{"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\/et\/juhtimine\/pannes-meeskonna-ootamatu-retsepti-meeskondade-edu\/","title":{"rendered":"Pannes TEMA TEAMi. Ootamatu retsept teie meeskonna edule"},"content":{"rendered":"
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Hei, meeskonnajuhataja,\u00a0<\/strong>d\u00fcnaamika teie meeskonnas on k\u00f5ik k\u00f5rge ja t\u00e4iuslik. Teile meeldib koos t\u00f6\u00f6tada, te (meeleldi) h\u00e4ngite p\u00e4rast t\u00f6\u00f6d koos ja olete p\u00fchendunud suurep\u00e4raste asjade loomisele. Ainult et te ei ole seda.<\/p>\n

Te ei ole, sest kuigi sisemiselt tundub k\u00f5ik olevat korras, v\u00f5ib teil olla puudu \u00fcks oluline koostisosa:\u00a0teie TEAMis ei ole neid, ja see v\u00f5ib teie projektid \u00e4ra upitada.<\/strong>\u00a0Kes on nemad? Me r\u00e4\u00e4gime klientidest, k\u00f5rgemast juhtkonnast ja k\u00f5igist v\u00e4listest osapooltest, kes on osa projektist, millega teie meeskond parajasti t\u00f6\u00f6tab.<\/p>\n

(Kui see ei ole nii ja teie meeskond m\u00f5istab, kui oluline on kohelda v\u00e4liseid osapooli nii, nagu oleksid nad osa p\u00f5himeeskonnast - au teile, meeskonnajuhataja. Ma tervitan teid ja julgustan teid j\u00e4tma oma n\u00f5uandeid kommentaariumis).<\/p>\n

Olen juhtinud meeskondi \u00fcle 8 aasta - juhtiva arendajana, tooteomanikuna ja tegevjuhina. Samuti olen juhtinud paljusid tootjaid ja projektijuhte. \u00dcks asi, mida olen m\u00e4rganud? G<\/strong>reat juhid hoolivad nii meeskonna sisemusest kui ka v\u00e4liskeskkonnast.<\/strong><\/span><\/p>\n

V\u00e4ltige \"meie-vs-tem\" l\u00f5ksu.<\/h1>\n

Meie-vastane suhtumine oli tavaline asi, kui me kasvasime \u00fcles.<\/p>\n

Me k\u00f5ik oleme seda teinud<\/strong>, olgu see siis koomiksite peitmine klassis laua alla v\u00f5i naeratamine, kui lapsevanem ei olnud naljaga pooleks. T\u00e4iskasvanud olid ikka veel v\u00f5imul, kuid v\u00e4ike pahandustegevus pani meid tundma end maitsvalt m\u00e4ssumeelsetena.<\/p>\n

Selline k\u00e4itumine kandub sageli \u00fcle ka t\u00f6\u00f6nd\u00fcnaamikasse. Kas te pole kunagi n\u00e4inud t\u00e4iesti t\u00e4iskasvanud inimesi, kes on elevil selle \u00fcle, et kliendidemonstratsiooni ajal ei avalikustata \u00fchtegi viga? Ja ma saan aru, et see on l\u00fchiajaline tasu (nagu \"puh, me v\u00e4ltisime negatiivset tagasisidet\"), kuid pikemas perspektiivis m\u00f5jub see negatiivselt l\u00e4bipaistvusele, tootlikkusele ja meeskonnavaimule. Kui pettumus saab alguse, kaob pahatahtlik p\u00f5nevus. Ja, hei, see\u00a0projektid ei saa kiiremini valmis, kui sa ei tunne end klientidega h\u00e4sti.<\/strong><\/p>\n

Kas te suudaksite mulle silma vaadata ja \u00f6elda, et te ei ole kunagi n\u00e4inud meie-vastase d\u00fcnaamikat t\u00f6\u00f6l? Olgu see siis klient v\u00f5i juhtkond, keda inimesed trotsivad, see on suhe, mis k\u00e4ib paljudes ettev\u00f5tetes. \u00c4rge muretsege, on mitmeid asju, mida saate teha, et aedu parandada ja soodustada \"theam\"-kontseptsiooni (ma tean, eks?).<\/p>\n

Palun \u00e4rge valetage oma klientidele<\/h1>\n

See on lihtne osa, v\u00e4hemalt teoreetiliselt. Trikk on panna oma meeskond uskuma (ja nautima), et klient on osa grupist.<\/p>\n

