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[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt 1 Bruce Mayer, PE Engineering-10: Intro to Engineering Engineering 10 TeamWork & LeaderShip Bruce Mayer, PE Licensed Electrical & Mechanical Engineer [email protected]
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Engineering 10. TeamWork & LeaderShip. Bruce Mayer, PE Licensed Electrical & Mechanical Engineer [email protected]. The Need for Engineering Teams. Increasing Technology Content Complex Engineered Systems Have too Much Information Content for Any One Person to Address Speed - PowerPoint PPT Presentation
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Page 1: Engineering 10

[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]

Page 2: Engineering 10

[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)

Page 3: Engineering 10

[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

Page 4: Engineering 10

[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

Page 5: Engineering 10

[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

Page 6: Engineering 10

[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...

Page 7: Engineering 10

[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

Page 8: Engineering 10

[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”

Page 9: Engineering 10

[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)

Page 10: Engineering 10

[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

Page 11: Engineering 10

[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt11

Bruce Mayer, PE Engineering-10: Intro to Engineering

Engineering 10

LeadershipBruce Mayer, PE

Licensed Electrical & Mechanical [email protected]

Page 12: Engineering 10

[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.

Page 13: Engineering 10

[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. ?

Page 14: Engineering 10

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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

Page 15: Engineering 10

[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”

Page 16: Engineering 10

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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

Page 17: Engineering 10

[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

Page 18: Engineering 10

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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

Page 19: Engineering 10

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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

Page 20: Engineering 10

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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

Cha

ract

eris

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

Page 21: Engineering 10

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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

Cha

ract

eris

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

Page 22: Engineering 10

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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

Cha

ract

eris

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

Page 23: Engineering 10

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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

Page 24: Engineering 10

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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

Page 25: Engineering 10

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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

Page 26: Engineering 10

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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

Page 27: Engineering 10

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Bruce Mayer, PE Engineering-10: Intro to Engineering

Engineering 10

New ProductDevelopmen

t Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]

Page 28: Engineering 10

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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-Criteria2. Screen Versus

Management Idea-Criteria3. Screen Versus

Management Analysis Criteria

4. Screen Versus Management Analysis Criteria

Page 29: Engineering 10

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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

Page 30: Engineering 10

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Bruce Mayer, PE Engineering-10: Intro to Engineering

Universal New Product Devel Success Curve

1

10

100

1000

10,000N

umbe

r 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

Page 31: Engineering 10

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Bruce Mayer, PE Engineering-10: Intro to Engineering

AppendixDetailed Description

of Kotler’s GatesBruce Mayer, PE

Dir. System Design EngineeringFeb03

Page 32: Engineering 10

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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

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Bruce Mayer, PE Engineering-10: Intro to Engineering

Kotler’s Stage-Gatescont.1

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Bruce Mayer, PE Engineering-10: Intro to Engineering

Kotler’s Stage-Gatescont.2

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Bruce Mayer, PE Engineering-10: Intro to Engineering

Kotler’s Stage-Gatescont.3

Page 36: Engineering 10

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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.

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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

Page 38: Engineering 10

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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?