Session 6 Flashcards
Servant Leadership 3 steps:
• define vision
• align people to that vision
• motivate people to pursue the vision
Assess / Measuring Team Member Performance to:
• identify strengths, weakness, aspirations, and preferences
• discover opportunities for improvement
Assess/ Measuring Team Member Performance Predictive
• use formal and informal assessment methods
• conduct assessments, one team members join and then monitor progress
Assess/ Measuring Team Member Performance Adaptive
• self organized agile teams in psychologically safe environments assess and regulate their own performance
• the focus in the team, rather than individuals
Performance Assessment Tasks Predictive
• compare performance to goals
• reclarify roles and responsibilities
• deliver positive as well as negative feedback
• discover, unknown or unresolved issues
• create an monitor individual training plans
• establish future goals
Personality Indicators- DO
• use the exercise as an icebreaker or team building activity
• use results as predictors not absolutes
• always seek permission and explain use
Personality Indicators- DON’T
• make fixed assumptions or judgments based on results
• sheer anyone’s personal information without permission
Personality Indicators- Measurement Tools
• Big Five Personality Model (OCEAN)
• Myers-Briggs Type Indicator
• DISC
Personality can affect the following:
• what role you have within the team
• how you interact with the rest of the team
• whether your values (core beliefs) align with the team’s
Psychological team roles
• results orientated
• relationship focused
• innovative, and disruptive thinkers
• process and rule followers
• pragmatic
Five Main Components of Emotional Intelligence
• emotional self awareness
• self regulation
• motivation
• empathy
• social skills
Empathy
• Provides a foundation of understanding the motivations of other people
Dimension of Empathy- Inward Teams- helps individuals
• understanding of others
• service orientation
Dimension of Empathy-Outward Teams- helps teams
• develop others
• leverage diversity
• have political awareness
Social Skills- High Performing Team members adapt to the following:
• communicating
• building bonds
• collaboration and cooperation
• catalyzing change
• managing conflict
• influencing
• leadership
Motivation Elements- Achievement/Drive
• set up goals, take chances
• strive work success
• discover how to upskill
• minimize uncertainty
Motivation Elements- Commitment
• make decisions based on team core principles
• realize benefits of holistic participation
• sacrifice to fulfill company goal
• search for opportunities to achieve team mission
Motivation Elements- Initiative
• work hard toward goals
• inspire others through extraordinary feats
• seize opportunities
Motivation Elements- Optimism
• hope to succeed; don’t fear of failure
• perceive reversals as under your control
• work toward goals regardless of barriers
How would you Monitor Stakeholders & Their Engagement
• update grids at key intervals
• use analysis and expert judgment
• keep a record of the reasons for placement to enable needed change or improvement
• tailor management strategies and actions to individuals, in addition to their place in the grid
Communication
Two Way Street
• Active Listening
~ enables collaboration
~ requires listener to provide feedback about what they heard by:
~~~ re-stating
~~~ paraphrasing
~~~ using body language such as nodding the head
~~~ confirms understanding and builds trust
• Effective Feedback
~ clear, specific and offered in a timely manner
~ objective and critical
~ positive if received and understood as objective
~ negative if misunderstood or there is a lack of trust and psychological safety
How to Collaborate
• optimize understanding of aims and expectations through open dialogue and meaningful communication
• engage continuously
• accept that engagement levels may fluctuate
• keep discussions transparent
• ensure stakeholders are knowledgeable and expectations are set
•leverage communication and interpersonal skills, feedback and meeting management
•maximize the feedback loop- gain meaningful insights
• use effective tool— e.g. shared whiteboards
Example of Collaboration Tools- Information Radiators
~Kanban boards
~~ help visualize work
~ White boards
~ Wikis
~~online text document
~ Fishbowl windows
~~ engage multiple participants in a focused discussion
•enable open communication and collaboration
~ electronic, physical or both
Collaboration Activities
• daily stand up meetings
• colocated or face to face working
• schedules sessions— e.g., milestone reviews, backlog refinement sessions, project update meetings
• pairing or coaching, as in knowledge transfer
• negotiations
Stakeholder Engagement Assessment Matrix SEAM
• use expert judgment, emotional, intelligence, and interpersonal skills to assess stakeholders
• update the SEAM regularl and often
Training
• learn skills for use in the present
