1. Optimizing Team Performance
Produced by 489E September 22, 2017
Optimizing Team Performance

2. You analyzed G2G’s culture
You analyzed G2G’s culture. As you did this, your team created its own culture.

3. First, see it as it is
No “leader” emerged to get us out of distracted or protracted discussion / stop “flow going nowhere” No designated notetaker to keep thoughts in one place People hesitant to throw good ideas out there Processed information as individuals, not as a team Because of the above, we were sometimes confused Teammates were sometimes not available to us

4. Consistently Aiming Higher Than Expected Is Virtually Always Noted By Sponsors/Evaluators
“Slightly subpar” – comment from a highly functional team

5. Acknowledge Areas of Strength/Excellence
We took a hopeful, optimistic perspective – focused on opportunity
Nobody is shy. Good PMs.
Team members generated original thoughts, ideas, perspectives
We got into it: the case was interesting and we related to it (took it as a challenge, didn’t give up)
I feel like my team can handle anything – Team Culture

6. “Right Action” and “Right Attitude” on Anyone’s Part Can Ignite the Entire Team
We started with an icebreaker
We used an available tool
Team member’s notes were so good that although I missed a class, they brought me up to speed
Catching each other up helped us to manage confusion and relieve some anxiety

7. Team Ideas for Improved Performance
Have a designated notetaker – can share on google docs if classes are missed
Just speak up. We are all good PMs
A group of good PMs don’t necessarily need a “leader,” per se, unless one or more are highly distracted as individuals and can’t really focus
Understand the power of the group analytic process
Don’t be afraid of the wild pitches – brainstorm – some tangents can help with creativity
Capture thoughts in a structured manner later
Go to the primary sources of information early and often!

8. Managing Teams is a Challenge
Often the team will tell you what it needs if it goes awry. Ideas?

9. G2G Moving Forward
I will be highlighting certain aspects of PM, relating them to this case. I will remind you of details along the way. Several of you identified key knowledge areas this case highlighted – Communication, Risk, Quality, and others.
Process areas were limited to Initiating at the earliest stages. What you need to know now:
1) This is likely a multi-phase project
2) There are risks, and you as PM are not responsible for anything but enabling the foundation of a stronger culture to be built if you take the challenge
3) How and where do we settle the limits of the risks the PM assumes?