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Opportunities & Challenges

The F-35 Joint Strike Fighter is one of the largest and most complex major projects being undertaken today. Nine partner nations and multiple American military and industry partners work together in a high VUCA (Volatile, Uncertain, Complex and Ambiguous) environment to produce a product upon which the lives of service men and women around the world depend.

Effective leadership is required across the organization, and organization systems themselves must constantly be upgraded to allow for the most efficient and effective work to take place.

What we did:
In collaboration with Defense Acquisition University (DAU) and F-35 Program Office Senior Leadership, M&B co-developed the Enterprise Cohort Leadership Program (ELCP), an ongoing cohort program to support leaders across the F-35 enterprise in being and doing their best.

ELCP is a condensed program of eight weeks, comprising seven days in residence with workplace learning assignments back on the job, and a capstone project to scope an initiative that will have significant impact on the learners’ leadership development and business/mission outcomes for the enterprise.

The program is designed to maintain a consistent base of frameworks and also to evolve as needs change.

Results:
Nine cohorts have been completed with over 200 participants who now share common leadership language and frameworks with which to positively influence work across the organization. A cadre of coaches is in place to offer ongoing support to colleagues and to further the work going forward.

Opportunities & Challenges

The Northeast Alliance for Graduate Education and the Professoriate (NEAGEP) is an NSF-funded program whose goal is to increase the number of domestic students receiving doctoral degrees and entering the professoriate in the sciences, technology, engineering, and mathematics (STEM) with a particular focus on recruiting, supporting and mentoring students of population groups underrepresented in STEM fields (i.e., African Americans, Hispanics, American Indians, Alaska Natives, Native Hawaiians or other Pacific Islanders).

While participants in NEAGEP receive world-class technical training, there is frequently less emphasis placed on preparing participants for roles as leaders and collaborators, both in their education and in their chosen professions.

What we did:
At the request of a NEAGEP leader at UMass Amherst, M&B developed a one-day introductory leadership training for a cohort of STEM grad students. The training included individual and team leadership topics and a module on systems thinking to assist participants in understanding whole-of-organization perspectives.

Opportunities & Challenges:

The Excelsior Service Fellowship, created by Governor Andrew Cuomo in 2013, is an initiative to attract the “best and brightest” of recent graduates from law, graduate, and professional schools to NYS government service. Each fellow, bringing a diverse background and skill sets, is placed for two years in a policy or operational position within the executive branch.
Tasked with working on some of the most pressing issues facing New York State, Excelsior Fellows required the right tools and frameworks to lead in the 21st Century.

What we did:
Over five months in 2017, M&B provided a multi-session Leadership Development Program for some 50 fellows serving throughout NYS government. Session topics included:

  • Leading in a Complex World
  • Forming and Leading Teams
  • Leader as a Facilitator
  • Working Well with Stakeholders
  • Leading Organizational Change

In addition to the above topics, fellows also inventoried stresses in their personal and professional lives that inhibited performance and effective team leadership. M&B presented mindfulness as a tool for focusing on the present moment, while not reacting to all the stressors that enter our daily lives. Participants were led through a 10-minute guided meditation.

Deliverables:
Each fellow was tasked with creating an individual “leadership development plan” and a “project plan” to implement throughout the five month program. Projects were identified based on actual opportunities and challenges within the workplace. In between sessions, fellows worked with their supervisors and teams to reach clear and measurable results with their projects during the 5-month program.

Organizations around the world will spend $US3,300 per hire (Forbes, 2013) on recruiting yet spend just a few hundred dollars, a small fraction, on the equally important task of setting up their teams for success.

Mostly the on-boarding process focuses on socializing people into an organization’s, culture, learning “how we do things around here”. But often the process requires the new arrival to adopt the organization’s identity while downplaying their own, which can be “psychologically depleting” (Cable, Gino & Staats, 2013).

This “don’t rock the boat” approach may be ideal for firms in slow moving backwaters of the world economy, but in a rapidly changing world it is an organization replenishment opportunity foregone.

New, more mobile arrivals, whose average time in a job is now 4.6 years, bring to an organization a rich diversity of cultural knowledge, mental models and experiences. They are often better able to work across ever-evolving or transforming boundaries than incumbents who have been at the firm for many years. Their adaptability skills may as valuable to their new firm, as the skills for which they have been hired.

