building teams game production 1 11132017 instructor michael

building teams game production 1 11/13/2017 ` instructor: michael lott

class overview last week: in review • your week • tbd this week: building teams rapid pitch building team review: primal leadership (complete)

last week what was your week’s biggest challenge? assignment 19: new project plans assignment 20: new project pitches

last week new project plans 2 keys to this task • thorough • approachable • questions • is it getting easier? • who modified previous docs • sprint length (1 -3) would kanban work?

last week new project pitches 2 keys to this task • presentation prep • group review • questions • tbd

building teams you’ve got an idea/money/time, now what? who has been involved in recruiting? has anyone been responsible for a staffing plan?

staffing phases each phase comes with its own challenges • growth • equilibrium the information you master, • retention will validate want vs need. • attrition • reduction

teams from the ground up what’s the goal? • short-term • long-term risk management • resources • budget • scope • funding • time confidence is the goal

growth how do project growth and company growth compare?

the interview sitting on both sides of the table • the good 1 st impression seek • team fit • quality • ability

onboarding it’s a cultural thing • make a lasting impression • accelerate impact • bolster team spirit did we make the right choice? get your shit together!

equilibrium what is your take on the equilibrium state?

retention who’s participated in corporate, team building exercises? how valuable are free snacks & drinks? parties & all-hands? 1: 1’s?

attrition have you ever left a company? has anyone ever left your company?

reduction have you ever been laid off before? have you ever had to let someone go?

the PIP and the RIF pip • performance improvement plan • last chance or cya? • a formal agreement rif • reduction in force • coping • delivery • leaving • staying

team building you’ve got a team, how you keep it together?

the cohesive team resonance brings harmony • respect • honesty & integrity • trust • accountability • staffing <quote>

respect admiration for ability, quality or achievement • hand in hand with reputation • hard won, easy lost • reputations • the 2 -way street • respect your team • respect yourself • respect the goal respect, we may command it, we cannot demand it.

brutally honest or honest asshole? what is the difference? being nice is not the same as being honest being blunt is not the same as being earnest

honesty & integrity honesty, sincerity and integrity go hand in hand • blunt can be healthy • earnest • sincere • integrity • courage • discipline • both require follow-through • own the message • own the action tell the truth in a positive way

can you trust the unknown what shapes our ability to trust?

trust integrity builds trust • honesty • clarity • transparency consistency is key reliability gains trust. consistency maintains it.

accountability without authority how far does leading through example take you?

accountability reward the positive, discourage the negative • team norms • responsibility reward the positive, • consistency discourage the negative.

assignment: reading thoughts on “primal leadership” complete • what resonated with you • what did not? primal leadership daniel goleman

the emotional integrity of teams • • the collective reality & positive emotion indecision & unspoken ground rules conflict can be ok the hard look: realism vs idealism harmony & cooperation the power play ignoring the power of the group Teams have norms, organizations have culture.

maximizing group ei as with individuals: • self-awareness • self-management • social awareness • relationship management swaying in the winds of emotion.

self-managing, self organizing explicit collaborative & positive norms • re-enforce resonance • in the leaders hands • monitor & model behavior setting ground rules • r&d angle’s advocate • crossing organizational boundaries • individuals effect groups Step outside of how I feel and into why my team feels

ceo disease the higher we go, the less we know • letting the boss know… what they don’t want to hear self-awareness & the lack of it • top performers vs. low-performance coorelation fear of change… • fear of showing weakness • locked into an approach

the honeymoon effect thoughts: the half-life of knowledge in an mba = 6 -weeks?

primal leadership the 6 distinct styles of ei leadership resonant • • visionary : come with me coaching : personal development over products affiliative : people come first democratic : flexible dissonant • pace setting : set the bar • commanding : do what i say

assignment: evaluation tbd “primal leadership” reading complete • reflective logs to continue official evaluation? • 360 with report • thoughts? primal leadership daniel goleman

establish and maintain an ei log assignment ei reflexive journal 1. submit 2 -key moments where you employed ei leadership styles 2. capture and establish • context • Your approach • Outcome • How you may handle this differently next time 3. include group meetings, 1: 1’s, reviews, etc. due: saturday @ midnight book: relflexive journal

assignment your ideal self based on the premise in the book, establish a summary report of your ideal self 1. define who you want to be 2. establish your key values 3. be definitive 4. picture yourself at the end of this game studio master’s program, and describe who we will see. due: saturday @ midnight reference: your ideal self

recap assignments • ei reflexive journal– (11/20/2017) • your ideal self - (11/20/2017) recommendations • relflexive journal • your ideal self

next week pickup remaining pitches excel techniques for real

10 -for: top challenges in 10 -minutes describe a production challenge faced by cohort 8 last week consider • benefit to your peers • state: solved or unresolved • state: advise or alternative contribute • ask clarifying questions • offer positive solutions • when time allows

game over!