Leading the Project? Define Your Charter to Support High Performance

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Effective leadership is a critical success factor for projects of all shapes and sizes.

And breathing is good for living.

It’s hard to argue with either of these statements, nonetheless, too many project managers deeply skilled in the mechanics of their vocation fall short on learning and practicing the soft-skills critical for high performance team development. When project fail…and too many do, there’s a safe bet that people-related issues are key contributors to the initiative’s demise.

Great project managers define their role beyond the project mechanics liberally. Working with team members at the front-end of the project to define the role and accountabilities of the project leader is a great practice that improves the odds of team success. The development of a Project Leader’s Charter is a simple, powerful technique that helps everyone involved gain a clear, consistent and comprehensive view of the leader’s role.

Great project leadership is both science and art. A large part of the role is about forming and framing the environment for your talented team members to do their best work in pursuit of meeting customer and stakeholder needs. Ensuring that you and the team define the values that drive acceptable behaviors to tackling the sticky issues of how decisions will be made to how the team will talk, work, decide, resolve and perform together are all captured in your Project Leader’s Charter.

Seven Simple Steps to Defining and Developing Your Own Project Leader’s Charter:

1. Start by Asking Questions: take the time to think deeply about what your role in creating success with this initiative should be. Meet individually and in groups to discuss the following:

  • What’s the nature of this project? Innovation? Implementation? New development?
  • How does the project connect to firm’s/customer’s strategic initiatives?
  • What are the critical success factors for this initiative to succeed?
  • What does this team need from project leadership to succeed?
  • The pre-post mortem, part 1: assume the project has concluded successfully, what might you imagine we would say about the project leader’s role and contributions to the success of this initiative?
  • The pre-post mortem, part 2: assume things went wrong and we failed to hit our objectives. Where did project leadership let us down?
  • You get a vote…ask and answer: what can I do to optimize our chances of success?

2. Write the Draft: armed with the input from your team members, write a draft of the charter. Start with, “My Charter as Project Leader is… .” Strive to minimize the cliché statements and use verb phrases that specifically describe what you will do and what you are accountable for with this initiative. Length isn’t incredibly relevant…from a few well developed sentences to a couple of paragraphs supported by bullets. Quality and clarity count more than length.

3. Review the Draft with Team Members and Solicit Feedback: the iterative nature of this activity ensures that team members buy-in to your role and clearly understand what to expect. An indirect benefit is that this will challenge them to think about their role as well. Revise and share the final draft.

(Best Practice Tip: one project manager I know has everyone on a team create and share their individual Charters with each other as a means of ensuring role clarity and visibility.)

4. Post the Charter: I love to see these shared in project documents as well as made visible and public for the duration of the project. Some Project Managers hang them in their offices or cubicles. Others grab wall space for project documents and ensure that this is visible in that public setting.

5. Live the Charter. Daily: the exercise of writing the Charter is healthy. Reading it daily and considering how to incorporate the key tenets in your day’s activities is priceless.

6. Remember the Charter When “It” Hits the Fan: something always go wrong at some point in time. The Charter is your guide to the right behaviors in the middle of whatever crisis is threatening your team. Return to it and develop your actions in concert with the behaviors and values outlined in the document.

7. Ask the Team to Evaluate Your Performance Using the Charter as a Guide. We learn by doing and feedback is part of the process of growing and improving. Ask your team members to evaluate your performance versus the key tenets and behaviors/activities identified in your Charter. Use this input as rocket fuel for improving with your next project adventure.

The Bottom-Line for Now:

Striving for high performance should be the goal for every project manager on every project. It’s lofty, difficult and in some cases, the pursuit of high performance gets lost in the haste and pace to navigate the pitfalls and move the army forward. Let a carefully thought-through Charter serve as a guide to your True North during every project. Get your role right as project leader and the odds of success for the entire team, your firm and your customer improve dramatically.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Introducing The Saturday Serial—An Ongoing Management & Leadership Case

A text slide reading: The Saturday Serial: A Management and Leadership Story Delivered One Post at a TimeA note from Art:

I’ve long believed serials are great ways to share stories. Dickens published many of his works in serial format and the dockworkers were reputed to shout from the shore as ships arrived with the latest installment of The Old Curiosity Shop, “Did little Nell live?” The Golden Age of Science Fiction was filled with stories told one chapter at a time from issue-to-issue and today’s Game of Thrones novels from George R.R. Martin are an excellent example of the serial on steroids, with fans (myself included) waiting impatiently to learn the fate of our favorite characters and hoping that Mr. Martin finishes the story. Who lives? Who dies? Who conquers?

