[email protected] ENGR-10_Lec-15_TeamWork_Leadership.ppt 1 Bruce Mayer, PE Engineering-10:...

[email protected] • ENGR-10_Lec-15_TeamWork_Leadership.ppt1

Bruce Mayer, PE Engineering-10: Intro to Engineering

Engineering 10

TeamWork &

LeaderShip

Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]



The Need for Engineering Teams

Increasing Technology Content• Complex Engineered Systems Have too

Much Information Content for Any One Person to Address

Speed• Time-To-Market Often Means the

Difference Between Profits & Losses• Teams Allow work to Be Done in

PARALLEL (at the Same Time)



A Team What is it? A Team Is A Small Group Of People

With Complementary Skills Who Are Committed To A Common Purpose, Performance Goals, and Approach For Which They Hold Themselves MUTUALLY ACCOUNTABLE



Team Attributes

Common Goal• This Must Be Clearly Communicated to

Generate a Feeling of Common Purpose

Leadership• A Critical Function To Keep The

Team Focused

Complementary Skills• Resources are Limited; Each Team

Member Should have a CLEARLY DEFINED and UNIQUE Role



Team Attributes cont.

Effective Communication• A CRITICAL Leadership Function• Honest & Productive Communication is

Needed for Design/Solution Integration

Creativity• A “Close Knit” & Motivated

Team Generates Creative Energy Thru Goal-Oriented Interaction



Team Attributes cont.2

Collegial Relationships• Problem Children Need Not Apply• Team Engineering is an Intensive, Dynamic

Endeavor– Discourteous Behavior Saps the Energy

Solid Game Plan• Another Critical Leadership Function

– Shows the Team a Path to SUCCESS– More Later on Leadership...



Team Growth Stages

FORMING (orientation) • Tentative interactions• Polite Discourse • Concern Over Ambiguity (odds for success?)

STORMING (conflict) – • Criticism of Ideas • Poor Attendance• Hostility and/or Polarization (“taking sides”)• Coalition Forming



Team Growth Stages cont STORMING cont.

• Strong LeaderShip is Crucial To Keep The Team Focused on the Task At Hand

NORMING (cohesion) – • Agreement on Procedures • Reduction in ROLE-AMBIGUITY • Development of a Code of CoOperation

Based Upon Current Experiences• Increased "WE” Feeling

– Replaces “IT” or “THEM/THEY”



Team Growth Stages cont.2

PERFORMING (performance) • Decision making• Problem Solving• Mutual Cooperation• High Task Orientation• Emphasis Placed Upon

Performance & Production

ADJOUNRNING (dissolution)• MISSION ACCOMPLISHED (Hopefully)



TeamWorking Task-List Identify the roles in the group, including my own Plan and make decisions with others Contribute/share key information and ideas to the

discussion, activity or project Show empathy - understand others' needs, opinions, and

points of view Cooperate with others to achieve the group's goals Deal with differences within the group with respect Actively participate in the activities of the group and

share the successes Provide leadership to the group, if necessary, by motivating the

others, taking the initiative, keeping everyone involved and encouraging the group to adapt to change

Going along with the group's decision (followership) Accurately read situations and relationships in order to

effectively deal with others and get the work done Contribute to an collegial work environment



Engineering 10

Leadership

Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]



How The Troops View the Commander

Leadership - One Definition:• LEADERSHIP is NOT to solve problems but to

CREATE an environment in which problems are solved.



Class Exercise WhiteBd List

What are Some Important Attributes and/or Characteristics of an Effective (as opposed to likeable) Leader?

1. ?

2. ?

3. ?

4. ?

5. ?



