Teams that lead - IA Summit 2008
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Web Technology Group
Teams that lead
IA Institute Leadership Workshop
Mags Hanley
11th April 2008
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Introduction
• Mags Hanley
• Head of Consultancy WTG in London
• Manager and leader of teams for 10 years
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Example - PIPs
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Aim of this session
• Discussion about developing teams as opposed to individuals
• What are leading teams?
• What contributes to making a leading team?
• Where are we providing leadership?
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Aims of this session
• Understand how you develop and manage leading teams
• Create the right conditions for leading teams
• Understand the pitfalls
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An exercise
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Definition of a leading team
1. Teams that develop leading products, services or concepts
2. Teams that lead organisationally – work well together, have a cohesiveness and are highly functioning
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Conditions
Skunk works - Under the radar
Vs.
High-priority projects
Strongly defined pieces of work
Vs.
Ill-defined pieces of work
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Conditions
Autonomy vs. Highly structured
OR
Why do Agile methodologies get such great press?
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Length of time
• Project vs. Operational
• Project teams– Quick project– Ongoing long term project
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Motivation
• Status– Inside the organisation– Outside the organisation
• Intellectual exercise
• Pride of the products, ownership
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Reward and recognition
• Money
• Status
• More interesting projects vs. operational work
• Intellectual freedom
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Two models
Team of equals
Leader-based team
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Team of equals
• Needs a nominal leader – final responsibility to the client or stakeholder
• Usually made up a multi-disciplinary team, each well-thought of in their area
• Works well with clear definition of roles
• The team like and respect each other, therefore work well
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Leader-based team
• One strong leader able to communicate vision and drive the project
• Charismatic leaders
• Can go wrong so easily if there are problems with the leader
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Team mix and dynamics
How do you work out the right one?
Can you plan for these successful teams?
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Team properties
• Each person feels they are contributing
• Each person is respected for their part in the team
• There is leadership – of the team; of the idea
• BUT each person is recognised for their contribution
• They do something outstanding
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Team personalities
• The Agitator - Questions the status quo, outspoken • The Wild Card - Skill and dedication, if you can find the
key to motivating him• The Leader - Execution, ability to get team on board and
invested in new ideas • The Workhorse - Focus, work ethic, dogged
determination • The Glue - Communication — the glue that brings the
team together, especially in difficult times• The Expert - Vast knowledge of a subject area, its major
players, and its most useful sources of information
http://www.bnet.com/2403-13059_23-185372.html
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Case study
• Go to your worksheet
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Discussion
• What team structure would you develop for this team?
• How would you run it?
• What are the possible pitfalls for this project?
• How would you mitigate those pitfalls?
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Exercise
• Think of a new project at work that has potential to be leading
• Using the checklist consider:– Why does it have potential?– Who would you put on it?– What’s the shape of the team?– How can you put the environment in place to
make it leading?
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Discussion
Are there two people willing to talk about their project?
Places where you want some help and discussion from the group
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Questions and discussion
Any more burning questions?
Contact details
Mags Hanley