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Leading
the implementation of the actual change initiatives requires you
to do 2 things:
 Ask
for help
Help can be in a variety of forms ...
People, Money, Information,
Tools, support
from other departments, different
allocation of time/resources to allow time for project work ??
Asking
for help involves ...
 From
your Action Plan take each action idea/activity and identify
what help you will need to complete the action, and then asking
yourself ...
What
are you going to do to get the help? Where will the help come from?
When you have
your help "log of claims" ready, you need to approach
your project sponsor to get your ask for help funded.
Work
as a team
You could fill
a library with what has been written on how to work as a team
... there's a whole consulting industry based on "team-building".
Distilling all this literature down, there are 3 questions you
need to address:
Given
the nature and stage of your project, where do you need to
be on the life
cycle of a team?
- Teams/groups
are not static - they are either growing or dying (just like
the classic bell-shaped curve you often see for a business
or product life cycle)
- Team membership involves an emotional journey as well as an
intellectual one
- Over time, teams/groups go through predictable, natural phases.
Reflect on this for a few minutes
What phase are you in? (Evidence)
Generally speaking, what phase is the team in? (Evidence)
What needs to happen now?
What
are your agreed team values; team norms and team code of conduct?
Team
values are the broad yardsticks you
use for judging the behaviour of team members. Think about
your best experiences in high
performing teams ...
- What
behaviour did the members of the high performing team display?
- What are
you going to bring into your team in order to make it as
successful as it can be?
Team
norms are ...
... a set
of assumptions or expectations held by members of a team
regarding
what kind of behaviour is:
- right
or wrong
- good or
bad
- appropriate
or inappropriate
- allowed
or not allowed.
... spell
out very clearly what behaviour the team places value on.
... informal
standards that help a team evaluate and control member behaviour.
...
often cover areas such as meeting structure;
interpersonal relations; division of labour; goal setting & action
planning; communications and dealing with change.
The team
code of conduct is the set of rules under
which the team conducts its activities of daily life.
Here
you are dealing with the micro-culture of the team ...
things like when to make contact with team members; how large
a file
to attach to an email.
By having
a clear, concise and precise code of conduct you channel
the energy of the team, on a daily basis, into achieving
your
project goals.
What
team performance tools are you using?
Team performance
tools came in all shapes and sizes, and colours
too. From an honest discussion in the back of a cab on the
way to
the airport to sophisticated multi-rater appraisal systems.
It really
doesn't matter what tool you are using ... the tool is nothing
more than an enabler which facilitates an honest discussion
about the current reality of how the team is performing. Some
common team tools used are:
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