Serials provide readers an opportunity to become invested in a story and the characters, and I believe the approach provides authors an opportunity to think and then create new twists and new approaches to challenge the characters and further engage the readers. As a child and teen I was addicted to the Encyclopedia Brown Mysteries because I appreciated the characters and I loved the ability to try and solve the cases. I’ve added that twist here in the form of discussion questions and I look forward to sharing my ideas and learning how readers might solve these business cases.

Welcome to my intent and attempt to share and cultivate management and leadership lessons beyond the format of a stale blog post and endless lists of “10 ideas to… .” While I love writing the Management Excellence blog and the first 1,025 posts are testament to my commitment, I’ve wanted to experiment with the serial and management fable format here for a long time. I’m emboldened by the reader appreciation for the short, fictional cases around my mythical APEX Corporation, inserted in front of the chapters in my book with Rich Petro, Practical Lessons in Leadership. Those mini-cases and their discussion questions and the author’s take on the cases have been a staple of this book and something many managers have leveraged to stimulate thinking around the issues we all face in growing as leaders. I’m grateful for the appreciation many of you have expressed for those cases.

Lencioni and Goldratt popularized the novelized or fable form of business lessons in their various writings and I understand that some of you love those and others don’t. For those who prefer their business and leadership lessons and questions with a taste of drama, The Saturday Serial is ideal for you.

Beginning with my first episode, “Welcome to ACME John Anderson,” you will meet a growing cast of characters facing a series of very real management, leadership and career challenges in this fictional high-tech, global conglomerate and its various units and divisions.

Yes, the issues are real. I see them every day and I’ve experienced and observed these dilemmas around strategy and execution and learning to lead and learning to manage in many flavors  for 30-years. And while the characters and firms are all fictional, I will wager a fair amount, you will recognize these issues and challenges…and many of you will be dealing with them in real time. Now, you get to see and hear them unfold here in this on-going series of stories and cases, and hopefully, we’ll all engage in sharing some ideas on how to navigate the challenges. After all, the intent of my work and this entire blog is to help those striving to grow their firms and grow in their careers find useful and creative ideas and answers to the vexing challenges we all face during our journeys.

Welcome to The Saturday Serial at Management Excellence I hope you’ll tune in and chime in as the story develops. After all, the beauty of this format is that you can help determine the outcomes. -Art

Check out Episode Number 1.

 All characters and firms are fictional and any resemblance to any person or any firm is purely coincidental. The Saturday Serial is a copyright (2015) of Art Petty, The Art Petty Group and The Management Excellence Blog.

Leadership Caffeine™—Your Critical Personal Performance Questions

image of a foam coffee cup with brown outer sleeveThe Leadership Caffeine series is over 200 installments strong and is dedicated to every aspiring or experienced leader and manager seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey!

An early career mentor offered this comment and it has been with me in one form or another throughout my career: “If you’re sleeping through the night, you’re not thinking hard enough about your job and career and you’re definitely not asking yourself the tough questions.”

While I encourage a full night’s rest…we all need quality sleep to perform at our best, the second half of his advice on asking (and answering) the tough questions of ourselves is spot on. From CEOs to smart functional managers and senior leaders, we often get sucked into the operational vortex of our jobs and we forestall asking and answering the big questions on direction, people and about our own personal/professional well-being.

There are convenient excuses we use to keep from attacking all three of those categories.

  • People issues are sticky and they involve emotions, and when the emotions might be negative, we tend to move in the other direction.
  • Issues of direction…a change in strategy, investing in new offerings or changing long-standing processes, are by nature ambiguous and therefore perceived by us as risky. Too many managers are taught to avoid risk, and by habit, we move towards the status quo as a safe haven.
  • And issues of well-being…physical and mental health and career satisfaction are things we plan on getting to later. They take a backseat to the urgent daily activities.

Yet, no three topics are more important in helping create value (profits, market-share, efficiencies, engagement) for our firms than the decisions and actions we make and take on people, direction and on the development and maintenance of our own physical and mental well-being.

Here are just a few of the questions effective leaders hold themselves accountable to asking and answering.

At Least 11 Must Ask and Answer Questions for Leaders at All Levels:

Fair warning…compound questions ahead.

1. How am I truly doing as a leader? Am I getting the frank feedback I need from my team members and peers to help me strengthen my effectiveness? If not, how might I get this feedback?

