{"id":2809,"date":"2017-07-05T09:17:43","date_gmt":"2017-07-05T07:17:43","guid":{"rendered":"https:\/\/teamdeck.io\/?p=2809"},"modified":"2022-07-12T11:56:19","modified_gmt":"2022-07-12T09:56:19","slug":"putting-team-unexpected-recipe-teams-success","status":"publish","type":"post","link":"https:\/\/teamdeck.io\/da\/lederskab\/saette-team-uventet-opskrift-teams-succes\/","title":{"rendered":"At s\u00e6tte DEM i TEAM. En uventet opskrift p\u00e5 dit teams succes"},"content":{"rendered":"
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Hej, teamleder,\u00a0<\/strong>Dynamikken i dit team er helt perfekt. I kan lide at arbejde sammen, I h\u00e6nger (gerne) ud efter arbejde, og I er engagerede i at skabe store ting. Men det er I ikke.<\/p>\n

Det er du ikke, for selv om alt ser ud til at v\u00e6re i orden internt, mangler du m\u00e5ske en vigtig ingrediens:\u00a0Der er ingen THEM i dit TEAM, og det kan \u00f8del\u00e6gge dine projekter.<\/strong>\u00a0Hvem er DEM? Vi taler om kunder, den \u00f8verste ledelse og alle eksterne parter, der er en del af det projekt, dit team arbejder p\u00e5 i \u00f8jeblikket.<\/p>\n

(Hvis det ikke er tilf\u00e6ldet, og dit team forst\u00e5r vigtigheden af at behandle de eksterne parter, som om de var en del af kerneteamet - s\u00e5 ros til dig, teamleder. Jeg hylder dig og opfordrer dig til at give dine gode r\u00e5d i kommentarfeltet).<\/p>\n

Jeg har ledet teams i over 8 \u00e5r - som lead developer, product owner og CEO. Jeg er ogs\u00e5 blevet ledet af mange producenter og projektledere. \u00c9n ting har jeg bem\u00e6rket? G<\/strong>rige ledere bekymrer sig b\u00e5de om teamets inderside OG yderside.<\/strong><\/span><\/p>\n

Undg\u00e5 os-imod-dem-f\u00e6lden<\/h1>\n

Vi-imod-dem-holdningen var en normal ting, da vi voksede op.<\/p>\n

Det har vi alle gjort<\/strong>Uanset om det var at gemme tegneserier under katederet i klassen eller fnise, n\u00e5r en for\u00e6lder ikke var med p\u00e5 en joke. De voksne havde stadig magten, men lidt ballade fik os til at f\u00f8le os dejligt rebelske.<\/p>\n

Denne form for adf\u00e6rd overf\u00f8res ofte til arbejdsdynamikken. Har du aldrig set helt voksne mennesker v\u00e6re begejstrede over, at en fejl ikke blev afsl\u00f8ret under en kundedemo? Og jeg forst\u00e5r godt, at det er en kortsigtet bel\u00f8nning (som i \"puha, vi undgik den negative feedback\"), men p\u00e5 lang sigt p\u00e5virker det gennemsigtighed, produktivitet og hold\u00e5nd negativt. N\u00e5r frustrationen indfinder sig, forsvinder den drilske begejstring. Og hey, den\u00a0Det ser ikke ud til, at projekterne bliver gennemf\u00f8rt hurtigere, n\u00e5r man ikke er i god kontakt med kunderne.<\/strong><\/p>\n

Vil du kunne se mig i \u00f8jnene og sige, at du aldrig har set os-mod-dem-dynamikken p\u00e5 arbejdspladsen? Uanset om det er kunden eller ledelsen, som folk trodser, er det et forhold, der foreg\u00e5r i mange virksomheder. Men fortvivl ikke, der er flere ting, du kan g\u00f8re for at rette op p\u00e5 det og fremme et \"theam\"-koncept (I know, right?).<\/p>\n

Lad v\u00e6re med at lyve for dine kunder<\/h1>\n

Det er den nemme del, i hvert fald i teorien. Tricket er at f\u00e5 dit team til at tro p\u00e5 (og nyde), at klienten er en del af gruppen.<\/p>\n

