Building Leadership Skills on Project Teams

I recently had the pleasure of sharing this as a presentation at PMI HNL Professional Development Day 2015 and enjoyed the feedback that I've incorporated into this posting to continue to share and build on thoughts that makes us successful when working with people!

If you want a different outcome, ask yourself what are you doing differently to achieve this outcome.

Requirements

Understand that project teams are made up with people of diverse experience & expertise; while valuable to the team, realize that they each take a different view of the challenge at hand

Physically displaying items – whether in pictures of end result or large words posted on the wall – help clarify and ensure everyone is literally on the same page.

Consider “Draw the Pig” icebreaker – instructions available at:  http://www.whiteman.af.mil/shared/media/document/AFD-130408-056.pdf  

Risk

Draw out the potential outcomes (comic strips are great for actions) – how likely are they to occur?  Are they worth prioritizing? 

Getting Feedback

Post ideas on a large easel sheet of paper (one idea per page) and post in a common area.  Leave markers and encourage people to comment over a few days.  Great for identifying what’s in and out of scope!

Listening

Listening is about asking the right QUESTIONS (not the right answers – if you knew the answer, why are you asking the question?)

Listen to all the information the person shares versus focusing on just what you want to hear – you may miss out on valuable information!

Get a scribe – someone NOT a stakeholder to take notes so that you may engage with your stakeholders.  Then review afterwards with the scribe and highlight key insights from your listening.

Process Definition

How a process works is sometimes better to see in person.  If you can’t physically see the action then act it out (think charades!). 

Brainstorming

Use the “Red Cup” or other object – one idea per person, must say an idea before passing, can only say one idea and continue for a short amount of time with a hard time limit (push people to go faster!) – focus is on QUANTITY not quality.  It removes the “analysis paralysis” by focusing on the object while getting equal participation by all, regardless of position or expertise.  There are no right or wrong answers, just ideas to grow on.

     Question from presentation: Brainstorming in this way could still allow influence on others - YES!  Participants, even though the focus is on equal pariticipation by all, could still be influencing others; however, the goal of brainstorming is quantity.  If you're more focused on not influencing, then anonymous techniques (via email and a facilitator) or non-verbal techniques (using post-its on a wall) may be preferred.  Adjust to your situation!

Prototyping

Build something a user can interact with – SHOW what the envisioned end result is, do not tell them.  Give them something to interact with.

Prioritizing

Write out each item on a post-it, one per post-it.  Then provide stakeholders with poker chips (or other voting item) and have them vote.  They can place as many as they want on each, but no “buying” more.                                                     

Just TRY it!  And build on Lessons Learned!

More Thoughts on BA's and Change

 
  As in prior posts of Words of Wisdom for BA's, I had summarized some further thoughts on leadership and managing change in the Business Analysis profession.  I figured this was a good "Monday morning food for thought" type of post such to charge you up ready for another week in the challenging world of business.

Comments and thoughts are welcomed and continue to lead change from wherever you find yourself!

More Words of Wisdom for BA's (Part 2 of 2)

Continuing on my last post regarding the amazing discussions taking place at Building Business Capability (BBC) Conference 2013, sponsored by the International Institute of Business Analysis (IIBA), business analysts and other professionals continued to garner insights from discussions around change – incremental versus transformational.  Do you know the expected type of change demanded of the organization before you begin an engagement?  What are their expectations around timeframes, costs and impact?  Small scopes might imply incremental change, leaving harder challenges for later as showing any progress would be more meaningful than exists today.  Larger scopes coming from the top down around new visions and transformations refer to transformational changes that are more permanent.  These will take more time and cost, but go back to the objectives – what is the overall goal of the engagement and get the owners to understand that their objectives and expectations are going to need to match up to the time and resources required to get them there.  An interesting thought for those who love to capture processes – if the new process is so different from the current, only spend limited time documenting the current one as it will have little matter once the new process is in place.  Utilize your resources carefully such that they spend their time on the most valued activities on the critical path to success. 

Back to innovation, a great thought was shared that smart leadership should only create the container, the space for the activities to occur.  Limited boundaries keep things focused, but then allow all creativity to exist within that space HOW they go about implementing the process.  As long as objectives are met (the box you’ve given) the details should be trivial on the execution.  Knowledge workers will look to simplify their own lives and streamline operations into efficiency without being scripted by those unfamiliar with the process.  One can destroy innovation if they put too much pressure on the process versus delighting the customer, internal or external in the end solution.

