Blue Shark Team-Building: Leading High-Performance Teams During a Crisis

✍ Scribed by Rizwan Amin Sheikh

• Publisher: Auerbach Publications
• Year: 2021
• Tongue: English
• Leaves: 279
• Category: Library

✦ Synopsis

Teams working in a crisis are teams working in high turbulence environments. Blue Shark Teams thrive in a crisis. They swim through turbulence and glide to project success. This book reveals the concepts and practical insight on how to form and lead Blue Shark Teams.

The Blue Shark Model of Leading High-Performance Teams is based on Daniel Goleman's emotional intelligence model and Bruce Tuckman's team-building model (forming, storming, norming, performing, and adjourning). This book shows how to apply these models to large companies, small-to-medium size businesses, and projects during a crisis. It explains how managers can develop their leadership style and lead high-performance teams. A real-life case study, which was a success story during COVID-19, is discussed to elaborate the team-building and emotional intelligence models. The lessons learned from this case study can be applied to any crisis in any industries across the spectrum, including healthcare, I.T., telecom, construction, manufacturing, oil and gas, airlines, financial services, retail, public sector, consulting, and public sector. The book arms managers with the concepts and techniques to lead and manage teams, projects, and companies during turbulent and volatile times.

If you are a CEO, CIO, CTO, or CXO of a Fortune 500 company, a mid-to-small size business owner, project manager, or a senior executive facing a crisis, this book is for you. It describes real-life case studies and projects and shows how the theoretical frameworks and models developed by leading researchers can be applied successfully to companies and projects, especially during a crisis and pandemic like COVID-19.