1. Handl om hvorfor, ikke om hvad.<\/h2>\n

Folk tr\u00e6ffer beslutninger p\u00e5 baggrund af den information, de f\u00e5r. En af disse beslutninger (bevidst eller ubevidst) er, om man vil v\u00e6re fuldt ud dedikeret til det projekt, man arbejder p\u00e5 i \u00f8jeblikket. N\u00e5r du introducerer nye projekter eller nye funktioner, skal du huske f\u00f8rst og fremmest at skitsere \u00e5rsagen til handlingen. En s\u00e5dan proces \u00f8ger ikke kun engagementet, men tilskynder ogs\u00e5 til kritisk t\u00e6nkning; du kan m\u00e5ske optimere projektet og finde p\u00e5 en bedre l\u00f8sning, n\u00e5r alle i teamet er fokuseret p\u00e5 det samme m\u00e5l.\u00a0Fremme ejerskab frem for ansvar.<\/strong><\/span><\/p>\n

2. Tag ansvaret for processen.<\/h2>\n

Min erfaring er, at det, der ofte f\u00f8rer til konflikter mellem teamet og kunden, er, at processen overtager. Det siger sig selv, at en velgennemt\u00e6nkt og optimeret proces hj\u00e6lper med at f\u00e5 projektet til at glide. Sagen er bare, at det kun fungerer, n\u00e5r alle kender processen (og rationalet bag den) - det g\u00e6lder ogs\u00e5 kunden. Mit r\u00e5d er at starte hvert projekt med kunden og give et klart overblik over:
\n- hvem der er med i teamet (det er en god chance for alle til at s\u00e6tte navne p\u00e5 ansigter og skabe et mere meningsfuldt forhold),
\n- Hvad er den daglige\/ugentlige proces - en m\u00f8deplan, hvorn\u00e5r (og hvordan) opdateringerne vil blive pr\u00e6senteret,<\/p>\n

- v\u00e6rkt\u00f8jer, der skal bruges til kommunikation, projektstyring eller ressourcestyring (ikke alle vil v\u00e6re tilg\u00e6ngelige for kunden, men jeg mener, at der er brug for et gennemsigtigt overblik).<\/p>\n

3. Etabler en feedback-procedure.<\/h2>\n

Feedback er vigtig for projektets fremdrift, og hvis du f\u00f8lger de agile principper, er det helt sikkert en del af din proces. Nogle kunder og ledere kan godt lide at give en \"l\u00f8bende kommentar\", som, selv om den er velment, har en tendens til at v\u00e6re forvirrende og endda nedsl\u00e5ende. Det betyder ikke, at du skal undg\u00e5 feedback! G\u00f8r det i stedet,\u00a0S\u00f8rg for, at alle interesserede parter ved, hvorn\u00e5r deres feedback forventes og v\u00e6rds\u00e6ttes.<\/strong><\/p>\n

Apropos feedback,\u00a0Lad dit team vide, hvordan det g\u00e5r.<\/strong>\u00a0Unders\u00f8gelser viser, at folk pr\u00e6sterer bedre, n\u00e5r de forventer hurtig feedback. Jeg har for nylig deltaget i\u00a0verdens st\u00f8rste hackathon<\/a>\u00a0og sammen med mit team udviklede vi\u00a0en eksperimentel app til 360 feedback<\/a>. Det viste sig, at vi n\u00e5ede frem til\u00a0toppen af konkurrencen<\/a>og slog 1,2k andre ideer. Jeg tager det som et tegn p\u00e5, at peer-evaluering er en meget n\u00f8dvendig proces i virksomheder.<\/p>\n

4. G\u00f8r lederne til en del af dit teams succes.<\/h2>\n

Jo st\u00f8rre virksomheden er, desto sv\u00e6rere synes det at blive bem\u00e6rket af ledelsen. Situationen bliver endnu v\u00e6rre, n\u00e5r alt, hvad dit team h\u00f8rer fra cheferne, enten er klager over, at noget er g\u00e5et galt, eller en lejlighedsvis ros ved projektets afslutning. Det kan du som teamleder \u00e6ndre p\u00e5:<\/p>\n

- regelm\u00e6ssige opdateringer. Jeg taler ikke om ugentlige rapporter og timesedler - selv om de kan v\u00e6re fulde af data, er de ogs\u00e5 ekstremt upersonlige og sv\u00e6re at l\u00e6se med et enkelt blik. Da jeg selv er leder, kan jeg fort\u00e6lle dig, at man kommer langt med det visuelle. Berig dine opdateringer med meningsfulde diagrammer, og send kortfattede memoer, der beskriver de seneste begivenheder,<\/p>\n

