Blue Shark Team-Building: Leading High-Performance Teams during a Crisis
- Length: 277 pages
- Edition: 1
- Language: English
- Publisher: Auerbach Publications
- Publication Date: 2021-10-04
- ISBN-10: 1032081058
- ISBN-13: 9781032081052
- Sales Rank: #0 (See Top 100 Books)
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.
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
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