Team 1 “Pirates in Leadership”

1. Team 1“Pirates in Leadership” Mark Perew Sharron Wilson Laura Wickline

2. Books • Professional ReadingThe Time TrapAlec Mackenzie & Pat Nickerson • Course TextbookGroup Dynamics for Teamsby Daniel Levi sections on “Forming”

3. Overview • Time Log – Mark Perew • Inadequate Planning – Sharron Wilson • Expectations, Authority & Roles – Laura Wickline • Audience participation

4. Time Log

5. Time Log • Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent. Be careful lest you let other people spend it for you. -- Carl Sandburg • We each get the same amount of time • Use it well – Know where it goes

6. Time Log – Why? • Keep a time log • Get a fact based view of your time • Too busy? Then you MUST keep a log! • Too many variables? Then you MUST keep a log! • Log creates freedom, not restrictions

7. Time Log - Outline Top 3 “Red Zone” Diversions What got in the way? What went right? How was time planned?

8. Time Log - How • Technology doesn’t matter – Just keep a log • Code you log so it’s confidential • Make the data meaningful • Log in real-time – Can’t make it up later

9. Time Log - Key • Most important rule: BE HONEST

10. Time Log - Example Top 3 “Red Zone” Diversions 8:10 – 8:25 - Chat w/Roscoe on CM Docs Completed 1:25 – 1:40 – TC<Matt – Email Mig. 2:00 – 2:10 – TC<Ops – WC Tape 8:15 – 8:45 Complete Security Admin Training Plan 9:30 – 10:30 Analyze System Utilization Reports for Upgrade Projections 1:30 – 2:30Review & Comment on Installation Planning Documents

11. Time Log - Lessons • What did I learn? • Could have asked Roscoe to chat a little later • Perhaps early AM isn’t good “Red Zone” time • Call from boss often takes priority (but not always) • -- But this task was due last week • -- Option not to answer phone

12. Time Log & Teams • How does this connect to teams forming? • Forming takes dedicated time • Get to know team mates • Understand purpose and goals of team • Knowing your time lets you be flexible

13. Time Log & You • Knowing your time lets you plan • Knowing your time allows you time to plan • Knowing your time helps you set expectations • Sharron and Laura will be covering these topic in much more detail

14. Inadequate Planning

15. How Planning Protects Priorities • Overtime: not recommended for critical work • Are you planning or coping • Daily plans help you see what matters

16. Your Number One Take-Away On Planning • How to plan your mid-level tasks • Variety is not the spice of working life

17. Multiple Demands Require Greater Clarity • Your written daily plan: A must • Expect multiple gains • Plan team priorities: Spot threats early

18. Multitasking? Warning Your Boss Early • Helps your boss forestall any surprises • Why updating is a must

19. Three Barriers To Maintaining Priorities • Confusing priority management with time management • Unclear criteria • Fear of negotiating

20. Triage: Defined On Survivability, Not Scheduling • The field hospital model • Prioritizing tasks is comparable to a battlefield scenario

21. Set Your Criteria To Plan And Validate Work • Two generic rules for validating • Still worried about negotiating?

22. Planning: The Key To Good Parenting • Standards must be set • Planning enhances decision making

23. How Inadequate Planning Is Tied To Forming • When first formed, there is little work for groups • They spend time getting to know each other, which requires no planning • They will need to spend time planning how to do their assignments

24. Check Yourself • Do you focus on the top 20% of tasks, gauged by risk and value? • When short-range tasks compete with long-range tasks, do you break down the long-range tasks before deciding what gets done now? • Do you consciously define urgency as a secondary element, used as a tie-breaker between tasks of equal validity?

25. Undue Expectations, Confused Authority & Team Roles

26. Check Yourself • Do you focus on the top 20% of tasks, gauged by risk and value? • When short-range tasks compete with long-range tasks, do you break down the long-range tasks before deciding what gets done now? • Do you consciously define urgency as a secondary element, used as a tie-breaker between tasks of equal validity?

27. Bowing to Undue Expectation • When requests are sent: • Validity • Political sensitivity • Complexity • Costs, risks, or opportunities • Options • Whose consultation • Urgency

28. Bowing to Undue Expectation • Socializing and drop-in visitors • People like • Face time • Staying in “the loop” • Group Cohesion • Training in social interaction skills • Training in task skills “Hey, got a minute?”

29. Bowing to Undue Expectations • 5 ways to manage drop-ins: • Drop Box • Body Language • Put them to work • Hide • Post a note

30. Confused Responsibility and Authority Risks for the newly appointed Negotiate for clarity

31. Confused Responsibility and Authority Building Trust Requires two types of behaviors: Being trusting Being trustworthy • The key to good communication: TRUST

32. Team Roles • When Forming, roles are the cornerstone for a team to be successful • May cause stress: • Role ambiguity • Role conflict • Must be clearly defined

33. Team Roles Alec MacKenzie suggests: Appointees: Make a two-column chart Bosses: Give plenty of time for Q & A What you don’t know What you do know

34. Forming Teams In addition to social behaviors, groups need to insist on having : • Accurate job titles • A job description • An organization chart • An announcement made to all who are concerned • Performance evaluations

35. Recapitulation : • Time Logs are a must to avoid losing valuable time. • Inadequate planning leads to ineffective time management. • Undue expectations, confused responsibility and authority, forming teams

36. Questions?