Please login or join to subscribe to this thread
As those teams you mentioned, I would suggest Training and Practicing. But as a group. Think of group trainings like Team Building, etc..
Thank you for participating in this reflection and for your opinion.
As temporary projects and teams are organized according to projects, is it possible to achieve high performance through team building training and practice?
Why do you want them to perform similarly - is this about the "what" or the "how"?
If the former, then organization policies and standards should specify the delivery and control objectives which each team has to satisfy but how they go about doing that should be left up to them to determine based on their context.
Otherwise, this is a command-and-control model.
That may make sense for operational processes where we want consistent execution but if we accept that projects are unique endeavors then we need to provide teams with flexibility to discover their way of working within enterprise guidelines.
1. Make the team to feel passion and commitment that they are truly part of the team. Several techniques that can be used are recognising true talent using star of week or iteration etc.
2. Make them objectively participate in meetings and share their ideas. use their written as well as oral communication skills. Contain people who want to bragg in these type of meetings or idea-sharing. Create a uniform and balanced platform.
3. Have social activities through team building and other festive events etc. Make them to lead these initiatives and observe what talent they have outside work and understand their emotive as well as intelligent quotient during these initiatives.
4. Learning and Development programmes - Use HR and Learning functions to encourage teams to address their weaknesses through objective performance evaluation cycles.
5. Create an environment where you take a balanced approach to the issues encountered in the project instead of blaming culture.
It has really worked for me as I was able to motivate my core team for a period of 10 years in providing IT services and executing projects.
Dear Mr Luis, your observation is very pertinent because both teams achieve high levels of performance, however the training mode is very different.
1 - I consider the Formula 1 tire change team to be an operations team that relentlessly trains the same function, and where the need to react to change is low, the operation is always the same the risks are mostly known. I think the key to performance is the coordination of the members and their consistency.
2 - A team of seals, has a completely different training, because it is an agile team, each mission ("project") is unique, their training is tireless both mentally and physically, but always full of unknown variables, they are prepared for unknown risks, are self managed teams that although there is a hierarchy or ranks and functions assigned to each element, due to its versatility, the loss of an element does should not affect the team's functioning and performance. In their training the term team or family is synonymous because the priority is mutual support, the basis of success is the team is a matter of life and death so the team development reaches the extreme of mixing personal relationships with professionals, otherwise the spirit of group and mutual help will never reach such high levels in any company.
The training component is so important as the work is for it self this
is rarely achieved in other common workplaces.
Finally a very important part that contributes to the success of these teams is the concept of discipline that is rooted in their minds and actions, which allows the coordination of their actions to reach levels difficult to reach in common workplaces.
Thank you for making them.
Let's go to the example of formula 1:
1950 - Changing Tires and Fueling - 67seconds
2013 - Changing Tires and Fueling (with greater safety and comfort for a team and better results for the driver and vehicle) - 1.92 seconds
Analyzing the history of humanity we can group it into 5 great ages:
- Hunter / Collector
- Information / Knowledge Worker
Farmer's yield 50 times higher than the best collector hunter
Industrial Age Productivity Is 50 Times Higher Than Family Farming
What is the challenge in the age of the knowledge worker?
I am convinced it will be 50 or more times higher than the industrial age worker
We agree with: "We need to provide teams with flexibility to discover their way of working within enterprise guidelines"
How to get teams to perform at a high level?
Thank you for participating in this reflection and for your opinions.
Want to share with us the results you achieved as a result of implementing these 5 points?
Thank you for participating in this reflection and for your analysis.
We agree that we can say that the tire changes are operations (although the conditions of each race track are unique) and that the seals team is an agile project team.
Is there anything in common for both teams?
Intensive training tailored to each type of team?
In most cases, I would not want a team to operate like a F1 team or commando team although we can study what they do that makes them so good at their jobs. They involve extreme levels of risk, extreme cost, and low levels of resource utilization. People normally can’t do those jobs very long due to the stresses involved and the consequences of when things go wrong.
Both types of teams work in an extremely dangerous environments where vulnerable people are working very close to high levels of hazardous energy, in an extremely high stress environment where very bad accidents happen very quickly. It is extremely expensive as all the equipment involved is very much purpose built, and a lot of intense training is required to perform their tasks precisely and reflexively. They say that the training ammunition budget for SEAL Team 6 is larger than for the whole US Marine Corps, and F1 teams arrive at the tracks with small cities packed into large trucks.
When those teams executes their tasks, each person has a very specific job that they have drilled for to reach perfection. They may have to improvise when things go wrong, but that is where the danger increases exponentially. With the massive costs and complexities involved, those teams are also used for very specific purposes. You could be Left Rear Tire Man #1 or Guy Who Busts the Door Down and that is your whole job for a mission. That's like having a specialist on the project team for a year, that only performs their job for a week.
I would use endurance auto racing teams or more general purpose military squads as a better example. They still do a lot of training for their roles, but there is more cross-training and versatility. They also are not constantly on the razors edge of disaster which means fewer risks become issues and the longevity of teams is much better. As we say in endurance racing: “To finish first, first you must finish.” so risk management involves a lot more mitigation and avoidance rather than primarily acceptance and "Damn the torpedoes, full speed ahead". We still plan and practice fairly intensely and endure a lot of stress during critical times, but our primary concern is that everyone goes home safely at the end of the day. That's a much more sustainable project team model if your people aren't expendable.
To get higher levels of productivity from knowledge workers, inspire them (a la Daniel Pink or Patrick Lencioni) and enable them to focus.
While automation (e.g. AI) might help improve productivity, effective leadership is likely to help even more.
Please login or join to reply