1. P\u00f6\u00f6rake t\u00e4helepanu sellele, miks, mitte sellele, mida.<\/h2>\n

Inimesed teevad otsuseid esitatud teabe p\u00f5hjal, duh. \u00dcks neist otsustest (teadlik v\u00f5i mitte) on see, kas p\u00fchenduda t\u00e4ielikult projektile, mille kallal te parajasti t\u00f6\u00f6tate. Uute projektide v\u00f5i uute funktsioonide tutvustamisel \u00e4rge unustage k\u00f5igepealt kirjeldada tegevuse p\u00f5hjust. Selline protsess mitte ainult ei suurenda p\u00fchendumust, vaid soodustab ka kriitilist m\u00f5tlemist; v\u00f5ib-olla suudate projekti optimeerida ja v\u00e4lja m\u00f5elda parema lahenduse, kui k\u00f5ik meeskonna liikmed on keskendunud \u00fchele ja samale eesm\u00e4rgile.\u00a0Edendada vastutustundlikkust.<\/strong><\/span><\/p>\n

2. V\u00f5tke protsessi juhtimine enda peale.<\/h2>\n

Minu kogemuste p\u00f5hjal on see, mis sageli viib meeskonna ja kliendi vaheliste konfliktideni, protsessi \u00fclev\u00f5tmine. On \u00fctlematagi selge, et h\u00e4sti l\u00e4bim\u00f5eldud ja optimeeritud protsess aitab projekti sujuvalt l\u00e4bi viia. Asi on selles, et see toimib ainult siis, kui k\u00f5ik tunnevad protsessi (ja selle p\u00f5hjendusi) - see h\u00f5lmab ka klienti. Minu soovitus oleks, et iga projekti alustaksite koos kliendiga ja annaksite selge \u00fclevaate:
\n- kes on meeskonnas (see on suurep\u00e4rane v\u00f5imalus k\u00f5igil panna nimed n\u00e4gude juurde ja luua sisulisemad suhted),
\n- milline on igap\u00e4evane\/n\u00e4dalane protsess - koosolekute ajakava, millal (ja kuidas) esitatakse uuendused,<\/p>\n

- vahendid, mida kasutatakse suhtlemiseks, projektijuhtimiseks v\u00f5i ressursside haldamiseks (k\u00f5ik neist ei ole kliendile k\u00e4ttesaadavad, kuid usun, et l\u00e4bipaistev \u00fclevaade on vajalik).<\/p>\n

3. Kehtestage tagasiside andmise kord.<\/h2>\n

Tagasiside on oluline projekti edenemiseks ja kui te j\u00e4rgite agiilsete p\u00f5him\u00f5tete p\u00f5him\u00f5tteid, on see kindlasti osa teie protsessist. M\u00f5nedele klientidele ja juhtidele meeldib anda \"pidevat kommentaari\", mis on k\u00fcll heasoovlik, kuid kipub olema segadust tekitav ja isegi masendav. See ei t\u00e4henda, et peaksite tagasisidet v\u00e4ltima! Selle asemel,\u00a0veenduda, et k\u00f5ik huvitatud isikud teavad, millal nende tagasisidet oodatakse ja hinnatakse.<\/strong><\/p>\n

Tagasisidest r\u00e4\u00e4kides,\u00a0andke oma meeskonnale teada, kuidas neil l\u00e4heb.<\/strong>\u00a0Uuringud n\u00e4itavad, et inimesed t\u00f6\u00f6tavad paremini, kui nad ootavad kiiret tagasisidet. Olen hiljuti osalenud\u00a0maailma suurim h\u00e4katon<\/a>\u00a0ja koos oma meeskonnaga t\u00f6\u00f6tasime v\u00e4lja\u00a0eksperimentaalne rakendus 360 tagasiside saamiseks<\/a>. Nagu selgus, tegime seda\u00a0konkursi tippu<\/a>, edestades 1,2k muud ideed. Ma v\u00f5tan seda kui m\u00e4rki, et vastastikune hindamine on ettev\u00f5tetes v\u00e4ga vajalik protsess.<\/p>\n

4. Tehke juhid osaks oma meeskonna (edule).<\/h2>\n

Mida suurem on ettev\u00f5te, seda raskem tundub, et juhtkond seda m\u00e4rkab. Olukord muutub veelgi hullemaks, kui teie meeskond kuuleb \u00fclemustelt ainult kaebusi, et midagi l\u00e4ks valesti, v\u00f5i aeg-ajalt kiidus\u00f5nu projekti l\u00f5pus. Teie kui meeskonnajuhataja saate seda muuta j\u00e4rgmiselt:<\/p>\n

- regulaarsed uuendused. Ma ei r\u00e4\u00e4gi igan\u00e4dalastest aruannetest ja t\u00f6\u00f6graafikutest - nii andmerikkad kui need ka ei ole, on need ka \u00e4\u00e4rmiselt ebapersonaalsed ja neid on raske \u00fche pilguga lugeda. Olles ise juht, v\u00f5in teile \u00f6elda, et visuaalsed elemendid aitavad palju kaasa. Rikastage oma ajakohastusi sisukate graafikutega ja saatke l\u00fchikesi memosid, milles kirjeldatakse viimaseid s\u00fcndmusi,<\/p>\n