And finally, consider your own role as a BA and what leadership skills you are sharing with your teams.  To help differentiate between a project manager and BA, often a whole debate in itself, consider how you present the value of your role outside the project.  Rather than focusing on scope, highlight how determining which projects should be undertaken is inherently more valuable to the organization.  Move from software to systems and how individual pieces and projects work together to support the overall business objectives.  The shift should be from requirements focus to becoming a visionary, innovator, strategist and leader.  These roles are so needed and ask any PM – I bet you often they have little time nor authority to consider the solution being put into place and are so driven by deadlines and narrow objectives that having a BA around to see before and after the project would be greatly welcomed!  A great thought I heard was make sure that a project isn’t just being done to satisfy a debate between two competing technologies.  Ask if the technology itself is even needed – that will solve the debate quickly!  But too often this occurs where two options are considered without holding true business value in the forefront, regardless of technology solution.

I love the closing thoughts that to improve your own BA skills, elicit requirements from those you work with on what they require from you.  We spend so much time on requirements definition we often forget ourselves.  Ask your stakeholders and use some of that input as guidelines or benchmarks and then seek opportunities to improve these skills.  Better execution of the old models is not enough, but encourage yourself to innovation and reinvent your approaches!  Know your own strengths and surround yourself with others with different strengths so that you become more diverse.  Remember, trust, an important part of relationships, is a two-way streak.  Ask yourself if you are worthy of the other person’s trust.  And a final note – people follow people who get things done.  Keep your word and use your energy and many others will follow willing to help!

Levers of Innovation

I was SO incredibly fortunate to be able to share some thoughts for spirited discussion around change and organization development with the International Society of Organization Development.  Practitioners, professionals, students, researchers, educators, and excited minds interested in change all came together to share thoughts and build our awareness of the OD world and the passionate people who support and engage in the efforts!

When talking about change, working with organizations, what better place to start than what I find myself doing working with Innovation at Bank of Hawaii?!  Too often people hear 'innovation' in the financial industry and they remain stuck around the idea of technology - the mobile and online evolutions many of us use today.

But these very "innovations" are what's pushing the industry to look at things differently, asking 'How Might We' consider another way.  And with the ever-changing environment - regulations, economy and interest rates - coupled with competing against a 150-year old legacy of risk-adversion and security,  the  challenge quickly increases to avoid "becoming irrelevant." But how does one innovate if the competition hasn't created the product yet?  How can you be at the top of your market if the market isn't even existing?

I started considering that my role is not to create that 'end product' that's innovative, but rather my goal became to facilitate others to work, improve, change and consider new approaches such that when we look back, we would say "yeah, we're an innovative organization!"  So if this is my true role, then I began to look what 'levers' were out there that gets you do to something.  What makes you act?  What stops the person who does the same exercise everyday and simply reflect (assess)?  Then, what gets you over the barrier to try something?  And based on that attempt, not only take the feedback and modify, but then repeat the cycle?  These are how I defined levers.   

Too often we react to items - this is how we often see the action to try something new.  I love the example that you would not call budget analysts "innovative" in general, nor tell them to go "innovate the budget."  They're good analysts, they like the numbers black and white.  But what happens if you tell them to cut the budget by 20% across the organization?  Now you might get some innovative solutions as they talk to each other and consider options on how to remove that 20%!

While we can identify those things we react to, my goal would rather be prepared and act before we are forced to!  Avoid irrelevancy, we're proactively leading our charge into a successful future.  But this is going to take some re-assessing our current situation and approaching from a more holistic endeavor.  We need to expose our team to possibilities, get them trying new tools and being more customer focused than product/profit focused.  Consider how you can leverage the social rewards of employees thanking each other in ad hoc ways (vice the formal structure of management rewards).  Let's build an open and creative environment where we keep the boundaries of the business, but the team is free to try ideas and experiment with processes within the flexible arena of the organization.

There's something to understanding these levers and working with them so that you not only slowly move the entire culture, but you begin to make tracks in showing the complete turnaround into an innovative organizations.  And what's best is YOU didn't do it - you get the organization to change their ways!

Encourage Problem Sharing...but Always Bring Ideas with You

I love this article’s thoughts around ‘problem’ – “can bring any problem, as long as bring at least three ideas for a solution.” Encouraging sharing of challenges AND the ideas that surround them. And the ideas don’t have to be the best solution, just something to plant the seed. Many times these issues arise from those most involved with the work performed, yet they are so removed from the end source that it is hard for them to see a true solution. However, when you encourage them to share their ideas, you are getting end user feedback and insights that a ‘back office’ would never be appreciative of.

You ask someone why they perform a task the way they do and you get the answer “because I was told to” (often by a managing or senior person). This is NOT a bad answer, but perhaps the wrong question. Consider then if you asked the person next “if they could change anything about the process, what would it be an why.” If you’ve established some trust with this person, I’m sure they’ve envisioned many ideas on how to improve the process, create better quality while freeing up more of their time to innovate further.