Mr. Carvalhiera’s Team Structure

Finance

Product Manage-ment

Project Manager

Marketing

OperationsEngineering

TeamLeader

Quality

• New Product Introduction Manager – Subproject Leader• Manufacturing Engineering• NPD Procurement• Tooling• Test Engineering• Packaging Engineering

• Product Assurance – Subproject Leader• Production Quality• Supplier Quality Engineering• Software Quality Assurance• Technical Assistance

• Systems Engineering – Subproject Leader• Electrical Engineering• Mechanical Engineering• Software Engineering• Acoustic Engineering• Engineering Services

• Product Marketing – Subproject Leader

• Channel Marketing• Sales• PR• Advertising

• Finance – Subproject Leader• Information Technology

• Product Management – Subproject Leader• Industrial Design



The Challenge: Engaged v. Disengaged Working Population “Engagement” Definitions

• Engaged Loyal and Productive• NOTengaged Just Putting in Time• DISengaged Unhappy and Spreading-Discontent

The Statistics = 26/55/19

19%

55%

26%

0% 10% 20% 30% 40% 50% 60%

DISengaged

NOTengaged

Engaged

US Working Population

Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pp 88-98, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )

Bottom Line:1 in 5 Workers is a “Problem-Child”



LeaderShip Research Abounds

Some Of The Best is in Silicon Valley• J. M. Kouzes & Barry Z. Posner of

Santa Clara University (SCU)– “The Leadership Challenge: How To Keep

Getting Extraordinary Things Done In Organizations”, San Francisco: Jossey-Bass, 1995.

– “Credibility: How Leaders Gain and Lose It, Why People Demand It”, San Francisco: Jossey-Bass, 1993



More Leadership Research

“On Becoming A Leader” by Warren Bennis (1994)• A Noted Leadership Researcher

“On Leadership” by John Gardner (1993) “Leadership is an Art: by

Max DePree (1989) U.S. Army Handbook (1973)

• Military Leadership



Leaders are Born AND Made

Trait Theory• Some personality traits may lead people

naturally into leadership roles

Great Events Theory• A crisis or important event may cause a

person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person– Often happens with SHY but COMPETENT

people



Leadership Can Be Learned

Transformational Leadership Theory• People can choose to become leaders.

People can LEARN leadership skills

Surveys of “Followers” Suggest The Important Characteristics of a Leader• Use these characteristics to form the

foundation of your own Leadership Style



Characteristics of Admired Leaders - Big Four

87

71

68

58

0 10 20 30 40 50 60 70 80 90

Honest

ForwardLooking

Inspiring

Competent

Ch

ara

cte

ris

tic

1993 U.S. Respondents: % of People Selectingfile = LeaderShip_Nov98.xls

Ref = J. M. Kouzes & Barry Z. Posner, Credibility: How Leaders Gain and Lose It, Why People Demand It, San Francisco: Jossey-Bass, 1993



Characteristics of Admired Leaders - Middle Ten

49

46

41

38

34

33

32

30

28

27

0 10 20 30 40 50 60 70 80 90

FairMinded

Supportive

BroadMinded

Intelligent

StraightForward

Courageous

Dependable

Cooperative

Imaginative

Caring

Ch

ara

cte

ris

tic





Characteristics of Admired Leaders - Little Six

14

13

10

10

5

5

0 10 20 30 40 50 60 70 80 90

Mature

Determined

Ambitious

Loyal

SelfControlled

Independent

Ch

ara

cte

ris

tic





Principles of Leadership

Set the example (Lead by Example) Know your people and look out for

their well-being (they will return loyalty) Be technically proficient (study & learn) Make sound and TIMELY decisions Know yourself and seek self-improvement Seek responsibility and TAKE

RESPONSIBILITY for your actions



Principles of Leadership (cont.) Keep your people informed Develop a sense of responsibility

in your people Ensure that tasks are understood,

supervised, and accomplished Train your people as a team Use the full capabilities of your

organization• Stretch The Limits to Achieve more



The Process of Leadership

1. Challenge the process • First, find the process that you believe

needs to be improved the most

2. Inspire a shared vision • Next, share your vision in words that can

be understood by your followers

3. Enable others to act• Give them the tools and methods to

solve the problem



The Process of Leadership cont.

4. Model the way • When the process gets tough, get your

hands dirty. A BOSS tells others what to do...a LEADER shows it can be done.

