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Leadership tips

Easy ~ Straightforward ~ Practical Tips to Start Right and Stay in Touch. Leadership tips. Susan Nuttall Presented to: NWA PMI Chapter June 17, 2013. Susan Nuttall. Masters in Project Management – 1998 PMP since 1999, recertified 4 times Retailer (Sears – 20 years) Store management

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Leadership tips

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  1. Easy ~ Straightforward ~ Practical Tips to Start Right and Stay in Touch Leadership tips Susan Nuttall Presented to: NWA PMI Chapter June 17, 2013

  2. Susan Nuttall • Masters in Project Management – 1998 • PMP since 1999, recertified 4 times • Retailer (Sears – 20 years) • Store management • Product Development Manager • National Marketing Manager • Area Operations Manager • Information Technology (IBM – 15 years, Toshiba) • Managed technology projects for top tier retailers • Specialize in Point of Sale/Point of Commerce Find me on Linkedin: Susan Nuttall

  3. 4 Biggies • Create your own High Performance Team • Lead differently depending on the situation • Understand the shape of your project • Manage your time

  4. High Performance Teams 4 Stages of Team Maturity Norming Storming Performing Forming John Tuckman Get there as fast as you can

  5. High Performance Teams • Get busy doing routine tasks in Forming • Outline • Refine • Polish • Engineer opportunities for ‘Storming’ • Tight Time Box • Specific output • Scope of project • Risk Workshop • Organizational/Business/ System Context diagrams • Lighten your load in Norming • Remove ‘helpers’ • Greater accountability for individuals • When you ‘feel’ a change, reinforce the positive, or deliberately step back. 4 Stages of Team Maturity Norming Storming Performing Forming John Tuckman Get there as fast as you can

  6. High Performance Teams Binding Teams Together Personal Relationships Consistent Process Clear Roles Common Goals

  7. High Performance Teams Binding Teams Together • STAY AWAY from ‘fixing’ personal relationships issues • Some questions for reflection • What is the root cause of a relationship problem? • How can you tell if there is a problem? • Are process problems really where you think they are? • Are you solving inputs/outputs gaps? • Has anyone inadvertency ‘expanded their scope/role? • Did you explain where a new team member fits into the organization? • Is there enough room in your goals for each person to find a ‘place’? Personal Relationships Consistent Process Clear Roles Common Goals

  8. Action Points for Teams

  9. Situational Leadership Kenneth Blanchard

  10. Situational Leadership • Different people respond to different leadership styles • Change your approach depending on: • Competence & commitment.. • of the person.. • and the group. • Typically, Directing is more common in early phases, Delegating more common in late phases. Kenneth Blanchard

  11. Action Points for Situations

  12. Addressing Team Problems • Seek to understand • Is the team reverting to an less mature stage? • Do we have the same goals? • Teaming is not dating • Return to the basics • Talk about it -- today

  13. Understanding Project Shape • Different projects have different, interrelated characteristics that are important • These characteristics can help guide your leadership thinking and action • Is staffing model right? • How much detail in your schedule? • Where should project buffer be? • What expectations should the business have re: schedule? • Will resources be there when I need them? • Stakeholders committed? • Team performing? • Scope managed & realistic? • Schedule realistic? • Risks managed and reasonable? • Clear business benefits? • Delivery metrics important?

  14. Develop an Execution Strategy • Develop a simple radar chart • Helps to visually show relative value of factors • Develop your execution strategy to be sure you are focused on what is important • Change the factors to whatever is important to your project • Useful as a ‘private’ checkpoint Legend Important 3 So So 2 Not so much 1

  15. Another Radar Chart Example • Something new • “High touch” between associates and customers • Company will ‘spend what it takes’ • Could have a big business benefit, but it is too early to tell • Actions: • More feedback from associates • Focus groups • Attention to schedule details • Quality is front and center Legend Important 3 So So 2 Not so much 1

  16. The Gift of Time Management

  17. The Gift of Time Management • Spend time on items of High Value • Try to reduce High Urgency, High Value work • Plan your time on Low Urgency, High Value work • Don’t get sucked into spending mental cycles on High Urgency, Low Value work • Avoid Low Urgency, Low Value Work Are you creating this kind of work for your team?

  18. Conclusion • Try to apply what you already know in a more meaningful way • You can’t change people. You can influence the environmental factors around them. • Everything does not need to be measured and tracked • If you have the luxury of being on a high performance team, savor it. It doesn’t come along that often. • Enjoy the challenge and the satisfaction of Project Management work.

  19. Questions?

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