[email protected] engr-10_lec-15_teamwork_leadership.ppt 1 bruce mayer, pe engineering-10:...
TRANSCRIPT
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt1
Bruce Mayer, PE Engineering-10: Intro to Engineering
Engineering 10
TeamWork &
LeaderShip
Bruce Mayer, PELicensed Electrical & Mechanical Engineer
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt2
Bruce Mayer, PE Engineering-10: Intro to Engineering
The Need for Engineering Teams
Increasing Technology Content• Complex Engineered Systems Have too
Much Information Content for Any One Person to Address
Speed• Time-To-Market Often Means the
Difference Between Profits & Losses• Teams Allow work to Be Done in
PARALLEL (at the Same Time)
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt3
Bruce Mayer, PE Engineering-10: Intro to Engineering
A Team What is it? A Team Is A Small Group Of People
With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and Approach For Which They Hold Themselves MUTUALLY ACCOUNTABLE
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt4
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Attributes
Common Goal• This Must Be Clearly Communicated to
Generate a Feeling of Common Purpose
Leadership• A Critical Function To Keep The
Team Focused
Complementary Skills• Resources are Limited; Each Team
Member Should have a CLEARLY DEFINED and UNIQUE Role
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt5
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Attributes cont.
Effective Communication• A CRITICAL Leadership Function• Honest & Productive Communication is
Needed for Design/Solution Integration
Creativity• A “Close Knit” & Motivated
Team Generates Creative Energy Thru Goal-Oriented Interaction
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt6
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Attributes cont.2
Collegial Relationships• Problem Children Need Not Apply• Team Engineering is an Intensive, Dynamic
Endeavor– Discourteous Behavior Saps the Energy
Solid Game Plan• Another Critical Leadership Function
– Shows the Team a Path to SUCCESS– More Later on Leadership...
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt7
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Growth Stages
FORMING (orientation) • Tentative interactions• Polite Discourse • Concern Over Ambiguity (odds for success?)
STORMING (conflict) – • Criticism of Ideas • Poor Attendance• Hostility and/or Polarization (“taking sides”)• Coalition Forming
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt8
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Growth Stages cont STORMING cont.
• Strong LeaderShip is Crucial To Keep The Team Focused on the Task At Hand
NORMING (cohesion) – • Agreement on Procedures • Reduction in ROLE-AMBIGUITY • Development of a Code of CoOperation
Based Upon Current Experiences• Increased "WE” Feeling
– Replaces “IT” or “THEM/THEY”
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt9
Bruce Mayer, PE Engineering-10: Intro to Engineering
Team Growth Stages cont.2
PERFORMING (performance) • Decision making• Problem Solving• Mutual Cooperation• High Task Orientation• Emphasis Placed Upon
Performance & Production
ADJOUNRNING (dissolution)• MISSION ACCOMPLISHED (Hopefully)
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt10
Bruce Mayer, PE Engineering-10: Intro to Engineering
TeamWorking Task-List Identify the roles in the group, including my own Plan and make decisions with others Contribute/share key information and ideas to the
discussion, activity or project Show empathy - understand others' needs, opinions, and
points of view Cooperate with others to achieve the group's goals Deal with differences within the group with respect Actively participate in the activities of the group and
share the successes Provide leadership to the group, if necessary, by motivating the
others, taking the initiative, keeping everyone involved and encouraging the group to adapt to change
Going along with the group's decision (followership) Accurately read situations and relationships in order to
effectively deal with others and get the work done Contribute to an collegial work environment
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt11
Bruce Mayer, PE Engineering-10: Intro to Engineering
Engineering 10
Leadership
Bruce Mayer, PELicensed Electrical & Mechanical Engineer
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt12
Bruce Mayer, PE Engineering-10: Intro to Engineering
How The Troops View the Commander
Leadership - One Definition:• LEADERSHIP is NOT to solve problems but to
CREATE an environment in which problems are solved.
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt13
Bruce Mayer, PE Engineering-10: Intro to Engineering
Class Exercise WhiteBd List
What are Some Important Attributes and/or Characteristics of an Effective (as opposed to likeable) Leader?
1. ?
2. ?
3. ?
4. ?
5. ?
