Tuesday, January 05, 2010

Executive Engagement in Business Technology Projects

Healthcare CEO supports a mission-aligned IT investment with active engagement that ensures implementation and drives adoption. ...

... "Raymer has taken a much more active role than most CEOs might when it comes to an IT project. She developed a detailed chart with scores of lines of responsibilities for employees throughout the organization, including herself. " ...


Via Triad Area Business Journal: IT investment

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Wednesday, November 04, 2009

Agile Project Stakeholder Engagement

With its speed and frequency of product builds, agile projects can offer a more engaging stakeholder process through greater frequency of touch-points, faster incorporation of stakeholder feedback, and sustained engagement over the project lifecycle. ...

... "Agile methods, by definition provide improved engagement for these stakeholders using two simple mechanisms: visibility and frequency of delivery. Review your stakeholder engagement map. Have you got the right people involved? " ...


Via InfoQ: Project Stakeholder

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Thursday, March 26, 2009

Virtual Collaboration to Engage Your Team

President Obama creates a virtual event that spurs questions, debate and collaboration. Nice leverage of technology to create dialogue. Here's a sample of the discussion on the topic of Green Jobs and Energy: 324,994 votes on 7,442 questions from 20,104 people. ...

... "The idea that a president would want to talk directly to the American people has been around since the days of FDR, but what was new about Obama's online town hall is that it encouraged members of the public to interact with each other ... " ...


Via CNN: Obama Town Hall

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Wednesday, February 20, 2008

The Rising Cost of Deflation

Several times in the past few weeks I've heard stories from people who had been part of self-motivated teams that took it upon themselves to do great things and induce change in their company, only to have the wind taken out of their sails by management.

Instead of letting people run with good ideas and try new things, management decides to take over, often starting from scratch, and telling people how they should do things. This is the epitomy of poor management. It hurts morale, breeds apathy, and generates wasted rework. Worse yet, it undermines accountability.

I'll repeat one of my favorite statements from General George S. Patton:

"Never tell people how to do things. Tell them what to do and they'll surprise you with their ingenuity."

Bottom line for managers. Engagement matters. If people show initiative, get out of the way.

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Monday, February 04, 2008

Teamwork: A Lesson from the Super Bowl

Watching the Super Bowl last night brought to mind a valuable lesson in teamwork.

However, the lesson didn't come from the game itself. It came from a simple statement made prior to the game in a recorded intro spot about teamwork.

During the overlapping voiceovers touting the value of teamwork, a simple definition was announced:

Teamwork... A cooperative effort by members of a group to achieve a common goal.

Now this is a fairly straightforward definition, and on the surface doesn't seem profound by any means. One might even say it's common sense. If that's the case, then why doesn't it feel that way on many project teams?

A project team includes the core members, key stakeholders, and anyone in an organization who's involvement or cooperation is needed to achieve a goal. The problem right off the bat is that most teams struggle with agreeing on what the goal is. If they do reach agreement on the goal, the next challenge is to make it a cooperative effort to achieve it.

If every project manager posted the above definition of teamwork on their wall and shared it with the project team and stakeholders during the project kickoff, perhaps it could serve as inspiration toward further dialogue.... and launch a true "cooperative effort toward a common goal."

Engagement is the answer to many a team's struggles, and this view of a team seems to embody the concept.

Perhaps this definition is pretty profound after all.

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Friday, December 28, 2007

Engagement, Gardening, and Human Sigma: The Future of Business

Folk artist Christine Lavin once sung a whimsical song called "Sensitive New-Age Guy." I think we're entering the era of the sensitive new-age leader (hmm, maybe another song parody opportunity). In all seriousness, it seems as if the idea of humane leadership is finally reaching critical mass. The focus on cost-cutting and hierarchical leadership is finally being seen as the dinosaur that it is.

There are a number of books, blogs, and articles about the need for engagement. A good one that did well in 2007 is Growing Great Employees by Erika Anderson. Using a gardening analogy, it makes the case that we must cultivate employees and encourage their natural growth by creating a nurturing environment in which people can prosper. Not only that, it offers practical tips and templates for doing so. See Anderson's blog at: http://thesimplestthing.typepad.com/

More recently, John H. Fleming and John Asplund released Human Sigma. Based on extensive studies from the Gallup organization, it makes the case that it's not good enough to have great employee engagement or great customer engagement. You need both. Their studies showed dramatic financial advantages in companies that have employeed both, no matter how good other organizations were at one or the other. The book offers a metric for measuring your "Human Sigma," as well as guidelines for success.

Here's a link to a great Havard Business Review article on Human Sigma (in PDF format): http://interdevelopmentals.org/pdf/hbs-human-sigma.pdf#search=%22human%20sigma%20metrics%22

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