/ http://humanresources.about.com/ http://www.amazon.com http://www.presentationmagazine.com/