LEVERAGING DIVERSE PERSONALITIES TO ACHIEVE ENHANCED PROJECT PERFORMANCE MATRIX-MANAGED TEAM LEADERSHIP Susan G. Schwartz The River Birch Group [email protected].

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Susan G. SchwartzThe River Birch [email protected]

“You Can’t Control The Results;

All You Can Control Is The Process”

Max Scherzer, Detroit Tigers

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EVOLVING ENVIRONMENTS

“The coming age of evolution won’t be driven by physical adaptation, but by human consciousness, creativity, and spirit.”

Pierre Teilhard de ChardinJesuit Paleontologist

1881-1955

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TEAMS

“A small number of people with complementary skills who are committed to a common purpose, performance goals, and common approach for which they hold themselves mutually accountable.”

Jon Katzenbach

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MATRIX TEAMS

Enables people to collaborateacross organizations enabling them to:

Focus on multiple business goals Distribute information more efficiently Improve budget management ~ economies of

scale Increase responsiveness to market demands

MATRIX TEAMSStaffed by individuals from:

Different functional groups

(different managers) Different geographies

(virtual teams) Outside organizations

(partner vendors)

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MATRIX TEAMSMATRIX TEAM CHALLENGES

Management can hinder success:

Competing or conflicting group objectives and/or loyalties

Non-coordinated resources and work plans

Insufficient communication vehicles between groups

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MATRIX TEAM ~ POSSIBLE RESULTS

Dispersed, complex jungle

Isolated people who become less & less aware of organizational happenings

Crippled collaborative abilities

IT’S THE PM’S CHOICE

COMBATIVECOLLABORATIVE

Project Manager

DIVERSITY OF WORK STYLES(THE WHO)

The whole is greater than the sum of the parts

Belbin Model ~ nine team rolesAction-orientedPeople-orientedThought-oriented

Best teams contain a balance of work styles

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CREATING COMPLEMENTARY COLLABORATIVE RELATIONSHIPS

Psychological Inventories Identifies Personality Types Myers-Briggs DISC

Understand innate personality traits Manage self better Manage work and social interactions

Certified Psychometricians

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DIVERSE RELATIONSHIPS DISC TOOL EXAMPLE

Driver Influencer Steadiness Conscientious

Values CompetencyConcrete Results

CoachingCreative Expression

LoyaltyHelping Others

QualityAccuracy

Motivation WinningCompetition

Social RecognitionRelationships

CooperationOpp. To Help

Opp. To Gain KNShow Expertise

Limits ImpatientSkeptical

ImpulsiveDisorganization

IndecisiveToo Accommodating

Overly CriticalOver Analyze

Fears Being Seen as Vulnerable

DisapprovalBeing Ignored

Loss of StabilityOffending Others

CriticismBeing Wrong

CommunicationsRequirements

Bottom LineBe Brief

Share ExperiencesAsk Questions

Be AmiableAllow Time to Clarify

Focus on FactsMin. “PEP” Talk

Needs Others Who Will:

Weigh Pro/ConRecognize Needs

Focus on FactsSpeak Directly

React QuicklyBe Firm w/ Others

Delegate TasksMake Quick Dec.

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GROW MODEL (THE WHAT)COACHING FOR IMPROVED PERFORMANCEGoal

How will you know you have achieved your quest?

Completed task Resolved Problem

Current RealityFully describe the starting point

What, who, when, how often Cause and effects

OptionsWhat is possible?

Other options Remove a constraint Benefits/downsides Key decision factors

WillEstablish Follow-up Action

Defined action and schedule Potential challenges When is goal accomplished

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ACCOUNTABILITY (THE WHY)

Clearly Defined Goals and Expectations

Individual/Group Performance Ownership

Set realistic and “stretch” metrics Active communication among team members Peer guidance and counseling Objective performance evaluation and project learning Evolutionary process and procedures

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LEVERAGING MATRIX TEAMSSUMMARY

Strengths and Weaknesses Collaborative partnering across team matrix Honest assessment of current reality Options ~ brainstorm, review, and evaluate Connection ~ contact and communicate Accountability ~ role model

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Susan G. SchwartzThe River Birch Group

[email protected]

703-395-1219