The problem is most acute in the world of complex project management, where innovation, change and increasing complexity is the order of the day. Projects, by their nature, occur at the pointy end of the economy, where new systems are developed that are often so leading edge, the details are not fully worked out until the contract has been awarded and implementation is underway.

In a way, starting a project is like recruiting a band of mercenaries. Project people are used to working in temporary organisations for short term assignments. They also know disruptive change, because when their work is done, they are often rewarded by losing their jobs, until the next project comes along.

So how do you socialize the engineers and technologists who design and implement new projects, who are expected to be very adaptable and flexible, but also be perfectionists, to guarantee the system they build will work, not just reliably, but without harming anyone?

Another challenge is to create the infrastructure, system, technologies or tools which will serve a useful purpose for not only the current way we do things, but for the next 30-50 years. On time, on-budget and fit for the purpose.

This means that the leadership of complex projects often must recruit a mix of talents that are on the one hand creative and daring and on the other very conservative or risk averse. They include introverts such as programmers and extroverts such as team leaders plus a handful of cowboys and geeks. They come from a diverse variety of disciplines, in order to create new systems with many moving parts, often made or built in a wide variety of locations, remote from each other, anywhere in the world.

Add to this potentially difficult mix, accelerating knowledge creation and implementation, and growing complexity and you have what could easily turn into a conflict and contradiction nightmare.

To make matters worse, some project teams just jump straight into the work because they are focused on getting results. Others party until the cows come home, and cant get started until they have a perfect solution that solves everyone’s problems.. Kumbaya on steroids.

Our recipe for success is a balance between results AND relationships. 

On day one, get to know one another, and build systemic connections across the team. Then and only then do we engage in an initial round of strategic planning to clarify the purpose of the project/program, develop shared goals and a create a plan of action.

Workshop

Here’s a workshop to help a team prepare for success:

1. Warm-up: In 25 words or more, tell us the story of the most amazing, crazy or dangerous thing you have ever done. What you learned from the experience?
2. Passions: In 25-words or more, what are your excited or passionate about?
3. Life story: What’s the story of your life? Name of the movie and the plot.
4. Your interests: Why did you join the team? What do you hope to get out of the project if it is very successful?
5. Skills and tools: What skills, methods, tools etc. do you bring to the project and how could they contribute to its success?
6. Biggest issues you have faced: Give an example of a big issue or challenge that you have had to deal with in your work/life that you would really like to have better answers for in the future.
7. Helping others: Thinking about all the other members of the team and their interests, and the challenges or issues they face, who could you help and what could you do to help them?

Just watch this!

It can be challenging to interact with people whose perspectives and opinions differ from ours, but there are many benefits, including making us smarter. In this Washington Post entry, Gregory Rodriguez explains why this is so.

 

 

Opportunities & Challenges:

The Materiel Group within the Canadian Department of National sought to develop the capacities of Project Team Leaders and Managers to think and operate more flexibly, adaptively, and creatively.

What we did:

In 2014, M&B delivered a four day course: Complex Adaptive Systems Approach to Complex Project Management. Participants appreciated the personal coaching by the presenters as they learned to apply each framework to a challenging project issue, that each person, or intact team, brought to the course. They also liked the opportunity to work in groups to openly explore issues with colleagues and learn from each other.

Opportunities & Challenges:

Over the past three decades, Australia has shifted its focus away from Europe to Asia, South Asia and Southeast Asia, with China and Japan being Australia’s two main trading partners, and India, South Korea and Indonesia becoming just as important.  The national government decided embark on a long-term project to engage more deeply with Asia, to ensure that Australia develops the skills, and cultural awareness to build stronger relationships.

What we did:

After the government’s Australia in the Asian Century Task Force completed their report, Maverick & Boutique was asked by the Department of Prime Minister & Cabinet to help develop the internal team responsible for the implementation of the plan to develop strategies for involving 30 other departments, major corporations, small business, universities and trade Organization in the roll-out of the plan. For this one day workshop, the implementation team used the Zing meeting system to rapidly share ideas, and reach agreement about the way forward.