Effective R&D teams have the right people with the necessary skills and attitudes, a clearly defined project goal that the team understands and buys into, and a supportive culture created by strong leadership. This culture allows teams to adaptively pursue goals while rewarding both team and individual successes. An effective leader focuses on assembling the right team, clarifying the purpose, and building an environment where open communication and risk-taking can drive the team to finish strong and deliver results.

1. Building EffectiveBuilding Effective
R&D TeamsR&D Teams
BUILDING AND MAINTAINING EFFECTIVENESS
CHAD ROUE, VICE PRESIDENT OF R&D, PULSARCHAD ROUE, VICE PRESIDENT OF R&D, PULSAR
VASCULAR
JUNE 26, 2014

2. Effective R&D Team Building – What 2
does an effective team look like?
Why are teams considered successful?Why are teams considered successful?
Delivery
FocusFocus
Adaptability
Finish effectivelyFinish effectively

3. Effective R&D Team Building – What 3
does an effective team look like?
What made these teams successful?What made these teams successful?
Strong leadership
Clear Purpose
Di it f b k d / i i t tili dDiversity of backgrounds/viewpoints utilized
Open communication even in conflict
Culture that rewards team successes as well as individual successes

4. Why are teams effective 4
(or ineffective)?
Four Primary Components affecting team/projectFour Primary Components affecting team/project
success
People
Skill sets IQ/EQ balance attitudeSkill sets, IQ/EQ balance, attitude
Project
Achievability, clarity, relentless pursuit
Environment/CultureEnvironment/Culture
Management’s support for creativity & risk-taking, celebration of
team successes, recognition of individual contributions
Leadershipp
Energy, credibility, EQ/IQ balance

5. The Right Peopleg p

6. Recreating the Conditions of Success 6
-How can my team look like those teams I consider to be
effective?
People
Primarily chosen for skill sets (initial screen)
Subject Matter Experts
Proven technical capabilities
Great start, but high-performing teams tend to have high emotional intelligence as
well
If you can’t get along you won’t move along
Attitude
Open to working and succeeding as a team vs. Me, Myself, and I-centric
Leadership response to team members performance & attitude

7. Recreate the People 7
People can be managed up or down
Even the most talented team needs management and leadership
Build on the skills and energy present in the team
Low-performers/difficult peoplep p p
Most (but not all) can be managed up
This skill separates the managers from the true leaders
Make the most of what you goty g
All cylinders firing vs. relying on self-starters only

8. The Projectj

9. Create Clarity of Purpose 9
Why does this project matter?Why does this project matter?
What is our goal and why?
Why do we care?
Wh /h d t ib ti tt ?Why/how does my contribution matter?
No ‘participation trophies’ here – it ALL matters
Everyone wants to be successful at their job – give them a piece of the
successsuccess
This often takes coaching, mentoring, and cheerleading
It takes real effort, but payoff can be huge
Damage can be huge as well if done incorrectly

10. Create Consensus - 10
or a close facsimile of it
Agreement on clearly defined deliverables - from all sidesAgreement on clearly defined deliverables - from all sides
Project statement/definition/etc.
Timelines and assumptions stated unambiguously
With t t l d l S i i iblWithout agreement on a clear end goal– Success is impossible
What does success look like if you don’t spell it out?
Don’t need to agree on ‘the best way’ just on ‘a way’
As the leader – you will need to rally your team to this goal

11. Pursuing the Goals 11
The Project PlanThe Project Plan
Planning is crucial of course but upfront knowledge is
always imperfect
It’s not about the journey – it’s about unyielding focus
on the finish – don’t get hung up on hiccups
Flexibility to adapt to shifts in landscape andFlexibility to adapt to shifts in landscape and
incorporate new information are required for success

12. Staying on Track 12
Scope creep vs smart choicesScope creep vs. smart choices
Know the difference
Evaluate and decide (quickly)
Team leader must be unwavering in pursuing the team
goals, but be able to change tactics or revisit goals
based on new evidence
Pitfalls: Indeterminacy vs. stubborn insistence on staying the
course
Effective leaders need to know the differenceEffective leaders need to know the difference

