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Welcome to Today’s Event
Lou Russell President & CEORussell-Martin & Associates
Project Team Triage
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About Lou Russell
Lou Russell is president and CEO of L+EARN and Russell Martin & Associates. Both are consulting and training companies focused on improving business results. Lou and her staff deliver learning experiences that are fun, flexible, fast and measurable. She believes that learning and earning go hand in hand. From improving admission numbers to growing faculty and improved retention, she can help you ensure that students achieve their educational and career goals while you meet your business goals. She focuses on faculty development, retention and recruitment of students, project management, leadership and organizational learning opportunities.
Lou is the author of The Accelerated Learning Fieldbook and Project Management for Trainers, IT Leadership Alchemy, Leadership Training, Training Triage and her newest book The 10 Steps of Successful Project Management. She is a frequent contributor to CCA's The Link, Computer World, Career College Central and Inside Indiana Business, among others, and publishes the monthly Learning Flash electronic newsletter. Lou is also the author of The People Side of Project Management, part of the Villanova Advanced Project Management certificate program. A popular speaker, Lou addresses national and international conferences such as the Career College Association, ACCET, Training 2008, Project Management Institute, Project World, LotuSphere, ASTD and the Society of Information Management (SIM).
Welcome to Today’s Event
Lou Russell President & CEORussell-Martin & Associates
Project Team Triage
For PREVIEW purposes, following is an abbreviated version with the unformatted slides.
To view the entire presentation, click here to view the recorded webinar.
7
Project Team TriageProject Team Triage
An interactive session for
Training Magazine Networkby
Lou Russell, PresidentLou Russell, PresidentRussell Martin & Associates
6326 Rucker Road * Suite E * Indianapolis, IN 46220(317) 475-9311
Time
Neutral Zone
Stress
New Beginning
Creativity
Skepticism
Acceptance
Impatience
Hope
Energy
ExcitementEndings
Denial
Anger
Fear
ShockFrustration
Confusion
From Managing Transitions by William Bridges
Page 8
© Developed by Russell Martin & Associates www.russellmartin.com
TRUE or FALSE? Mostly True Mostly False
Not Sure
My PM cares about me as a person.
My opinions count.
I know what is expected of me at work.
I am clear on my purpose within my project team and feel that my job is important.
I usually volunteer for projects – I enjoy the challenge of something new.
I feel comfortable alerting my PM before he or she is about to make an embarrassing mistake.
My personal development is an important objective for my PM.
© Developed by Russell Martin & Associates www.russellmartin.com
TRUE or FALSE? Mostly True Mostly False
Not Sure
Every day I have an opportunity to do what I do best.
My PM does not have team members who are favorites.
If I felt disconnected with my PM, I could definitely approach the subject with him or her.
I have the necessary support and materials to do my job well.
Our organization identifies and handles poor performers quickly.
Everyone is held to the same standards of performance and behavior.
© Developed by Russell Martin & Associates www.russellmartin.com
TRUE or FALSE? Mostly True Mostly False
Not Sure
I am encouraged to interface with other departments and develop relationships.
I have clear goals and expectations by which my performance is evaluated.
I have written a plan for personal development approved and supported by my PM.
I have a trusted mentor.
I have access to role models within my organization.
I talk about my work in a truly honest and positive way to my friends and family.
© Developed by Russell Martin & Associates www.russellmartin.com
Disengaged Unhappy Engaged
9 or less Mostly True 10 – 14 Mostly True 15 - 20 Mostly True
© Developed by Russell Martin & Associates www.russellmartin.com
1. Assess your beliefs about your job.2. Adapt and adjust your behaviors to suit each
individual you manage.3. Honor individuality.4. Pay attention to your best employees.5. React to poor performance quickly.6. Pay attention to the little things.7. Create a greenhouse for employees to grow.8. Think with your heart.