- Tilf\u00f8j noget personlighed til dit teams indsats. N\u00e6vn team\u00e5nden, n\u00e5r du rapporterer til din leder. Hvis dit team har et k\u00e6lenavn, et logo eller us\u00e6dvanlige ritualer, skal du s\u00f8rge for, at andre i virksomheden ved det. De elementer, du har brugt til at opbygge en god teamkultur, b\u00f8r v\u00e6re synlige for andre medarbejdere, is\u00e6r lederne. Det hj\u00e6lper ikke kun med at sprede den gode praksis, men det kan ogs\u00e5 styrke teamets f\u00f8lelse af at have opn\u00e5et noget.<\/p>\n

- Bed om feedback, ikke bare vent p\u00e5 den. Planlagte evalueringssamtaler er vigtige, men du skal ikke v\u00e6re bange for at bede om r\u00e5d og feedback. Dine chefer er ganske vist travle mennesker, men du b\u00f8r kunne regne med lidt vejledning.<\/p>\n

5. Og igen,\u00a0V\u00e6r s\u00f8d ikke at lyve for folk!\u00a0<\/strong><\/h2>\n

Hvis noget g\u00e5r galt, er det dit ansvar at give nyheden videre til dit team eller din kunde. Det er fristende at holde oplysningerne fra andre, is\u00e6r n\u00e5r krisen hurtigt blev l\u00f8st, men gennemsigtighed over for dit team og dine kunder vil f\u00e5 alle til at f\u00f8le, at de arbejder mod det samme m\u00e5l.<\/p>\n

Dette er dog, hvad du ikke b\u00f8r g\u00f8re<\/h1>\n

Jeg tror virkelig, at os-mod-dem-holdningen mellem dit team og kunden\/ledelsen kan skade dig meget. Men n\u00e5r alt kommer til alt, er du teamleder, s\u00e5 du er n\u00f8dt til at st\u00f8tte dine folk. Af og til kommer fjendtligheden mellem dit team og de eksterne parter fra ting som irrationel kritik, overdrevne anmodninger eller generel uprofessionel opf\u00f8rsel.<\/p>\n

A\u00a0En sund teamkultur betyder, at folk ikke skal v\u00e6re bange for at udfordre status quo, n\u00e5r noget ikke fungerer.<\/strong>- Dyrk den holdning, og v\u00e6r ikke bange for at udfordre ledelsen eller kunderne, n\u00e5r du f\u00f8ler, at det er rimeligt.<\/p>\n

TEAM + THEM = THEAM (og k\u00e6rlighed, succes og lykke)<\/h1>\n

Sammen med mit team har vi for nylig lanceret vores f\u00f8rste eget produkt - the software til ressourcestyring<\/a> - og at v\u00e6re i \"klient\"-rollen fik mig til at indse vigtigheden af denne regel endnu mere. Det, at vi var \u00e5bne over for hinanden og fokuserede p\u00e5 det samme m\u00e5l, gjorde os hurtige, effektive og oprigtigt glade for det, vi har opn\u00e5et.<\/strong><\/p>\n

Jeg h\u00e5ber, at du vil v\u00e6re i stand til at oms\u00e6tte anti-vi-mod-dem-strategierne til dit teams forhold til kunder og h\u00f8jere ledelse. Find en plads til dem i dit team. Teknisk set opretter du s\u00e5 et 'theam', men betragt det som en opgradering af standardversionen.\u00a0Held og lykke!<\/strong><\/p>\n\n\t\t<\/div>\n\t<\/div>\n<\/div><\/div><\/div><\/div>

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Planl\u00e6g og administrer dit teams arbejde med lethed - pr\u00f8v software til ressourcestyring<\/a> udvalgt af Hill-Knowlton og Stormind Games<\/h2>\n\n\t\t<\/div>\n\t<\/div>\nF\u00e5 en 30-dages GRATIS pr\u00f8veperiode<\/a>
<\/span><\/div>\n<\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"Har du dem med i dit TEAM? Her er mit bud p\u00e5, hvorfor det er vigtigt at t\u00e6nke p\u00e5 de eksterne personer, n\u00e5r man arbejder p\u00e5 et projekt.","protected":false},"author":4,"featured_media":8708,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[23],"tags":[35,28],"class_list":["post-2809","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership","tag-pm-tips","tag-project-manager"],"yoast_head":"\nPutting THEM in TEAM. An unexpected recipe for your team\u2019s success<\/title>\n<meta name=\"description\" content=\"Do you put THEM in your TEAM? 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