- lisades oma meeskonna j\u00f5upingutustele veidi isikup\u00e4ra. Mainige meeskonnavaimu, kui teatate oma juhile. Kui teie meeskonnal on h\u00fc\u00fcdnimi, logo v\u00f5i ebatavalised rituaalid, veenduge, et teised inimesed ettev\u00f5ttes teavad seda. Need elemendid, mida te kasutasite suurep\u00e4rase meeskonnakultuuri loomiseks, peaksid olema teistele t\u00f6\u00f6tajatele, eriti juhtidele, n\u00e4htavad. See ei aita mitte ainult levitada h\u00e4id tavasid, vaid v\u00f5ib ka tugevdada teie meeskonna saavutustunnet.<\/p>\n

- tagasiside k\u00fcsimine, mitte selle ootamine. Planeeritud \u00fclevaatussessioonid on olulised, kuid te ei tohiks karta n\u00f5u ja tagasisidet k\u00fcsida. T\u00f5si, teie \u00fclemused on h\u00f5ivatud inimesed, kuid te peaksite saama loota m\u00f5nele juhendile.<\/p>\n

5. Ja veel kord,\u00a0palun, \u00e4rge valetage inimestele!\u00a0<\/strong><\/h2>\n

Kui midagi l\u00e4heb valesti, on teie \u00fclesanne edastada uudis oma meeskonnale v\u00f5i kliendile. On ahvatlev hoida teavet teiste inimeste eest, eriti kui kriis oli kiiresti lahendatud, kuid l\u00e4bipaistvus oma meeskonna ja klientide suhtes annab k\u00f5igile tunde, et nad t\u00f6\u00f6tavad sama eesm\u00e4rgi nimel.<\/p>\n

Seda aga ei tohiks teha.<\/h1>\n

Ma usun t\u00f5esti, et teie meeskonna ja kliendi\/juhtkonna vaheline \"meie-vastane\" suhtumine v\u00f5ib teile suurel m\u00e4\u00e4ral haiget teha. L\u00f5ppkokkuv\u00f5ttes olete aga teie meeskonna juht, seega peate oma inimesi toetama. Aeg-ajalt tuleb vaenulikkus teie meeskonna ja v\u00e4liste osapoolte vahel sellistest asjadest nagu ebam\u00f5istlik kriitika, liialdatud n\u00f5udmised v\u00f5i \u00fcldine ebaprofessionaalne k\u00e4itumine.<\/p>\n

A\u00a0terve meeskonnakultuur t\u00e4hendab, et inimesed ei tohiks karta vaidlustada status quo'd, kui midagi ei toimi.<\/strong>- kultiveerige seda suhtumist ja \u00e4rge kartke juhtkonnale v\u00f5i klientidele v\u00e4ljakutset esitada, kui tunnete, et see on m\u00f5istlik.<\/p>\n

TEAM + THEM = THEAM (ja armastus, ja edu, ja \u00f5nn)<\/h1>\n

Koos oma meeskonnaga andsime hiljuti v\u00e4lja oma esimese oma toote - the ressursside haldamise tarkvara<\/a> - ja \"kliendi\" rollis olemine pani mind selle reegli olulisust veelgi enam m\u00f5istma. Olles \u00fcksteisega l\u00e4bipaistvad ja keskendunud \u00fchele ja samale eesm\u00e4rgile, olime kiire, t\u00f5husad ja t\u00f5eliselt rahul sellega, mida oleme saavutanud.<\/strong><\/p>\n

Loodan, et suudate oma meeskonna suhetes klientide ja k\u00f5rgema juhtkonnaga rakendada meie-vastaseid strateegiaid. Leidke neile koht oma meeskonnas. Tehniliselt loote siis \"Theami\", kuid k\u00e4sitlege seda standardversiooni uuendamisena.\u00a0Palju \u00f5nne!<\/strong><\/p>\n\n\t\t<\/div>\n\t<\/div>\n<\/div><\/div><\/div><\/div>

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Planeeri ja halda oma meeskonna t\u00f6\u00f6d h\u00f5lpsasti - proovi ressursside haldamise tarkvara<\/a> valitud Hill-Knowltoni ja Stormind Gamesi poolt<\/h2>\n\n\t\t<\/div>\n\t<\/div>\nHankige 30-p\u00e4evane TASUTA prooviperiood<\/a>
<\/span><\/div>\n<\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"Kas te panete neid oma TEAMi? Siin on minu seisukoht, miks on oluline arvestada projekti juures t\u00f6\u00f6tavate v\u00e4liste inimestega.","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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