I Quit, But I Forgot to Tell You, Terri Kabachnick
© Developed by Russell Martin & Associates www.russellmartin.com
Seeks Truth/ Knowledge
Problem solving
Impractical
Watches “Discovery Channel”, PBS
Make Money
Practical
Future oriented, savings
Workaholic
Never enough
Achieve inner vision
Self-fulfillment
Humor or sarcasm
Impractical
Inner feelings not logic
Seeks to win
Control, power
End justifies means
Breaks rules
Can appear to feel superior to others
Search for value of life
Champion of beliefs
Rigid
Order, unity
Always right
Help others
Empathy
Generous
Self-sacrifice
Can’t say “no”
Stop hate and conflict
WorkplaceMotivatorAssessment
© Developed by Russell Martin & Associates www.russellmartin.com
D
IS
CUrgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
Page 15
© Developed by Russell Martin & Associates www.russellmartin.com
100
90
80
70
60
50
40
30
20
10
0
D I S C
Natural
100
90
80
70
60
50
40
30
20
10
0
D I S C
NaturalAdapted
D D
D S
I I
I C
D I
S C
D C
C C
S S
I S
The lesser the shaded area, the greater the possibility for conflict.
Page 17 © Developed by Russell Martin & Associates www.russellmartin.com
D I S C
Looking for Results The “experience” & being liked
Security & acceptance Information & accuracy
Dislikes Indecision Routine Insensitivity Unpredictability
Body Language Strong Handshake
Keep your distance
Direct eye contact
Sit next to
Smile, relax and have fun
Friendly eye contact
Relaxed, calm
Methodical, small gestures
Friendly eye contact
Sit across from
Firm posture
Direct eye contact
Seat Position Across from Next to To the right or left of desk/table
Across from
Tone of Voice Direct
Fast Pace
Modulations
Fast pace and enthusiastic
Warm, soft, calm
Steady, slow pace
Controlled and direct
Slow pace, precise
Words/Content Challenge, Win
Results
Lead the field
Bottom line
Fun
I feel
Exciting
Picture this
Step-by-step
Guarantee or promise
Think about it. Take your time.
Here are the facts
The data show . . .
Proven
Take your time; No risk.
Communication
Do’s
Brief and to the point
Create idea ownership in them
Let them determine how to do it
Be optimistic
Show how actions involving people will create change
Enthusiastically approach new ideas
Allow time for thought
Prioritize actions and set deadlines
Allow for incremental change
Allow enough time to do the job right
Provide clear expectations and deadlines
Praise for doing job right
Communication
Don’ts
Talk with not action
Be chatty
Assume they heard what you said
Personal criticism
Not involving them
Being curt or cold
Pressure or rush the decision
Promise power or greater independence
“Just do it”
Say: “You were wrong.”
“I’ll know it when I see it” directions
Page 18© Developed by Russell Martin & Associates www.russellmartin.com
Page 19© Developed by Russell Martin & Associates www.russellmartin.com
© Developed by Russell Martin & Associates www.russellmartin.com
© Developed by Russell Martin & Associates www.russellmartin.com
Project Task Project Manager
Task Owner
Helpers Due Comments
Complete
PM workshop
Build Master
Lou Margie Carol 2/1/06 6 sessions total
PM workshop
Ship supplies
Lou Carol 2/21/06 Small boxes X
PM workshop
Sessions Lou Margie 3/11/06 2 day per conf, 3 session
PM workshop
Follow-up Lou Lou Margie 3/21/06
PM workshop
Print certificates
Margie Carol 3/21/06 X
Page 22© AASLH Developed by Russell Martin & Associates www.russellmartin.com
© AASLH Developed by Russell Martin & Associates www.russellmartin.com
Visitors Construction Staff
Civil War Exhibit
Outside Experts
Learning
Issues, challenges
Latest research
Budget status
Interests
Construction constraints
Fun
ds
avai
labl
e
Designers
Project
Sponsor
Physical constraints
How will YOUR PROJECT’s success be measured after it is completed?
• The exhibit opens on time and on budget.
• There is at least one hands on exhibit.
• The exhibit represents new research that has not been in other exhibits before.
Overall Project RiskAverage:SizeSize - How “big” is this project or how long will
it take relative to others you have done?Rated 1(small) - 10(large)
StructureStructure - How stable are the requirements?Rated 1(fixed) - 10(undefined)
TechnologyTechnology - How understood is the technology and procedures?
Rated 1(old) - 10(new)
x
x
x
…and the schedule!
Page 23
Monitor Change
How Can I Get More HELP?
At www.russellmartin.com:•Try the profiles for free
•Buy a course for your team that you can teach! “I Quit, But I Forgot to Tell You”
•Purchase books
•Get our LEARNING FLASH e-zine for more tips and tools
•Find out about public webinars and workshops•Buy fun stuff in the e-store
Twitter: @nolectureFacebook: Lou RussellLinked-In: Lou Russell
