2018-06-25
昨日阅读1小时，累计阅读315小时
1. 今天阅读到的有价值的全文内容链接:
Team Leadership — Maximizing Potential
https://www.pmi.org/learning/tra ... rojectified-podcast
2. 今天阅读到的有价值的内容段落摘录:
Andy Kaufman
I've had the opportunity to interview a number of different people like John Connor from Harvard and I've may not get it word perfect but his definition is, they're, when we're doing leadership if we articulate, the vision, so we define that, we align people with it, we inspire them, despite obstacles. So that's a, that's a pretty standard, there's a place we need to go, and we need to get aligned you know people aligned there. I've had Jim on our podcast twice, he and his writing partner have sold millions of copies of the leadership challenge. And he says it is slightly different, it's, he goes leadership is a relationship between those who aspire to lead and those who choose to follow. Which I think is really good definition. In that, some people say, well I want that role Stephen, because I'll get a raise.
Second part of it, they choose to follow, which is important part. Because sometimes people think well I got the title, I don't care if it's project manager, I don't care what it is, if I've got the title, I'm the boss, but people, you could argue in, in many respects, everyone, everyone is leading a team, they're leading a team of volunteer employees. I mean they're volunteering their effort, they're volunteering, so when I'm talking about leadership I, I'm, it's, it's the broadest sense of on a personal basis, what, where do I aspire and how, who are, who are my, been asked to, to, to take this team and will, do they want to follow, will they choose to follow me? And not because necessarily I'm even the boss, maybe it's I'm trying to influence a stakeholder. but I want them to follow with the idea.
You can be on those definitions, there's this guy named Justin Menkes wrote a book Better Under Pressure. It's, it's actually my favourite definition of leadership, it is, maximising potential.
It's maximising potential, in ourselves, and in the people that we lead. And what I love about that one is, it, it, I think too often what we think is, Stephen when you run your projects, when I'm running my projects, whoever's listening to us, they're running their projects, we think our job is to hit a date, to deliver, but if we also load in the fact that it's to deliver results but it's to maximise their potential. And though it's not politically correct to say this, and please understand what I'm saying, not everyone has the same potential, they do as a human for sure, but some people don't, they want to stay technical. They don't wanna go into management, they don't wanna be in, you know, their, their potential, so it's, for every person around us, what can we do to maximise their potential? As we go about delivering and, that, that definition has served me well and am I maximising my potential?
It's powerful. And you can maybe even, if it maybe stretch it a little bit further that, much of what agile is, is maximising the potential of the value we can deliver? So this, it's, it's maybe somewhat related, how do we maximise the value of what we can get out of this project? How do we maximise the value out of the people around us, how do we, how do we maximise the value that we could provide. If we said you know what? I wanted to go to that conference that Stephen's at right now, but I just didn't take the time. They're not maximising their potential potentially. You know, it's like investing in their PMI chapter.
I've had over 250 coaching clients, and this has only happened once. But this person I was working with said, my boss, they, they sit at their cubicle, they sit on their desk, they don't, they, they don't make decisions. They, they'll, they just you know when we need something done, they'll, they'll be like oh well what do you guys think? And they, they don't, they don't lead. They, and, and at one point this person said I asked my boss like, don't you think you ought to make this call? And he goes, I don't wanna make this sort of call. You know, I don't want, I don't want to do this, and so, there's a, does it matter? Yeah he would say, it, it just, it it slowed everything down, things didn't get decided, people were unmotivated, another client he worked at, a place where the, VP was like six months from retirement?
Didn't wanna make any, any decisions, because, I don't want to screw it up. And yeah too often people think, well it's, it's just a small circle that's gonna be impacted by this lack of leadership, but really you look at those two examples, there's this ripple effect, of impact. From apathy, to entropy, you know it just slows things down, thinks break down, we don't innovate because of it so, I, I you know, I don't want to overstate it, but I, I think there's a way you could say that everything that we're working on, rises and falls on leadership.
And it does mean just on one person, but even a shared leadership, that we're all willing to say hey I'm willing to maximise my potential, I'm willing to, to grow and to learn from this, it, it, where are we going, what are roles of responsibility that's just like basic, blocking and tackling from project major.
I've had the opportunity to speak on every continent except Antarctica, I haven't worked on any clients there yet, but I was over in Kenya and I asked somebody about, tell me about your soccer team. And they're like, a lot of townspeople, they can't win a game. And it, it, that's a picture for the fact that a team is not just a collection of individuals, because you might even have strong individuals, but there's something about, it's more than just a group of individuals, even if there's talent there, there's something about that team, on mission together. Okay. And so I, I'm sure they're quite more brilliant academic definitions of it but the thing I'm looking for is we're a team, who, who even if we're not on, in a team, if we are the collection of individuals but we are on mission. And we are working together towards that same goal.
He's got a really good model, I mean there's plenty of models so it's, it's as good as any, and at the base of his team model, is trust. Okay so. I'm not gonna say this happens on a regular basis but just often enough. Where I'll tell you Stephen, you walk in, and it's like a fog. It, it, it's, it's people, you can just tell that there's a finger pointing culture, and people are all looking around, their shoulder and it seems like they're always covering their back side and so, so trust at the basis of, does it peak says, our people willing to be vulnerable with each other?
