High-Performance Collaboration: Leadership, Teamwork, and Negotiation
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This document summarizes a presentation on high performance collaboration through leadership, teamwork, and negotiation. The presentation was given by a panel that included professionals from Johns Hopkins University, Huntington Ingalls Industries, Ford Motor Company, and IBM. The panel discussed how leadership provides structure, teamwork propels efforts forward, and negotiation provides guidance and control. Effective leadership styles, the stages of team development, tips for teamwork, and keys to successful negotiation were some of the topics covered. The presentation emphasized that high performance collaboration is driven by balancing these three components of structure, propulsion, and guidance/control.
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High-Performance Collaboration: Leadership, Teamwork, and Negotiation
- 1. Dermawan Lorem ipsum dolor sit amet, consectetuer adipiscing elit. Aenean commodo ligula eget dolor. Aenean massa. Cum sociis natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Donec quam felis, ultricies nec, pellentesque eu, pretium quis, sem. Nulla consequat massa quis enim.
- 2. High Performance Collaboration: Leadership, Teamwork and Negotiation Rocketing towards Success Friday, February 8, 2019 3:45PM – 5:00PM Virginia Suite AB – Lobby Level, Marriott
- 3. GOALS and OBJECTIVES 1. Discover how leaders communicate through storytelling and employ other communication strategies to influence. 2. Explore and analyze leadership styles. 3. Identify how organizations can develop team charters to optimize their groups and develop a game plan for effective negotiation.2/22/2019 3
- 4. 2/22/2019 Danielle Hilliard, Presenting Panelist Johns Hopkins Univ, Applied Physics Laboratory Kevin Martin, Panelist Huntington Ingalls Industries Felicia Jones, Panelist Ford Motor Company Denise Evans, Moderator IBM Corporation
- 5. Collaborate Like a Aero Systems Engineer Structures – Propulsion–Guidance & Control • Leadership – Establishes structure • Teamwork – Propels the effort • Negotiations – Provides Guidance and establishes control 5
- 7. 2/22/2019 7
- 8. Leadership Listen more than you speak Encourage calculated risk Assess facts before a decision Demand accountability Respect all Praise publically and correct in private Expect people to do their best Solve problems with action Honor your word Effective communicator Example Setting Routine- Regimented
- 9. 9 • Storytelling is a powerful management tool • Stories motivate • Stories generate interest • Becoming a good storyteller is a key ingredient in being an effective business leader "Forget bullet points and slide shows. The best leaders use stories to answer three simple questions: Who am I? Who are we? Where are we going?" -- Elizabeth Weil in FASTCOMPANY "Leaders who create and tell engaging human stories are better communicators than those who can't or don't. I would state even further, that the ability to create and tell certain kinds of dramatic stories is not only a useful tool, but an essential prerequisite to being a first-class winning leader." -- Noel Tichy, in The Leadership Engine: How Winning Companies Build Leaders at Every Level “Forget about PowerPoint and statistics. To involve people at the deepest level, you need stories. Hollywood’s top writing consultant reveals the secrets of telling them.” Why Storytelling?
- 10. 10 • A story expresses how and why life changes. • All stories have protagonist who is usually the center of the story - can be a person or a team or event or a company. • It usually begins with a situation in which life is relatively in balance. • But then there’s an event that throws life out of balance. In business cases, it could be a time when a problem or an opportunity arises. • The story goes on to describe how, in an effort to restore balance or take advantage of the opportunity, the protagonist’s subjective expectations crash into an uncooperative objective reality. • Ultimately, all stories must have an outcome which can be positive or negative. • A good storyteller describes what it’s like to deal with these opposing forces, calling on the protagonist to dig deeper, work with scarce resources, make What is a story?
- 11. Together Everyone Achieves More (TEAM) Communication + Cooperation = Success Constant assessment and check on progress Ownership – clear roles and responsibilities, owning each persons path • How do you prepare for ownership • Encourage your team to stand up and lead • Delegate important responsibilities • Avoid showing favoritism • Open lines of communication • All should know the goals • Be ready to resolve minor issues
- 12. Team Stages Forming Storming Norming Performing
- 13. Tips for Teamwork 13 Impact Goals Communications Innovation Goals Key Decisions Risk Assessments Stakeholder
- 19. 2/22/2019 19 Professional Confident Honest Respectful Empathy WIN:WIN result Key Negotiation Tips
- 20. Effectively Managing Your Negotiations 2/22/2019 20 Conflict Resolution + Guidance & Control = NEGOTIATIONS
- 21. Summary High Performance Collaboration is Driven Through 3 Components 1) Structure (Leadership) • Many styles and approaches- never is a one size fits all 2) Propulsion (Teamwork) • We get no where on the hard problems without a team 3) Guidance and Control (Negotiation)
- 22. 2/22/2019 22 Kevin Martin Design Engineering Huntington Ingalls Industries Danielle Hilliard Aerospace Engineer Johns Hopkins University, Applied Physics Laboratory Felicia Jones Global Electric Product Manager Ford Motor Company Denise Evans, Moderator IBM Corporation Your Questions?