2. Am I taking accountability for the team that I’ve put on the field? Is the best team with the right people in the right positions, or, are there clear gaps that only I can fix? Do I have a plan to fill those gaps? Do I have the courage to make the needed moves?

3. Am I a net supplier of level-up talent to the broader organization? If not, how can I strengthen my talent recruiting and development efforts?

4. How am I measuring performance and success of my team(s)? Do the measures promote the right behaviors? Do the measures promote continuous improvement? Do the measures connect to the bigger picture outcomes we are after?

5. Is the firm’s direction clear to everyone on my team? What can I do better or more of to constantly reinforce direction and ensure that our individual and team priorities support direction? Do I need to teach people about our business and how we make money and how we plan to grow?

6. Am I realistic about the need to embrace change? Are market dynamics signaling a needed change in direction and am I advocating for this change with my peers and by offering ideas?

7. Am I serving as a catalyst for productive change in my firm? Do I believe passionately in an issue that can benefit my firm and am I advocating hard for it, or, am I simply going along with consensus? If it’s the latter, how can I constructively break with the consensus and build understanding for my idea or approach?

8. Am I actively cultivating healthy relationships with my peers and colleagues in other functions? Do I recognize how dependent I truly am on the help and support of other leaders and other functional team members for my own success? Is there a rift that needs healing and am I taking the lead on making this happen?

9. Am I developing myself? What investments have I made in time, effort and money during the past year in strengthening my skills and gaining exposure to new ideas and new ways of thinking?

10. How I am doing? Is my work (my firm, my vocation) in alignment with my passion, superpower(s) and values? If any of the three are out of whack, what must I do to fix the problem? Are the issues repairable in my current environment or, must I do the hard work of making a significant change?

11. Do I understand that my physical well-being directly impacts my mental well-being and professional performance? Am I taking care of myself physically? If not, how can I adjust my lifestyle to improve my physical health? Do I need to invest the outside help of a coach or trainer help me jump-start an improvement program?

The Bottom-Line for Now:

High personal performance is an outcome of clarity and balance. From ensuring clarity for the direction of your firm, your team and your team members to gaining objective insight on your own performance, clarity in the workplace is essential for your success. Balancing your passion, capabilities and values with your daily work and backing this balance with physical well-being is essential for your satisfaction and success. The pursuit of needed clarity and healthy balance is a journey with constantly shifting terrain. Get started by asking and answering the questions noted above. And if the answers are less than ideal for you, take action.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

Art of Managing—Strengthen Performance by Clarifying Your Firm’s Values

Graphic with the words of Art of Managing and other management termsThe Art of Managing series is dedicated to exploring the critical issues we face in guiding our firms and teams to success in today’s volatile world.

Clear, actionable corporate values…the type that are embedded in a firm’s DNA and used to reinforce ideal behaviors and support employee selection and development are incredibly powerful tools for managers to leverage in supporting the development of a great performance culture.

However, much like the infomercial that promises a nearly endless set of benefits with the frequently uttered, “But wait, there’s more,” there is indeed more that flows to you from the hard work of whittling your corporate values down to their meaningful, actionable essence.

The short-form of this post…if your values aren’t working hard for you and your firm every single day, it’s time for a refresh or reset.

Examples that Set Direction and Promote Performance:

Consider the primary value of The Mayo Clinic: “The needs of the patient come first.” Not only does this simple, powerful statement give birth to the hiring profile and support every single clinical and business decision, it points the way to the institution’s strategy…effectively how it will compete (as a relative term) in the market.

The Zappos Family Core Values define the hiring profile and expectations starting with the name “Family Core Values” and extending through ten short, crisp statements. The first value, “Deliver Wow Through Service,” goes a long way to defining how Zappos competes (strategy) and how it executes. As the firm’s founder has offered (I paraphrase), the original idea of selling shoes online seemed like another bad internet idea. However, the marriage of the first value with the business model supported the emergence of a firm that took a big chunk of the revenue and profit streams in the sleepy, unexciting old marketplace of shoe retailing.

Lesser known but successful regional chain, Mike’s Carwash, offers a set of Customer Service Values (separate from the Team Values) that leave no doubt about how the firm will compete and ensure that Mike’s is the destination for all of your future washes. The combined sets of values (Customer and Team) frame every decision and action from hiring to training to developing employees to managing the teams and the entire customer experience. Rocket fuel for effective performance!

The guiding principle behind the firm, S.C. Johnson (tagline: A family company) was stated by Herbert F. Johnson Sr. as, “The goodwill of people is the only enduring thing in any business. It is the sole substances. The rest is shadow.” The opening line in the “What We Do” section offers, “We make homes better for families.” Again, the simplicity and clarity of the thinking points in a direction and frames and filters every other decision at every level of the organization.