Or is there somebody, can somebody say you know what? Like in a daily stand up can they go, you know, I'm struggling with this. And I'm struggling with that yesterday, I need some help. That's a pretty good sign for a team.
He puts conflict right on top of that, is, is there artificial harmony? So, a way that I measure that one is, when a subject comes up, does everyone look at the boss first to see, how to answer? does, if the boss says something are people willing to be a bit of Devil's advocate so to speak, would they go well, Stephen I, I don't know if I agree with you on that. You know like, or, or, or what about this, as the academics call it, cognitive conflict versus affective. Cognitive is, it's, it's conflict. But it's, about, it's trying to move the subject forward, it's trying to get to a better solution and, and one of the things I work with teams on, Stephen is if they don't have cognitive conflict, that's not a good sign.
Yeah, so, we just give it to you in a story. There's a guy named Keith Murnigham who wrote a book called Do Nothing. Is the title of it. And his point is not that you do nothing.
That's the joke right? But he, but he goes, the higher you get up in an organisation, it should be perceived you're doing nothing. Now once again people go oh I know exactly it's like that, because, it's not that they're doing nothing, they're doing nothing in the day to day of today. They're looking further down the road, it's the premise of his book. Leaders need to look further down the road. One of the messages in the book, is you and I need to trust people more than they've earned.
And so I'll bring that up in like a keener version and I'll say alright, anybody have trust issues here? Anybody struggle with the fact, that he says we're supposed to trust people more than they've earned and everyone's like, yeah! I'll say why? And the pattern, is that people say this, they go, oh my name's of it Stephen. And if they drop the ball and my name's on it I get burned and you don't have to work too long before that's gonna happen and so as soon as you get, as soon as someone drops the ball, and my name is on it, and I look bad, and I take the hit for it, and so I think there are a lot of people, most organisations are pretty lean and I'm not talking philosophy I'm just talking just like staffing.
Right exactly, yeah and so it's the, listen, if I trust people more than they've earned, in fact his, his point I think would be, you have to because we're so, skeleton. You have to trust people more than they've earned, or you won't ever go home at night or you'll just be stressed out and so, you have, and to be fair to, if someone's earned a two, they don't say, give the person a ten. But if they are two, give them a four. And so that's some, sometimes the way we'll try to talk about it of, can you trust them a little bit more but I think a lot of times people feel like, you know, there are too many bulls eyes to go around and I don't want that bulls eye on me.
What's the business case for you know, it's, it's the, equivalent of we're taking that hill and the why, if people don't know the why, had the opportunity to Robert, the foremost researcher in writer on influence, and he's like, the word because, is the most influential word in the English language. If people don't know the because, if they don't know the why are why are we doing this, it's, it's difficult to kind of get alignment and and so at, at the high level I can't get anywhere with alignment if, if we don't know that. But the, the more complex answer is, how culture just factors I know the work you've done, you could do the whole episode on just how culture affects things like this, but to get a team to be aligned without understanding the culture, had the opportunity to interview Ed Shine, the MIT fellow who coined the term corporate culture, and after I interview him, I within less than a month, I was at a client and COO goes, Andy I want you help us change the culture here and so, I call Ed. I'm like, so Ed, a company wants me to help change the culture what do I do? And Ed must be in his 90s now, it was like talking to Yoda, I mean it was unbelievable.
He goes, you can't do it. And so, his, his point is, without, you can't do it from the outside. Anyway, his, his point was and there may even be exceptions to what he's saying but his point is, if they're not willing to do it, internally, you've, you've made a wonderful living doing that. Helping people, kind of think through and how do you change and do that. But his point is, that, alignment without understanding the culture of the organisation, and the history and the backstory, and the attitudes and behaviours that it's, it's much more difficult so, I like to say that I never knew more about having kids than before, I never more about child raising than before I had kids. Right.
3. 今天阅读的自我思考点评感想
1)Leadership is a relationship between those who aspire to lead and those who choose to follow. It's maximising potential, in ourselves,and in the people that we lead. It is not just leading to achieve aparticular defined objective, but may be maximising the potential ofthe value we can deliver.
2) Ateam is a collection of individuals on mission together. There should be artificial harmony as a team. Example: is it safe, to bringup conjuring opinions or do you kind of get looked at like dude?
3)Where the trust issue is coming from? Leaders need to look furtherdown the road. You and I need to trust people more than they've earned. The the issue is that are our people willing to bevulnerable with each other.
4)team alignment: alignment without understanding the culture of the organisation, and the history and the backstory, and the attitudes and behaviours that it's, it's much more difficult. To get alignment,you really have to understand the culture around it.
5)Models of self directed, self led, self-organising, teams:You can'tforce it, but you can set the conditions in which people will bemotivated.
6)Shared leadership:
7)How important is hiring for team effectiveness? Just oneperson on the team as a slacker who was a withholder of effort, or a jerk who was something like violators of social normsor something like that.
,drops the team performance is 40%.
8)We're most motivated if we only have a 50 to 70% likelihood ofsuccess.
9)You get what you tolerate, so the solution is to challenge them.
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