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt14
Bruce Mayer, PE Engineering-10: Intro to Engineering
Mr. Carvalhiera’s Team Structure
Finance
Product Manage-ment
Project Manager
Marketing
OperationsEngineering
TeamLeader
Quality
• New Product Introduction Manager – Subproject Leader• Manufacturing Engineering• NPD Procurement• Tooling• Test Engineering• Packaging Engineering
• Product Assurance – Subproject Leader• Production Quality• Supplier Quality Engineering• Software Quality Assurance• Technical Assistance
• Systems Engineering – Subproject Leader• Electrical Engineering• Mechanical Engineering• Software Engineering• Acoustic Engineering• Engineering Services
• Product Marketing – Subproject Leader
• Channel Marketing• Sales• PR• Advertising
• Finance – Subproject Leader• Information Technology
• Product Management – Subproject Leader• Industrial Design
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt15
Bruce Mayer, PE Engineering-10: Intro to Engineering
The Challenge: Engaged v. Disengaged Working Population “Engagement” Definitions
• Engaged Loyal and Productive• NOTengaged Just Putting in Time• DISengaged Unhappy and Spreading-Discontent
The Statistics = 26/55/19
19%
55%
26%
0% 10% 20% 30% 40% 50% 60%
DISengaged
NOTengaged
Engaged
US Working Population
Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pp 88-98, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )
Bottom Line:1 in 5 Workers is a “Problem-Child”
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt16
Bruce Mayer, PE Engineering-10: Intro to Engineering
LeaderShip Research Abounds
Some Of The Best is in Silicon Valley• J. M. Kouzes & Barry Z. Posner of
Santa Clara University (SCU)– “The Leadership Challenge: How To Keep
Getting Extraordinary Things Done In Organizations”, San Francisco: Jossey-Bass, 1995.
– “Credibility: How Leaders Gain and Lose It, Why People Demand It”, San Francisco: Jossey-Bass, 1993
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt17
Bruce Mayer, PE Engineering-10: Intro to Engineering
More Leadership Research
“On Becoming A Leader” by Warren Bennis (1994)• A Noted Leadership Researcher
“On Leadership” by John Gardner (1993) “Leadership is an Art: by
Max DePree (1989) U.S. Army Handbook (1973)
• Military Leadership
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt18
Bruce Mayer, PE Engineering-10: Intro to Engineering
Leaders are Born AND Made
Trait Theory• Some personality traits may lead people
naturally into leadership roles
Great Events Theory• A crisis or important event may cause a
person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person– Often happens with SHY but COMPETENT
people
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt19
Bruce Mayer, PE Engineering-10: Intro to Engineering
Leadership Can Be Learned
Transformational Leadership Theory• People can choose to become leaders.
People can LEARN leadership skills
Surveys of “Followers” Suggest The Important Characteristics of a Leader• Use these characteristics to form the
foundation of your own Leadership Style
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt20
Bruce Mayer, PE Engineering-10: Intro to Engineering
Characteristics of Admired Leaders - Big Four
87
71
68
58
0 10 20 30 40 50 60 70 80 90
Honest
ForwardLooking
Inspiring
Competent
Ch
ara
cte
ris
tic
1993 U.S. Respondents: % of People Selectingfile = LeaderShip_Nov98.xls
Ref = J. M. Kouzes & Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It, San Francisco: Jossey-Bass, 1993
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt21
Bruce Mayer, PE Engineering-10: Intro to Engineering
Characteristics of Admired Leaders - Middle Ten
49
46
41
38
34
33
32
30
28
27
0 10 20 30 40 50 60 70 80 90
FairMinded
Supportive
BroadMinded
Intelligent
StraightForward
Courageous
Dependable
Cooperative
Imaginative
Caring
Ch
ara
cte
ris
tic
1993 U.S. Respondents: % of People Selectingfile = LeaderShip_Nov98.xls
Ref = J. M. Kouzes & Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It, San Francisco: Jossey-Bass, 1993
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt22
Bruce Mayer, PE Engineering-10: Intro to Engineering
Characteristics of Admired Leaders - Little Six
14
13
10
10
5
5
0 10 20 30 40 50 60 70 80 90
Mature
Determined
Ambitious
Loyal
SelfControlled
Independent
Ch
ara
cte
ris
tic
1993 U.S. Respondents: % of People Selectingfile = LeaderShip_Nov98.xls
Ref = J. M. Kouzes & Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It, San Francisco: Jossey-Bass, 1993
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt23
Bruce Mayer, PE Engineering-10: Intro to Engineering
Principles of Leadership
Set the example (Lead by Example) Know your people and look out for
their well-being (they will return loyalty) Be technically proficient (study & learn) Make sound and TIMELY decisions Know yourself and seek self-improvement Seek responsibility and TAKE
RESPONSIBILITY for your actions
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt24
Bruce Mayer, PE Engineering-10: Intro to Engineering
Principles of Leadership (cont.) Keep your people informed Develop a sense of responsibility
in your people Ensure that tasks are understood,
supervised, and accomplished Train your people as a team Use the full capabilities of your
organization• Stretch The Limits to Achieve more
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt25
Bruce Mayer, PE Engineering-10: Intro to Engineering
The Process of Leadership
1. Challenge the process • First, find the process that you believe
needs to be improved the most
2. Inspire a shared vision • Next, share your vision in words that can
be understood by your followers
3. Enable others to act• Give them the tools and methods to
solve the problem
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt26
Bruce Mayer, PE Engineering-10: Intro to Engineering
The Process of Leadership cont.
4. Model the way • When the process gets tough, get your
hands dirty. A BOSS tells others what to do...a LEADER shows it can be done.