Successful companies in my experience operate with a set of clearly understood, actionable values. These values transcend behavior and point to purpose, direction and approach. Most of the time, they are codified or articulated,  however, in the case of some smaller or start-up organizations, they are present in the environment even if they are missing from the framed artwork on the wall.

The Bottom-Line for Now:

For those of us working in firms where the values are defined but not necessarily part of the daily routine, there’s nothing stopping you and your colleagues from translating them into something more meaningful and actionable for your teams. Use the existing values as starting points and work on clarifying them until they point to direction and frame decisions. And for those of you who either sit at the top or are comfortable catalyzing a positive revolution, start a movement to redefine your firm’s values. I checked, and there’s no law against discarding unproductive, cliché-riddled words with something that sets direction and defines the criteria for making decisions. It might just be a game-changer for your firm.

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.

 

 

In Pursuit of Senior Management Team Cohesion

Graphic displaying terms relevant to high performance managementThis series at Management Excellence is intended to prompt ideas and promote healthy discussion around the big topic of strengthening the development and performance of senior management teams.

In the most recent post in this series, I emphasized the importance of carefully cultivating senior management team chemistry …particularly when it comes to neutralizing the impact of toxic participants. However, even with the positive situation of a ph-neutral group of senior leaders (including the CEO) at the management team roundtable, there’s still no guarantee of high performance.

It’s just not that simple.

As we shift away from the issue of toxicity (a deal-killer for team performance) and move towards cultivating high performance at the senior management group level, the ideas of team cohesion and team attraction come into play.

The Research View on the Ideas of Senior Team Cohesion and Attraction:

In my own (non-exhaustive) review of the somewhat limited research on the topic of top management team performance and cohesion, researchers serve up guidance that is difficult to describe, more difficult to measure and even more challenging to connect in a causal way to firm performance. Nonetheless, the few studies that tackle this topic suggest a positive correlation (but not causation) between senior management team cohesion and a firm’s performance.

Before tackling the practical implications of cultivating cohesion and attraction, let’s look at some of the terms (drawn from the study, Top Management Team Attraction as a Strategic Asset).

The classic definition of cohesion (Fetzinger) describes it as the “resultant of all forces acting on members to remain in the group. These forces include a range of factors such as member attraction, shared goals, network benefits and social identification”

The dimension of team member attraction references “the degree to which top management team members desire to identify with and be accepted members of the team.” And perhaps, the most telling statement on this dimension of cohesion reads, “top team member attraction is a socially complex phenomenon reflecting the unique personalities of team members.”

Like team cohesion, attraction is squishy and not easily manipulated, fostered or replicated in practice. However, the idea of attraction and the broader category of cohesion do provide us with some clues to work with in our pursuit of the high performance management team.

At Least 5 Ideas to Promote Team Cohesion and Attraction:

There’s some well-worn but worthwhile advice in the sources on team development that many of us read and talk about. Lencioni is perhaps the most practical with his 5 Dysfunctions, however, we need to flip those around and turn them into 5 high performance functions.

There’s ample research on team development (teams in general, project teams specifically), and in aggregate, the material offers content to build a framework for team success, but little in the way of practical, actionable ideas for strengthening senior management team performance. There are test instruments to help us assess team dynamics and no shortage of options to climb with, hike with or catch our colleagues in trust-falls. Nonetheless, for the typical team and CEO wondering where to go next, guidance is in short supply.

I’m a fan of starting simple with well-intended actions versus over-baking the complexity of this already complex issue. Here’s one reminder and a few thoughts for you to try on for size. Use them in great senior team health!

1. You Must Create the Fundamental Condition—A Neutral Team PH

This theme of my prior post in this series bears repeating. Nothing (good) happens on a team when a member is not trusted over questions of character, values or ethics. Just don’t confuse passion and commitment to debate vociferously with toxicity. This isn’t a “why can’t we all agree” issue, it’s a fundamental concern over the integrity of a team member. If the other team members don’t trust someone, cohesion won’t occur and attraction is diminished.

2. The Purpose Must Be Big and Personal! Note: Growth is Not Big and Personal.

Every college student learns in the first course on management that one of the core conditions for positive team performance is a clear and compelling purpose. And for much of their subsequent professional careers, they find themselves attached to teams where the purpose is neither clear nor compelling. That’s on us as managers.