5. Encourage the heart • Share the glory with your followers' heart,

keep the pains in your heart.– Be Optimistic; Don’t Let

The Team Get Discouraged



Engineering 10

New ProductDevelopmen

t Bruce Mayer, PELicensed Electrical & Mechanical Engineer

[email protected]



7 Stage-Gate New Product Devel. Process

Stage1. Idea Generation

2. Idea Reshaping and Exploration

3. Preliminary Analysis: Very Small (Screening) Projects

4. Detailed Analysis and Early MultiFunctional Project Development

Gate1. Screen Versus

Management Idea-Criteria

2. Screen Versus Management Idea-Criteria

3. Screen Versus Management Analysis Criteria

4. Screen Versus Management Analysis Criteria



7 Stage-Gate New Product Devel. Processcont.1

Stage5. Major MultiFunctional

Project Development

6. Commercial Launch

7. Commercial Success• We Hope…

Gate5. Screen Versus

Management Development Criteria

6. Screen Versus Management PreLaunch Criteria

7. Management Post-Implementation Review



Universal New Product Devel Success Curve

1

10

100

1000

10,000N

um

ber

of

Idea

s

1 2 3 4 5 6 7

Stage of NBD Process

3000 Raw Ideas (Unwritten)

300 Ideas Submitted

125 Small Projects

9 Early Stage Devel.

4 Major Devel.

1.7 Launches

60% Success Rate from Launch (1/1.7)

Only 1 out of 125 Patents-GRANTED yield commercially viable products

Ref = G. Stevens, J. Burley, James; R. Divine, “Creativity plus business discipline equals higher profits faster from new product development”, Journal of Product Innovation Management, vol. 16, no. 5, pp. 455-468 , 1999



AppendixDetailed Description

of Kotler’s GatesBruce Mayer, PE

Dir. System Design EngineeringFeb03



Kotler’s Stage-Gates

Ref = O. Jones, G. Stevens, “Evaluating Failure In The Innovation Process: The Micropolitics Of New Product Development”, R & D Management , vol.29, no.2 , Page: 167-78



Kotler’s Stage-Gatescont.1









Product Development Failure MechanismsSource = Sohpeon/TelTech Mar02

Studies Identify Leading Cause of New Product Failure

It's startling. At a time when companies are investing more than ever before in new product initiatives to boost sales and market share, an estimated 56% of the resources spent on the development and launch of new products is squandered on products that either never make it to market or fail upon arrival. What's more, only about one in four new products that formally enter development ever become a commercial success. Those are the findings of studies by product development expert and Product Development Institute co-founder Dr. Robert Cooper.

Why the low success rates? The leading cause of new product failure, according to research done by Dr. Cooper, is inadequate market appraisal (e.g., customer needs assessment, competitive analysis and understanding market drivers and trends. Cooper found that detailed market assessment was either seriously deficient or outright absent in 74% of 1,500 new product projects studied. Even a basic or preliminary market study was lacking in 46% of the projects.

Other deterrents to new product success included product problems/defects, lack of marketing support, higher-than-anticipated development costs, poor timing and unexpected competitor strengths and reactions. Many of these pitfalls can be linked to not having the right information and knowledge at the right time.

The "right time" is most often early in the product development process. In fact, the more resources invested in these initial stages, the greater the likelihood of success. Cooper found that successful products typically require about twice as much money and 1.75 times more person-days than unsuccessful products. Yet, on average, only about 7% of the development dollars ad 16% of the person days are devoted to these "make or break" activities.

See also Cooper's book, Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition .



AppendixBuckingham’s 12 Qs

Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pg 95, Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )

Bruce Mayer, PEDir. System Design Engineering

Feb03



12 Questions That Matter1. Do I know what is expected of me at work? 2. Do I have the materials and equipment that I need in order to do my

work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the past seven days, have I received recognition or praise for doing

good work? 5. Does my supervisor, or someone at work, seem to care about me as a

person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission or purpose of my company make me feel that my job

is important? 9. Are my coworkers committed to doing quality work? 10. Do I have a best friend at work? 11. In the past six months, has someone at work talked to me about my

progress? 12. This past year, have I had opportunities at work to learn and grow?

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