~ individually or as a group
~ aka “upskilling”
~ on any topic
Coaching
• learn how to apply new skills or improve existing ones
~ individually or as a group
~ puts learning into practice
Mentoring
• development of personal and professional growth through long-term professional relationships
~between a novice and a more experienced person
~ Internal or external to projects or organizations
Gap Analysis
• perform to identify required knowledge, skills or attributes
Diversity of training and coaching offerings
• soft skills
• technical skills
• part of team-building or fun/informal activity
When to schedule training
• close to the time of solution implementation
When to conduct a cost-benefit analysis
• to determine the potential value in cost savings — e.g., replacing outsourced labor
How to measure training outcomes for improvement
• post training performance assessments
• observation of knowledge or skill improvement
• certifications- badges, letter from awarding body
• discuss and share training outcomes in team retrospectives
Ineffective conflict management leads to:
• destructive behavior
• animosity
• poor performance
• reduced productivity
Effective conflict management leads to:
• improved understanding
• better performance
• higher productivity
Conflict Management Roles
Predictive & Hybrid
• all team members and stakeholders are responsible for managing conflict
• project managers influence the direction and handling of conflict through interpersonal skills and servant leadership
Conflict Management Roles
Adaptive
• what team is in power to resolve conflict; the team can facilitate resolution
Causes of Conflict Context
• competition
• differences in objectives, values and perception— this can be ideolog
• disagreements about role requirements, work activities and individual approaches
• communication breakdowns
• projects are unique and team members not worked together before
In a psychologically safe environment:
• view disruption and innovation as connected
• encourage exchanges and disagreements
• prevent escalation to conflict
How to handle conflict
Predictive
• use preferred ways of managing conflict from the team charter and ground rules. Provide guidance and resources to help the team.
How to handle conflict
Adaptive
•agile teams include conflict management strategies in their way of working (WoW) and are supported by a culture of trust
Management Objectives
Managing your Team
• use clear objectives to guide productivity and encourage aspiration
• set objectives collaboratively with team members
• create challenging, yet attainable, objectives
~ at the start of a project or phase
~ throughout the project life cycle, as in an iteration planning session
Communication Matrix
• help you proactively plan communications on a project
~help keep key players in the loop
Communication Management Plan
•organize and document the process, types, and expectations of communication
Recipients of reports and the desired frequency are noted on:
• stakeholder engagement plan
• communications management plan
Lea’s Level Model of Conflict
- A Problem to Solve
- Disagreement
- Contest
- Fight/Flight
- Intractable Situation
• Adress at level 1 so it does not exceed to another level
Interpersonal Skills to Manage Conflict
Emotional Intelligence
• use empathy to understand and diffuse situations
Interpersonal Skills to Manage Conflict
Influencing
• persuade parties to reconsider or change their tone, approach, or mindset
Interpersonal Skills to Manage Conflict
Leadership
• steer others in a more positive direction
Interpersonal Skills to Manage Conflict
Decision- Making
• offer a solution to move the situation forward
Interpersonal Skills to Manage Conflict
Active Listening
• Listen to personalized, accusing language and bitter or caustic tone, defensive or aggressive physical postures
Conflict Management Approach
Smoothe/Accommodate
• emphasize areas of agreement
• concede position to maintain harmony and relationships
Conflict Management Approach
Withdraw/Avoid
• retreat from the situation
• postpone the issue
Conflict Management Approach
Compromise/ Reconcile
• incorporate multiple viewpoints
• enable cooperative attitudes/ open dialogue to reach consensus and commitment
Conflict Management Approach
Force/ Direct
• pursue your viewpoint at the expenses of others
• offer only win/lose solutions
Conflict Management Approach
Collaborate/Problem Solve
• incorporate several viewpoints and insights from varying perspectives
• requires cooperative attitude and open dialogue
• search for solutions that typically lead to consensus and commitment
Continuious Improvement (CI)
• an ongoing effort to improve products, services or processes through small, incremental improvements or large breakthroughs
• a business strategy developed at the organizational level for projects to adopt and use
• typically implemented by an organization’s PMO and or a “structured learning” approach or CI framework such as Agile or Six Sigma