How are you encouraging others to not just uncover areas of improvement but to encourage the generation of impactful ideas?
Read Adam Bryant's Interview with Jennifer Dulski, COO of Change.org, here.

Changing Habits

Chanaging Habits

It's not What you do, it's HOW you do it...

     How do you teach Innovation?  How do you help the manager assigned the most challenging position of his career, as articulated here by Doss (Forbes, 2013)?  Innovators in business must address both sides of the coin - change culture while providing results to keep the business not only afloat, but ahead of its competitors.

   The trick - don't teach something, get them to CHANGE.  If you change habits, these are longer lasting tools that can help them solve any problem, regardless if it's an innovative change or the daily work log.  And don't just let them change at work - encourage them to change at home so that innovative approaches are constantly looked for and not just a 'hat' they have to wear when they come to work.

Consider the following:

• Currently: Presume what people want
• Try: Asking for Feedback
• Currently: Say why we can't do something
• Try: Asking "How Might We....?"
• Currently: Decide "no" without asking first
• Try: Hearing them out before judging
• Currently: Do it because it's always been done that way
• Try: Asking Why?
• Currently: Quickly (and often harshly) criticize and idea that was shared
• Try: Thanking people for sharing ideas regardless of outcome
• Currently: Work in stovepipes
• Try: Radical collaboration - get people completely outside the project for their insights
• Currently: Avoid Risks
• Try: Valuing Rewards - rather than focusing on risks
• Currently: Too busy for Training
• Try: Making time to improve - even if a few minutes a day
• Currently: Direct/Assign Change
• Try: Participating - this may be more motivating to others than you realize

Habits to do:

• Reward yourself for doing something different - even if it's just a self-pat on the back, celebrate!


• Excite - yourself and other.  Things are always easier when people are motivated, even if a mundane task, make it out to be the change of the century.  Motivated and happy workers are hard workers!


• Try, Try, Try - do not let one 'no' take hold.  While eventually one items should come to fruition, the more you try, the more others see you and you then encourage them to try - this is greater organizational change than teaching people to try testing items first.

A few thoughts but if you make them habits, you become an approachable person with a mind to not solve problems, but to provide solutions as you consider that there might always be an option - this makes you a valued team member in any organization!

It's Not What You Do, it's HOW You Do It

Attitude is everything!

In a few days, I've heard people tell me that they love my attitude, even one person "admired my positive attitude and upbeat optimism."  That only puts more spring into my step!  When you enjoy what you do it makes it easy to move forward, to press on in the face of opposition and overcome those barriers, innate or forced.

I just finished Tim Brown's Change by Design and how they use Design Thinking to change organization's approaches to create truly successful products, marketing campaigns, business strategies and even the organization themselves.  Have an open mind to consider What's Possible...being interested to TRY...being EXCITED to be part of a new idea - these ideas seemed to resonate as you read the stories of how IDEO looked at 'problems' and turned them into 'opportunities.'  After reading it, I considered my attitude and what are those elements that are critical to successful organizational change.

1. Understanding: With the Bank, we're focused on bottom lines, on the numbers, the revenue, the customer profitability - but what about the WHY?  There are people here for 30+ years - what makes their work so fascinating that they want to continue to do it day after day?  Listen to their stories - get their empathy and understand what appeals to them.  Find that idea and share it with them.

2. Motivate: Now you know their secrets - get them EXCITED!  They already like the concept, so continue to do anything that makes it seems exciting!  Take operations - day-to-day job, and now you're going to improve a process by making small changes.  The person still does the same job everyday, same results, but now they save themselves 10 minutes a day.  When you share this is 50 minutes a week, over 3 hours a month and then almost a full WEEK of work by the end of the first year - think how much other stuff you can do!  Now their skills are excited and ready and willing to be applied to the project.

3. Continue to Drive: We've all seen the exciting presentation, everyone all 'amped up' afterwards, but then not even a week later, things are back to how they were, no changes.  Your job as lead cheerleader is also to continue to drive to completion.  Don't let it languish, highlight those milestones and keep everyone moving!  And the biggest thing - don't be afraid to get your hands dirty!  Ask what you can do to help!  This only motivates others when they see you, busy as you are, wanting to help them!

4. Celebrate: Everything can be celebrated!  But it's that coming back and touching those points that people remember.  And celebrate in front of others!  You should always praise in public (remember the introverts and not over do it!), but more importantly do it often!  Not just when the project finishes but throughout the process.  Using people's names and celebrating their efforts is what's remembered that you'll have a loyal following for your next innovative effort!

Do you have other ways you keep that positive attitude and drive forward changes in your innovations?  Would love to hear the stories!