Materi Bengkel Gamelan 13-Nov-2014 Team Leadership
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Transcript of Materi Bengkel Gamelan 13-Nov-2014 Team Leadership
Team Management
Team ManagementLEADERSHIP
Team ManagementLEADERSHIP
9 Chapters
9 ChaptersChapter 1 : How We Got HereChapter 2 : The Anatomy of a Game Developmnet CompanyChapter 3 : How Leaders Are Chosen, Are Supported, Perform, and WhyChapter 4 : A Litmus Test for LeadsChapter 5 : Leadership Types and TraitsChapter 6 : The Project Team Leader : Roles and ResponsibilitiesChapter 7 : The Departement Leader : Roles and ResponsibilitiesChapter 8 : Difficult Employees, Underperformers, and Bad LeadsChapter 9 : The Effects of Great Team Leadership
Chapter 1How We Got Here
Industri yang tumbuhsangat cepat
Art - Programming - Company
GDC 2001GDC Art Directors/Lead Artists Round Table
‘‘How does your company select leads?What are your criteria?’’
Career Path Management Issues
The Cost of Poor Leadership
Chapter 2The Anatomy of a Game Development Company
Small Company OrganizationOverview
Strengths of the Model
very light management loadProduction Focused
dynamiccost effective
adaptableCommunity
Communication
Weakness of the Model
‘‘family’’ levelunprofessional practicesPotential Bottleneck
WARNING!WARNING!WARNING!WARNING!WARNING!
Things to consider at this stage:
bikin handbook buat krubikin jadwal review kru
daftar role and responsibilityminta masukan soal fitur studio
rencana pertumbuhanbiasakan meeting berjadwal
Chapter 3How Leaders Are Chosen, Are Supported, Perform, and Why
goalnya menemukan orang yg tepatdan mencocokan dia dengan role di perusahaan
The Ideal and the Real
The IDEAL
production cycle >> yg perform bagus di produksi >> dimentori >>ditawari naek jadi lead/sub lead >> ngerjain beberapa project >> ditawari mau ke management atau di produksi
The Real
CASE STUDY
Wrong Person, Wrong Rolemantan manager di perusahaan entertainment
Right Person, Wrong Rolemultihat, founder syndrome
The Best Available at The Moment Failure to Provide Support
There Is No ‘‘I’’ in Delegateini elu Be
A Tale of Two LeadsAnak lama dan Anak baru
Lessons Learned
Tidak bisa menjabarkan tanggung jawab sebagai lead
Jika ada penjabaran yang jelas maka akan lebih mudahuntuk mendapatkan calon lead dari dalam
dan juga menjadi filter yang baik jika mencari dari luar
Chapter 4A Litmus Test for Leads
The Traits, Practices,and Motivation of the Ideal Lead
THE TRAITS
The Cheerleader-GeneralAccountabilityCommunication
PRACTICES
Building Soft SkillsThe ability to talk and listen effectively
Empathy, awareness, and observationSelf-awarenessSelf-confidence
Cooperation and the ability to resolve conflictsOutgoing personality
Model the Behavior You Want
Formal and Informal Trainingfor Soft-Skill Development
Build Your Ideal Leader: An Exercise
please choose :eight most important personal traits
andtwo most important professional skills
PERSONAL TRAITS- Honest- Intelligent- Wise- Has a sense of humor- Outgoing- Persistent- Passionate about the product- Compassionate- Decisive- Generous- Consistent- Responsible
- Trustworthy- Ambitious- Humble- Spirited, upbeat- Calm under pressure- Is a good mentor- Patient- Logical- Fair/equitable- Ethical- Is a consensus builder- Charismatic
Professional TRAITS
Prior game-production experience
Prior game-management experience
Familiarity with current game-production practices
Adept at office politics
Great speaking and writing skills
Expertise with project-planning tools and concepts
Why Do Leaders Want to Lead?wrong answer vs right answer
Chapter 5Leadership Types and Traits
Leadership:- Presents and champions a vision to a team- Is people-focused- Inspires team members to perform to the best of their abilities- Defines an ultimate goal
Management:- Turns vision into reality- Is project-focused- Makes it possible for the team to work at maximum efficiency including scheduling, performing reviews, and tracking efforts
- Develops strategies to accomplish goals
Leadership StylesDirective.The goal of the directive style is immediate compliance. This style is best employed in crisis situations.It is considered a negative motivation style.
Visionary.The visionary-style leader mobilizes people toward a goal.This style is best employed in situations where a change of vision or clear direction is required.It is considered a positive motivation style.
Affiliative.The affiliative-style leader promotes team harmony and focuses on conflict resolution.This style is best employed to heal divisions within a team, especially during stressful points in projects.It is considered a positive motivation style.
Leadership StylesParticipative. The leader involves the team in decision making and fosters commitment through team participation. This style is best employed to promote an emotional commitment by highly valuable team members.It is considered a positive motivation style.
Pacesetting. The pacesetting-style leader personally demonstrates excellence and expects others,through self-direction, to meet the modeled expectations.This style is best employed in shorter-term projects with staff who need little guidance with respect to quality or pace.It is considered a negative motivation style.
Coaching.The leadership style focuses on mentorship and on the long-term career development of team members.This style is best employed in long-term projects. It is considered a positive motivation style.
Control Versus Influence
Chapter 6The Project Team Leader: Roles and Responsibilities
Chapter 7The Department Leader: Roles and Responsibilities
Skip ya~
Chapter 8Difficult Employees,Underperformers, andBad Leads
BLAMERS
Cynics, Complainersand Surly Folks
Bad Leadskerja semaunya sendiri
kelakuan gak baikminta ganti posisi
Resolving DisputesBefore They Enter the Fistfight Stage
Work-related disputesvs
Personal disputes
Gather information
Sampaikan pada Masing- Masing pihak
Kumpulkan kedua pihak
Follow up
Chapter 9The Effects of Great Team Leadership
A Foundation of Trust
Increased Retention
Improved External Perception
Greater Company and Team Morale
More-Capable and Supportive Teams
Healthier Employees
Improved Succession Outcomes
Demikian~
terimakasih ^^