Notes de l'éditeur
- Denise speaks
- Denise introduces – 45 minutes for the panel completely. 25 minutes Q&A -
- My perspective is that I always view a problem- a team- project- situation as a system. More importantly I am by background an aero and so I tend to see leadership as the structure – the team as what makes things happen- your product, capability- software goes no where without team work and finally how you negotiate is the guidance and the control.
- Opportunity for Felecia to tell her story? Commanding has one primary pro – In a crisis this direct style can produce results. On the other hand is it worth devaluaing your colleagues, team members, and employees. In the end culture matters a lot and this will destroy it, Visionary these are individuals who build up others and bring positivity to the culture. They are the pacesetters- again super motivating but the pressure to always produce can undermine culture and overwhelm staff. Affiliative – In the end the People come First. They praise and nurture- there is a belonging that comes with the affiliate. The strengthen the emotional- loyalty bond. Improve moral big time. But if they are too effusive in praise will create opportunities where poor performance is tolerated. This is not a core leadership style it must be accompanied with other styles. The democratic Leader is focused on getting feedback and building an environment of trust. Building consensus is a thing they like to do – but that is ineffective when new ideas aren’t needed or short deadlines exist. Coaching- the coach says try this. Can see the strengths and weakness of a team and use them to balance. Very focused on individual pieces that can be integrated. Not very effective when dealing with strong personalities- may be able to coach some and persuade others with a different style. Coaching can adapt other leadership styles to get the job done.
- Kevin will expand on Communications and include communicating across generations (baby boomers, GenX, millennials, Gen Z ) with a story Kevin to expand on Forming teams comprised of people from different generations (baby boomers, millennials, etc) 5 Generations and some of the traits associated with them: Traditionalists were born 1945 and before. Traditionalist’s value hard work and sacrifice, and respect authority. They adhere to rules, and duty comes before fun. Prefers a more formal way of communicating. Baby Boomers were born 1946 to 1964. Baby Boomers are workaholics, resourceful, and desire quality. They’re team oriented and desire personal fulfillment. Prefers to talk face-to-face. Generation X were born 1965 to 1976. Gen X eliminates the task, wants structure and direction, and values a work/life balance. They are technology experts and independent thinkers. Prefers a direct-style of communication. Generation Y (or Millennial’s) were born 1977 to 1997. Gen Y is highly socialized, confident, and ambitious. They’re tech savvy, tolerant, and goal oriented. Prefers to communicate through email/voice mail. Generation Z were born 1997 and after. Gen Z are multi-taskers, self-starters, and internet dependent. They’re willing to challenge tradition, and value transparency. Prefers to communicate through texting
- Listening Strategies – opportunities to listen. Whether it is as a young leader or a more seasoned and experienced leader you can be caught in the trap of you know things. The reality is we are always evolving and exploring our leadership and work practices. Continuing to move forward is key. P Leaders have to work at their Leadership Skills. ex., Danielle has to work on how to listen more that you speak Felicia and Kevin can expand on Leadership Styles with brief comments/a story. Felicia manages global teams. She stated that Leadership styles, globally and culturally, must be flexible. Kevin stated that Leadership styles tie to your personality
- Leaders have to work at their Leadership Skills. ex., Danielle has to work on how to listen more that you speak Felicia and Kevin can expand on Leadership Styles with brief comments/a story. Felicia manages global teams. She stated that Leadership styles, globally and culturally, must be flexible. Kevin stated that Leadership styles tie to your personality Danielle’s Story for Story Telling- I need to trim I was working on an effort where I was the lead engineer and the program manager. I had several early career but talented engineering staff members. The problem they had was creating a cohesive story on their various trade studies. The first task I had was ensuring the story was integrated, through provoking, systematic and push through to a plan. The problem was there were holes. So I need to motivate the staff to fill the gaps in a time constrained manner. I helped them blend the trades together by seeking ways to share the responsibilities- taking on aspects of the assessment and briefing to share the work load- leading – I provided guidance for the story- I did not change- but challenged their story – I attempt to guide their trajectories to help them learn from my mistakes. Throughout the 4 years I lead this team I attempt to blend elements of story telling into the 6 ways to lead for these staff members. Each and everyone of these