At the top of organizations, senior managers have their own vacuum-of-purpose problem. As individuals, they have functional purpose and accountability, but at the roundtable of peers plus the CEO, they tend to act more like megaphones for their various areas instead of team members united around a common set of galvanizing goals.

I love Guy Kawasaki’s short clip from Stanford, entitled, Make Meaning. Kawasaki suggests (and I agree) that the pursuit of making money isn’t enough…and yet most top management groups focus on the chase for growth. Instead, he suggests three key focal points to make meaning…increase the quality of life of some audience, right a wrong in the world or prevent the end of something good. While Kawasaki is referencing the “make meaning” theme in the context of entrepreneurs, the theme holds in the senior management environment. Without a meaning or purpose beyond the numbers, cohesion won’t develop and attraction will be transactional.

This idea of making meaning begs bringing mission to life and focusing a vision around something bigger than today and galvanizing for not only the senior managers but for all employees. One of the drivers for senior leadership teams must be helping to ensure that employees feel that same sense of being part of something bigger than themselves or their functions. Building team cohesion starts with re-examining and clarifying the meaning for everyone and for the firm.

3. Change the Meeting Environment: Try Living Together for a Few Days!

The typical company or hotel conference room is an energy sink. There’s nothing stimulating about sitting in the same room with the same furniture and the same artwork meeting after meeting. The table is a barrier that we sit behind…and we’ve all long been conditioned to act and function with reserve in this setting. Instead, find an environment where the table doesn’t separate people and there’s freedom to move and engage comfortably and loudly for extended periods.

One senior management team I know moves its meetings a few times per year to a couple of luxury homes at a mountain resort 70 miles from headquarters. While this might shout boondoggle, it’s far from it. The rental cost off-season or during the week is less than the typical hotel room per person. The team divides into two homes (everyone has their own room) and each house takes turns preparing meals in an ad hoc competition around one of the great human bonding experiences…eating together for a few days. And yes, the house that cooks the meal also handles the cleaning!

The big common rooms of the homes are ideal meeting places that promote movement and engagement, and the dirty little secret of these settings is that living with co-workers for a few days promotes relationship development and a lot of long hours of business talk that would never take place in the death march meeting inside a conference room.

4. Divvy Up Work Assignments in Pairs…and Not By Functions.

The work of the senior management team should not be functional in nature. This team owns ensuring that the fundamentals for broad success are in place…a clear sense of organizational purpose; the right talent in the right seats; broad involvement and engagement in strategy and assuring the strategy execution systems are in place. If you have functional assignments for one or more of your executives, take this off-line from the senior management team environment.

Use the senior team meeting setting to identify the big topics that will enable the organization to better execute on strategy and work towards vision, and then assign the individuals best suited for the initiative to work together. While you will sometimes end up with counter-intuitive teaming arrangements…imagine, sales and engineering or marketing and IT working together, the approach supports both relationship development and creativity in pursuit of the tasks. A great deal of subsequent good can emerge from a relationship built on having tackled and succeeded with a tough topic that helped the organization move forward.

5. Victories and Defeats are Equally Valuable…Don’t Squander Them

Good senior management teams celebrate victories…with employees and as a group. Great senior leadership teams link arms around defeats and do the work necessary to come away stronger and smarter. The CEO who smiles when life is good and the tide is rising and then flails and rails when something goes wrong is a CEO who won’t create a high performance team. Same goes for the team members when one of the group comes up short. As long as there is no attempt at obfuscation or deflection, the point of the team is to be stronger than any one individual. Great teams pull together to make each other better. The “better” comes from hard times and failures, not the easy victories. Recognize that the next “Oh sh!t” situation is the next opportunity to improve team cohesion.

The Bottom-Line for Now:

I respect the notion that this big topic of promoting high performance with senior management teams is not adequately addressed in a single post or even a series of these posts. It’s a journey here just like it’s a journey in your organization. At the end of the day, we’re trying to foster an environment where smart, successful subject matter experts learn (or remember) how to work in a team setting. The answers are both simple and complex. The only failure here is for you to not try. I believe to my core that a high performance top management team is a strategic asset not easily replicated by competitors. Sounds like a source of competitive advantage to me!

Don’t miss the next Leadership Caffeine-Newsletter! Register herebook cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

For more ideas on professional development-one sound bite at a time, check out Art’s latest book: Leadership Caffeine-Ideas to Energize Your Professional Development

New to leading or responsible for first time leaders on your team? Subscribe to Art’s New Leader’s e-News.

An ideal book for anyone starting out in leadership: Practical Lessons in Leadership by Art Petty and Rich Petro.