13. Finish Strong 13
Know when the project is completeKnow when the project is complete
Avoid the endless cycle of ‘just one more thing’
Products can ALWAYS be improved –you always know more at
th d f th j t th did i th b i ithe end of the project than you did in the beginning
Remember that thing about successful teams DELIVERING?
Deliver great products, not the unattainable ‘perfect’ product
Nothing is perfect – EVER!
Hand the product over COMPLETE
But plan on spending time after the hand-off

14. 14
The Environment
Creating a success-oriented culture

15. Culture is Critical 15
Company cultureCompany culture
In larger companies - hard to affect overall culture
In small companies – you create your own culture
C t lt i ithCreate your own culture in either case
Safety in taking reasonable risks while maintaining accountability
Celebration of successes (team and individual)
Healthy competition is fine, but everyone must be enabled to succeed
Key Ingredient: Everyone wants to feel successful at their job and to
contribute to something and feel valued for that contribution

16. Motivation as Part of the Culture 16
Reward/celebrate victories as they occurReward/celebrate victories as they occur
Opportunities to build energy
Builds momentum and creates hunger for more success
Feeling successful is importantg p
Be a great example – motivates others to follow
If you care – the team is more likely to care
If you work hard – the team is more likely to follow you
. . . . . . . You are always being evaluated and critiqued
Create connections between individual success and team
success
Find the balance to create the desire for teamwork LeadersFind the balance to create the desire for teamwork - Leaders
challenge is to ‘keep all the plates spinning’ all the time

17. Open Communication 17
Easy to fall into destructive behaviors that kill communicationEasy to fall into destructive behaviors that kill communication
Ongoing dissent / “I told you so” attitude
Backchannel gossip or backstabbing
T ki d dit d i d ditTaking undue credit or denying due credit
Facilitating communication
This is where you really need to bring the patience be the example
Body language speaks louder than words
Perception is reality – set the tone for others to follow
If you tolerate it – you condone it and eventually you own it

18. The Leadership 18

19. Leadership 19
‘CEO’ of the teamCEO of the team
Must bring and create energy – ENDLESS AMOUNTS
Cheerleader for team accomplishments
Coach to keep team focused and executing
Counselor - Understand each team member’s needs and set
everyone up for success (their success = team success =
ll )overall success)

20. Leadership 20
Primary responsibility for:Primary responsibility for:
People – choosing, motivating, managing
Project – Definition, direction, focusProject Definition, direction, focus
Culture – Success oriented, safe & secure,
participation required and acknowledged

21. 21
People
Leadership
Project Culture

22. Close out Project 22
– Are We There Yet?
Approach Avoidance Syndrome
“If only we added . . . . “
S f t t t d t iScope creep frustrates team and stymies progress
Court agreement on project success (above and below)
This is the time to celebrate a success
The next project is the time for ‘what ifs’
Is product good enough for launch or not?
Which shortcomings must be addressed NOW vs next
time

23. Close out Project 23
-Hand off ,But Support
Be sure you’re done when you hand off (usually to Mfg )Be sure you re done when you hand off (usually to Mfg.)
Provide great ‘after the sale’ support
Helps the product succeeed
Creates confidence in the team That’s effectivenessCreates confidence in the team – That s effectiveness
Post-mortem
Where did team work especially well
What shortcomings were encounteredWhat shortcomings were encountered
What did you learn? What can you do differently as the leader?
Build your own portfolio of skills and ideas to help identify improvements
to team makeup and culture to complement your style and skillsp p y y

24. Summary 24
Effective teams
Have great people
(Intelligence and capability)(Intelligence and capability)
Believe in and clearly
understand their goals
Have a safe and supportiveHave a safe and supportive
culture that allows them to
relentlessly pursue their goals
and rewards them for their
efforts and successese o s a d successes
Have a leader who creates
and maintains all of these
aspects