individuals has moved up in the career- they are chief engineers, line managers and one even took my old role as PM of the continuation of this effort. At each moment that Employee engagement- Kevin has a story. What's your approach to coaching? He is proud of his coaching to improve performance of others. Many of his employees have received promotions/advancements. He is reaching back and pulling up APL teaches a class "Crucial Conversations" (per Danielle). New at APL: The are using improv techniques. Danielle can expand on this. This can be used at work and at home (per Kevin) Self Awareness - Felicia has a story. She stressed 'be more aware of how you engage'. Be open to receive feedback & coaching. Receive and self-correct. Denise stated "Criticism is a Gift". It means people care and want to help you improve. Stories of not doing Criticism is a gift Do not derail yourselfhttps://www.google.com/search?biw=1536&bih=723&tbm=isch&sa=1&ei=m3ohXLvEN-KE_Qbmv77QBw&q=Aerospace+Rocket+Structures&oq=Aerospace+Rocket+Structures&gs_l=img.3...112091.113124..113435...0.0..0.66.423.7......1....1..gws-wiz-img.......0i8i7i30.0WUlX6VruKw#imgdii=THMFtYm8c76yxM:&imgrc=SUqHYWrkSzzu8M: Structures- Space Shuttle pictures
- Danielle - Leaders should be able to put a story together that helps to create the outcomes needed for a team to be successful. (next segment)
- Danielle will lead - Speaking of Teams Qualities of Good Team Comradery Appreciation- Recognition Belonging Voice that Matters Incentives Clear Goals Relevant Skills Mutual Trust External Support Internal Support Appropriate Leadership Good Communication Unified Commitment Why teams fail Work Load Team does not model the norms of behaviors that support teams Inadequate recognition for individual team members Team leaders do not control or release the team Teams are not given adequate resources Frequent changes in team membership Team members not taking ownership of their tasking Team charter is not known
- To give their perspective on teams Kevin – forming and Storming from Felicia – Norming and Performing ----------------------------------- https://www.brightrecruitmentgroup.co.uk/single-post/2018/02/07/9-strategies-for-building-a-high-performaning-team https://volersystems.com/v-2016/260-team-building-forming-storming-norming-performing/ As an engineering manager, team building–especially building high-performing teams–is critical to your success. Managers must understand how to get groups to work effectively across the organization and how to get tasks accomplished quickly to remain competitive. Understanding group development can help managers develop and shape their team. Leaders must be able to recognize and understand group behavior at its various stages. Back in 1965, Bruce Tuckman developed his initial model of the four stages of group development: Forming Storming Norming Performing https://volersystems.com/v-2016/260-team-building-forming-storming-norming-performing/ All groups must go through the initial four stages in order to become productive and deliver results. Forming Stage In the Forming stage, group members are focused on getting to know each other, learning more about what will be involved and avoiding conflict. At this stage, the group is highly dependent on the leader to answer their questions about the group’s purpose and provide direction. Storming Stage As the name implies, the Storming stage of team development involves some conflict. Group members may compete with each other for areas of responsibility and/or specific tasks. There can also be conflict about the goals and objectives of the project (or startup). For those group members who have previously worked together, formerly unresolved issues may even arise. Some conflict can be good as it can help work through issues, as well as determine whether or not the group will be able to work together. Ultimately, the group needs to gain clarity by working through its major issues, which allows them to move forward into the next stage. The leader’s role in team building during this stage is a significant one. It’s important to note that not all groups make it past this stage. The leader must stay positive and coach members in assertiveness and, where necessary, conflict resolution skills. Norming Stage After working through the significant issues, the group begins to coalesce and actually work as a team, supporting each other, and this is known as the Norming stage. During this phase of team building, responsibilities are clearly defined and the team begins to map out a plan to achieve its goals. The team’s leader is more engaged in team building at this stage to make sure everyone understands the plan. The leader facilitates and enables the team members. If the team’s objectives are not aligned, there can be mistakes and missed opportunities. Performing Stage In the Performing stage, the team begins to work individually and together as needed to make progress on planned tasks. The leader’s role in this stage of team building should be less involved, if the team has been given clear direction. In moving forward, the team members may realize responsibilities, processes and/or structure need to be adjusted on the fly, especially in a startup. If