Culture hacker Jim McCarthy revisits his breakthrough work with software teams at Microsoft in the 1990s, and then shares his passion for collaborative creation, which doesn’t require “permission from above” — it’s about safely sharing and wholehearted “self-caring.” [31 min.]
In every organization, out of reach of Gantt charts or Kanban boards, is “shadow” work — tasks, emails and collaborations that are often unstructured but can have a huge impact on project and program results. How do you capture it all? Planview’s Patrick Tickle thinks a recent acquisition holds some answers.
Programs requiring cross-cultural team cooperation are on the rise. One important key to leading and working with multi-cultural teams is to understand how context factors into all communication, from developing plans to gaining consensus. Here’s a summary of the main differences between high- and low-context cultures.
When you find yourself working with team members whose perspectives, motivations and approaches are different than yours, you must walk a fine line. You can’t abandon what has worked for you in the past, but you need to relate and adjust to the new dynamics — or risk resentment and failure. Here are some suggestions.
By providing access to documents and responding to queries with straight answers, you create an atmosphere of goodwill and trust on your teams. By doing so, when things don’t go exactly to plan, and they never do, people are more likely to give you the benefit of the doubt and work harder to correct course.
IT departments — and project teams in general — need to build a more collaborative, two-way relationship with the business side of their organizations, serving as an advisor and strategic partner. Sometimes that means knowing when to say “no” in order to prioritize needs, align work, and innovate solutions.
Team enthusiasm reduces pressure to perform and transforms it into a desire to succeed. But enthusiasm can be difficult to sustain on long-term projects that run into roadblocks. In part three of our series on managing pressure, we look at ways to nurture and maintain enthusiasm on your projects.
What does a high-performing team look like, and how do you build and maintain one? Here, Maria Kozlova from Comindware shares four best practices, including clarity of objectives and visibility into activities; availability and centralization of up-to-date information; comprehensive, customizable reporting; and collaborative decision-making. [13:50]
Some 87 percent of businesses fail to execute their strategy each year. Disconnectedness is at the heart of the problem, according to strategic execution consultant Dan Prosser, whose new book offers eight insights into why and how to fix it, from the power of conversations to the possibilities in chaos.
Agile coach Olaf Lewitz has performed many roles on project teams, from software developer to manager to change management consultant. Along the way, he has seen that building trust is a pervasive challenge. Here, he talks about how trust can be mentored by creating opportunities for people to question and choose. [23 min.]