5. Encourage the heart • Share the glory with your followers' heart,
keep the pains in your heart.– Be Optimistic; Don’t Let
The Team Get Discouraged
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt27
Bruce Mayer, PE Engineering-10: Intro to Engineering
Engineering 10
New ProductDevelopmen
t Bruce Mayer, PELicensed Electrical & Mechanical Engineer
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt28
Bruce Mayer, PE Engineering-10: Intro to Engineering
7 Stage-Gate New Product Devel. Process
Stage1. Idea Generation
2. Idea Reshaping and Exploration
3. Preliminary Analysis: Very Small (Screening) Projects
4. Detailed Analysis and Early MultiFunctional Project Development
Gate1. Screen Versus
Management Idea-Criteria
2. Screen Versus Management Idea-Criteria
3. Screen Versus Management Analysis Criteria
4. Screen Versus Management Analysis Criteria
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt29
Bruce Mayer, PE Engineering-10: Intro to Engineering
7 Stage-Gate New Product Devel. Processcont.1
Stage5. Major MultiFunctional
Project Development
6. Commercial Launch
7. Commercial Success• We Hope…
Gate5. Screen Versus
Management Development Criteria
6. Screen Versus Management PreLaunch Criteria
7. Management Post-Implementation Review
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt30
Bruce Mayer, PE Engineering-10: Intro to Engineering
Universal New Product Devel Success Curve
1
10
100
1000
10,000N
um
ber
of
Idea
s
1 2 3 4 5 6 7
Stage of NBD Process
3000 Raw Ideas (Unwritten)
300 Ideas Submitted
125 Small Projects
9 Early Stage Devel.
4 Major Devel.
1.7 Launches
60% Success Rate from Launch (1/1.7)
Only 1 out of 125 Patents-GRANTED yield commercially viable products
Ref = G. Stevens, J. Burley, James; R. Divine, “Creativity plus business discipline equals higher profits faster from new product development”, Journal of Product Innovation Management, vol. 16, no. 5, pp. 455-468 , 1999
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt31
Bruce Mayer, PE Engineering-10: Intro to Engineering
AppendixDetailed Description
of Kotler’s GatesBruce Mayer, PE
Dir. System Design EngineeringFeb03
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt32
Bruce Mayer, PE Engineering-10: Intro to Engineering
Kotler’s Stage-Gates
Ref = O. Jones, G. Stevens, “Evaluating Failure In The Innovation Process: The Micropolitics Of New Product Development”, R & D Management , vol.29, no.2 , Page: 167-78
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt33
Bruce Mayer, PE Engineering-10: Intro to Engineering
Kotler’s Stage-Gatescont.1
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt34
Bruce Mayer, PE Engineering-10: Intro to Engineering
Kotler’s Stage-Gatescont.2
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt35
Bruce Mayer, PE Engineering-10: Intro to Engineering
Kotler’s Stage-Gatescont.3
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt36
Bruce Mayer, PE Engineering-10: Intro to Engineering
Product Development Failure MechanismsSource = Sohpeon/TelTech Mar02
Studies Identify Leading Cause of New Product Failure
It's startling. At a time when companies are investing more than ever before in new product initiatives to boost sales and market share, an estimated 56% of the resources spent on the development and launch of new products is squandered on products that either never make it to market or fail upon arrival. What's more, only about one in four new products that formally enter development ever become a commercial success. Those are the findings of studies by product development expert and Product Development Institute co-founder Dr. Robert Cooper.
Why the low success rates? The leading cause of new product failure, according to research done by Dr. Cooper, is inadequate market appraisal (e.g., customer needs assessment, competitive analysis and understanding market drivers and trends. Cooper found that detailed market assessment was either seriously deficient or outright absent in 74% of 1,500 new product projects studied. Even a basic or preliminary market study was lacking in 46% of the projects.
Other deterrents to new product success included product problems/defects, lack of marketing support, higher-than-anticipated development costs, poor timing and unexpected competitor strengths and reactions. Many of these pitfalls can be linked to not having the right information and knowledge at the right time.
The "right time" is most often early in the product development process. In fact, the more resources invested in these initial stages, the greater the likelihood of success. Cooper found that successful products typically require about twice as much money and 1.75 times more person-days than unsuccessful products. Yet, on average, only about 7% of the development dollars ad 16% of the person days are devoted to these "make or break" activities.
See also Cooper's book, Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition .
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt37
Bruce Mayer, PE Engineering-10: Intro to Engineering
AppendixBuckingham’s 12 Qs
Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pg 95, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )
Bruce Mayer, PEDir. System Design Engineering
Feb03
[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt38
Bruce Mayer, PE Engineering-10: Intro to Engineering
12 Questions That Matter1. Do I know what is expected of me at work? 2. Do I have the materials and equipment that I need in order to do my
work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the past seven days, have I received recognition or praise for doing
good work? 5. Does my supervisor, or someone at work, seem to care about me as a
person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission or purpose of my company make me feel that my job
is important? 9. Are my coworkers committed to doing quality work? 10. Do I have a best friend at work? 11. In the past six months, has someone at work talked to me about my
progress? 12. This past year, have I had opportunities at work to learn and grow?