the team is focused on their planned tasks, these changes should occur smoothly. However, some teams may not reach this level of interdependence and flexibility. If that is the case, the leader may need to step in to assist the team through these changes. However, generally the leader is more involved with delegating and overseeing the process during this stage. Note that teams can lapse back into earlier stages, when changes occur with personnel or the project itself. Ideally, the end of this phase is the successful completion of the project. The team, which will potentially remain the same in a smaller company or startup, can now move on to the next project. Adjourning Stage About 10 years after Tuckman created his original 4-stage model, he then added a fifth stage, which is Adjourning. More often in the corporate world, cross-functional teams will be formed for a project and then disperse at the end of the project. In smaller companies or startups, more often a large portion of the company, if not the entire company, will be involved in various projects, so the Adjourning stage is not quite as significant, unless the company is disbanding. However, before moving on to the next project, it can be beneficial for the leader to overview with the team their successes and challenges (such as what they would do differently next time), as well as celebrating their accomplishment. Additional resource to dig deeper A good infographic with leaders’ tasks by SKMurphy, http://www.skmurphy.com/blog/2016/04/06/team-building/ “#E2sday: Better Together – Tuckman’s Stages of Group Development” by Mark Horton, Socialcast by VMWare, http://blog.socialcast.com/e2sday-better-together-tuckmans-stages-of-group-development/ “Forming, Storming, Norming and Performing—Understanding the Stages of Team Formation,” Mindtools’ “Team Management” section (includes 2 minute overview video), https://www.mindtools.com/pages/article/newLDR_86.htm “Tuckman forming storming norming performing model,” businessballs.com’s “Leadership/Management” section, http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm “Stages of Group Development: Forming, Storming, Norming, Performing & Adjourning” (7 minute video with free trial subscription) by Sherri Hartzell, MBA, Ed.D., Study.com, “Business 101: Principles of Management”, Chapter 8, Lesson 3, http://study.com/academy/lesson/stages-of-group-development-forming-storming-forming-performing-adjourning.html “Developmental Sequence in Small Groups” by Bruce Tuckman (50 articles), Psychological Bulletin, June 1965, $11.95, http://psycnet.apa.org/journals/bul/63/6/384
- Identify how organizations can develop team charters to optimize their groups https://blog.infodiagram.com/2015/07/diagram-on-making-smart-decisions-hr.html Danielle to cover Goals and Communications Kevin – Risk; Felicia will expand on Innovation & Ideas with a story
- Danielle- It is all about getting your navigation and control of the situation. develop a game plan for effective negotiation. GNC means Guidance Navigation and Control
- Felicia how do you prepare- examples
- Kevin how about leading a discussion like this what does it involve?
- This is Danielle’s Proposal- how do we get everyone on board- This is a great opportunity for Yes and Discussions- Propose- Danielle take this one. Talk about creating buy in with the Yes, and mentality. What Yes And can do for you- generate ideas more quickly, communicate effective , open a dialogue with staff and customer/s/sponsors Break down stovepipes
- Kevin - Bargaining Negotiations occur each and everyday. These may take the form of working with a peer from a partner organization where you both have an approach or solution to a problem and you need to compromise to move forward. The goal in engineering of course is never to give up on the performance you will giain from the system. If you are Comp Sci person you want fast and efficient code if you are a rocket scientist and optimizing your Anticipate the arguments Enlist experts Express respect Frame the task Stay Flexible Repeat and know your strengths versusthe opposing sides To carry on business from the Latin expression Criteria for negotiation Wise agreement produced Efficient Improve relationships
- Danielle to wrap us up Professional – Stay professional nothing should be personal in a technical discussion. We are humans and feelings do come into play however professionalism is always first and foremost. Confidence- If you have technical data and approach that you believe in stick to your position and express it with confidence Honesty- Staying true to the circumstances and being honest with your team is important- integrity is a Value attribute that should guide all teaming situations. Respectful – This goes hand in hand with professionalism. Empathy helps to give perspective from the other person WIN:WIN – Compromise is always paramount. While your solution may be valid another individuals perspective can be as well. Willingness to compromise so long as it doesn’t violate law or technical principals is important.
- The Importance of Crucial Conversations- Being open to Yes And- creates an environment ripe for negotiating and leads to well guided and controlled leadership and team.