✦ Table of Contents

Cover
Half Title
Title Page
Copyright Page
Contents
Acknowledgments
PART I
Chapter 1: Introduction
Background and Global Crisis of 2020
Global Coronavirus Infection Cases and Deaths
Economic Impact of COVID-19
The Unemployment Rate in the US
Interest Rate on the US Treasury Bills
COVID-19 Impact on Hospitals Around the World
Chapter 2: Theoretical Frameworks and Models on Leadership, Emotional Intelligence, and Team-Building
What is Leadership?
What is DQ?
What is EQ?
Daniel Goleman’s Emotional Intelligence (EQ) Model
Self-Awareness
Self-Regulation
Motivation
Empathy
Social Skills
How Can You Improve Your EQ?
What Is the Difference between How You See Yourself and How Others See You?
What Matters to You?
What Changes Will You Make to Achieve These Goals?
Tuckman’s Team-Building
Forming
Storming
Norming
Performing
Adjourning
Leadership Theories and Competencies
Transactional and Transformational Leadership
Developing Your Leadership Style
Steps to Adopt a Blended Leadership Style
Know Yourself
Test Various Markers
Read the Situation
Chapter 3: Ten Strategies of Leading High-Performance Teams during a Crisis
Strategy 1: Appreciation and Recognition of Team Members
Case Study: Appreciation and Recognition on the GMS Project
Tools and Techniques of Appreciation and Recognition
Strategy 2: Provide Support to Team Members
Case Study: Supporting the Team Members
Tools and Techniques of Supporting the Team Members
Strategy 3: Involve Team Members in the Decision-Making Process
Case Study: Team Involvement in the Decision-Making Process
Tools and Techniques of Team Involvement in the Decision-Making Process
Strategy 4: Assign New Responsibilities to Team Members During a Crisis
Case Study: Assigning New Responsibilities to Team Members During a Crisis
Tools and Techniques of Assigning New Responsibilities to Team Members during a Crisis
Strategy 5: Team-Building Sessions and Exercises
Research Study and Survey: Virtual Team-Building Sessions and Effectiveness
Tools and Techniques of Virtual Team-Building Sessions
Strategy 6: Instill Joy and Happiness
Case Study: Instilling Joy and Happiness
Tools and Techniques of Instilling Joy and Happiness
Strategy 7: Adapt with Tenacity and Consistency
Case Study: Adapting with Tenacity and Consistency
Tools and Techniques of Adapting with Tenacity and Consistency
Strategy 8: Employee Potential, Empowerment, and Happiness
Six Dimensions of the Net Better Off Model
Emotional and Mental
Relational
Physical
Purposeful
Employable
Financial
Case Study: Employee Potential, Empowerment, and Happiness
Tools and Techniques of Employee Empowerment and Happiness
Strategy 9: Inclusion and Diversity
Case Study: Inclusion and Diversity
Tools and Techniques of Inclusion and Diversity
Strategy 10: Building Trust
Case Study: Building Trust
Tools and Techniques of Building Trust
Chapter 4: Ten Critical Project Management Challenges and Solutions during a Crisis
Employee and Team Management
Project Manager’s Leadership Style and Capabilities
Self-awareness
Emotional Resilience
Intuitiveness
Sensitivity
Influence
Motivation
Conscientiousness
Risk Assessment and Management
Procurement and Contract Management
Stakeholder Management
Resource Management
Project Planning
Cost Overruns
Communication
Right Communication Channels and Staying in Touch with Employees are Vital
Focus on the Business is Critical
Contingency Plan is Essential
Solid Foundation and Quick Decision-Making are Indispensable
Monitoring of WHO and CDC Information During a Pandemic
The New Normal and Post-Covid-19 Strategies
Chapter 5: Creating an Enabling Environment and IT Infrastructure during a Crisis
Four Critical Crisis Management Lessons
Keep Your Employees and Work Environment Safe and Healthy
Focus on Data Accuracy and Reliability
Build a Robust and Cross-Functional Response Team
Test Your Business Continuity and Crisis Management Plans
It Infrastructure Required During a Crisis
Remote Productivity
Cybersecurity
Ten Best Practices for Cybersecurity
Multi-Factor or 2-Factor Authentication
Use Strong Passwords
Data Backup
Use of Virtual Private Network (VPN)
Protect the Email Gateway
Firewall Protection for Work and Home Networks
Beware of Phishing and Pop-Ups
Understand Your Company’s Policies on Data and System Access
Install Antivirus and Anti-malware Software
Keep Latest Software Versions on Your Devices
IT Infrastructure and the Digital Economy
Virtual Collaboration Software and Tools Required During a Crisis
Virtual Offices
Virtual Focus Groups
Virtual Collaboration
Mixed Reality Realms
Building Psychological Safety for a Virtual Work Environment
Chapter 6: The Blue Shark Model of Leading High-Performance Teams
Empathetic Communication and Listening
Empathy
Post COVID-19 Future of Workplaces and Employees
Decency Quotient (DQ)
Psychological Safety
Act as an Ally, Not an Enemy
We Are All Human
Always Think One Step Ahead
Explore Instead of Assigning Blame
Feedback Is Crucial
Know How the Team Feels
Storming and Norming
Meetings, Action Items, and Decision-Making
Use of Empathy during Meetings
Action-Items
Decision-Making
Employee Recognition and Appreciation
PART II: Case Study
Chapter 7: The Blue Shark Team at WSDOT
Project Background, Scope, and Objectives
Project Scope
Organizational
Functional
Technical
Out of Scope
Future Enhancements
Project Goals, Objectives, and Performance Measures
Assumptions
Constraints
Chapter 8: Key Challenges Facing the GMS Project
Chapter 9: Who’s Who on the Project
Executive Sponsor
Business Sponsor
Oversight Consultant from the Office of Chief Information Officer (OCIO)
Project Manager
Organizational Change Management (OCM) Work Stream Lead
Business Analysis (BA) Work Stream Lead
Testing Work Stream Lead
OCM Consultant
Data Migration (DM) Work Stream Lead
Technical Infrastructure Work Stream Lead
Training Work Stream Lead
Executive Steering Committee (ESC)
External Quality Assurance Team
The Star Technology Team (VENDOR)
Software Quality Assurance (SQA) and Testing Team
Chapter 10: Organizational Challenges and Team Dynamics
A Storming Session with Mark Stromberg
The “You” Phenomenon
Project Team’s Relationship with the Vendor
The Ocean Waves
Chapter 11: Change Management, EQ, and DQ
Moving from the Balcony to the Dance Floor
Herding the Cats
Slicing and Sharing the Pie
Communication Channels and Feedback
The 4:00 A.M. Emails
Use of Technology During a Crisis
The Gelling of the Blue Shark Team at GMS
Key Turning Points on the Project
Chapter 12: Project Management Methodology, Tools, Techniques, and Processes
Project Management Methodology
Tools and Techniques
SharePoint Portal
Risks, Actions, Issues, and Decisions (RAID) Log
RAID Item Types
Risk Items
Identification and Categorization
Action Items
Issue Items
Decision Items
Processes
Project Work Streams
Roles and Responsibilities
Project Decision-Making
Project Team Decision Process
Conflict Resolution Path
RAID Workflow and Review Process
Chapter 13: Project Governance, Monitoring, Control, and Evaluation
Project Governance
Executive Steering Committee (ESC)
Oversight by the OCIO of Washington State
Roles and Responsibilities
Project Monitoring, Control, and Evaluation
External Quality Assurance (QA) Team
Change Control Process and the Board
Change Control Process
Go-Live Readiness Scorecard
Project Schedule
Weekly, Monthly, and Quarterly Standing Meetings during the COVID-19 Crisis
Executive Steering Committee Monthly Meeting
Weekly Vendor-Led Design and Training Sessions
Monday Morning OCM-BA-Project Manager Check-In
Monday Morning Weekly Status Meeting
Wednesday Morning Weekly All Hands-on-Deck Meeting
Weekly Wednesday Afternoon Meeting on Data Migration
Weekly Thursday Morning Q&A Session with the Vendor
Monthly Risk Review Meetings
Monthly Project Manager-External QA Team Meeting
Quarterly Change Champions Meeting
RAID Log
Monthly Newsletter
Quarterly Culture and Pulse Surveys
Quality Management
Vendor Management Plan
Project Closeout
Post Implementation Report
Administrative Closeout
Future Enhancements Log
Project Performance, Critical Events, Timeline, and Milestones
Chapter 14: Lessons Learned
Critical Success Factors of the Blue Shark Team at the GMS Project
Lessons Learned on Creating a Blue Shark Team
Annexure A: GMS Culture Survey Results
Annexure B: External Quality Assurance Team’s Monthly Report
Annexure C: GMS Project Organization Chart
Annexure D: GMS Project Team Members’ Roles and Responsibilities
Annexure E: GMS SharePoint Portal
Annexure F: RAID Log
Annexure G: Change Request Approval Process
Annexure H: Go-Live Readiness Scorecard for Regional Mobility Grants (RMG) Application Pilot Release
Annexure I: Project Schedule
Annexure J: Grants Management System (GMS) Monthly Newsletter
Bibliography
Index