# Team Performance Criteria 团队绩效标准

p.30

• Difficult to do, but worth the effort
  很难做，但值得努力
• Forces:
  势力
  • Clarity about expectations
    明确期望
  • Explicitly stating values
    明确说明值
• Provides a standard of measuring team success
  提供衡量团队成功的标准
• What fitness of use looks like
  使用的适应性是什么样的
• How the team is expected to grow in expertise
  期望团队如何发展专业知识
• How the team experience will be fulfilling for team members
  团队经验将如何使团队成员满意

# Main Idea 主要思想

# 4 ways to increase the team's performance 4 种提高团队绩效的方法

• A compelling direction for work
  引人注目的工作方向
• A team structure that facilitates success
  促进成功的团队结构
• The organizational supports the team
  组织支持团队
• Expert coaching is present
  有专业教练

The Leader's Responsibility 领导者的责任就是以上 4 点

# An interesting idea 一个有趣的主意

p. 33

There is no one right way for a leader to behave
领导者没有正确的行为举止

# Team Needs 团队需求

p.41

• Clearly defined task
  明确定义的任务
• Clear boundaries
  明确的界限
• Legitimate authority must be granted to the team
  必须授予团队合法权限
• Some degree of team member stability over time
  随着时间的推移，团队成员具有一定程度的稳定性

# Clearly specified Task 明确指定的任务

p. 41

• Design the work to fit a team
  设计适合团队的工作
• The work requires team members to work interdependently
  工作需要团队成员相互依存
• A collective outcome is defined
  定义了集体成果

# Clear boundaries 明确界限

p. 44-50

• Team members need to know “who is on the team”
  团队成员需要知道 “谁在团队中”
• Team boundaries need to be clear
  团队界限要明确
• It is virtually impossible for a team without clear boundaries to succeed
  对于没有明确界限的团队来说，这几乎是不可能成功的
• But if you lock people into a team only mindset, they can overlook environmental changes around them
  但是，如果您将人们锁定在只有团队的思维方式中，那么他们就可以忽略周围的环境变化
• The ability to add team members as needs arise must be present
  必须具备根据需要添加团队成员的能力

# Legitimate authority must be granted to the team 必须授予团队合法权限

p.50-54

• If you don't do this the team will:
  如果您不这样做，团队将：
  • Overstep their area of authority
    超越职权范围
  • Be timid about solving issues that they should be solving
    对解决自己应该解决的问题保持胆怯
• It is management's responsibility to define what the team has authority to have
  定义团队有权拥有的内容是管理层的责任

# 4 ideas to help set up the boundaries of team authority

4 个构想帮助建立团队权威的界限

• Ability to execute the work
  执行工作能力
• Processes to monitor and manage the work
  流程监督与管理工作
• Design a methodology to get the work done
  设计方法论来完成工作
• Establish collective objectives and aspirations
  树立集体目标和理想

# 4 levels of team self-management 团队自我管理的 4 个级别

1. Setting overall direction (most important for managers)
   设定总体方向（对管理人员而言最重要）
2. Designing the team and its organizational context
   设计团队及其组织环境
3. Monitoring and managing WIP and progress
   监控和管理在制品和进度
4. Executing the team task (not a management function)
   执行团队任务（不是管理功能）

# Some degree of team member stability over time

团队成员随时间推移的某种程度的稳定性

p.54-59

In commercial aviation, crews that are trained together have the best opportunity to turn into a high performance team.
在民用航空中，受过共同训练的机组人员有最好的机会转变成一支高绩效的团队。

The most important contribution that leaders can make to the teams they create is to support competent team work! (p. 59)
领导者对他们创建的团队可以做出的最重要的贡献就是支持有能力的团队合作！

# Laying the Foundation for Effectiveness 为有效性奠定基础

• Laying the foundation of a team is critical (the social contract)
  奠定团队的基础至关重要（社会契约）
• A great way to support a foundation is to create real work for a team
  支持基金会的一种好方法是为团队创造真实的工作

# Effective team management... 有效的团队管理...

p.62

• ls only possible when someone in authority sets the direction for the team's work.
  只有当有权威的人为团队工作指明方向时，才有可能。

• But; the leader should consult the team to understand what the direction should be.
  但；领导者应咨询团队以了解方向。

# Setting direction... 设定方向

p.63

• Orients the team's attention
  引导团队的注意力
• Orients their actions
  引导他们的行动
• Engages their talents
  发挥才华

# A compelling direction is.... 一个引人注目的方向是...

p.72

• Challenging
  具有挑战性的
• clear
  清楚明了

# How vs. What matrix

p.73

Direction that is too clear...
p.83
...can be a motivation reducer

方向太明确了...
... 可以减少动力

# More success criteria for teams.... 团队的更多成功标准

p.91

• Team structure
  团队结构
• Quality of coaching
  教练素质
• Organizational support
  组织支持

# The best team structures... 最好的团队结构...

p.94

... are able to orient the team to task completion, but allow for creative problem solving.
... 能够指导团队完成任务，但可以创造性地解决问题。

# Productivity vs. # of team members 生产力与团队成员人数

p. 117

• If you need to tackle an issue that needs more that 7 people to address it....(p. 121)
  如果您需要多于 7 人来解决问题。
• Break up the task into several teams;each with its own vision and responsibilities.
  将任务分解为几个团队，每个团队都有自己的愿景和责任。

# 40 percent of team dysfunction can be attributed to...

p. 200

40% 的团队功能障碍可归因于...
...personality or behavior
... 个性或行为

# What is the key determinant of team success?

p.201

团队成功的关键决定因素是什么？
The emotional intelligence of the leader.
领导者的情商。

# Team Leader Skills 团队领导技能

p.255

# Envisioning skills 设想技能

"the ability to envision desired end states and to articulate and communicate with them and others."

" 能够设想所需的最终状态，并与他们和其他人表达和沟通。

# Inventive skill 创造性技能

The ability to think of numerous and nonobvious ways of getting something done.

能够想出许多不显眼的方式来完成某件事情。

# Negotiation skills 谈判技巧

The ability to work persistently and constructively with stakeholders to secure resources needed by the team.
能够持续和建设性地与利益相关者合作，以确保团队所需的资源。

# Decision making skills 决策技能

The ability to optimally choose between various alternatives in an uncertain environment
在不确定的环境中，能够在各种备选方案之间做出最佳选择

# Teaching skills 教学技能

Ability to coach a team
执教团队的能力

# Interpersonal skills Communicate 人际交往技巧沟通

• Listen
  倾听
• Confront
  面对
• Persuade
  说服
• Play well with others
  和别人一起玩得很好

# Implementation skills 实施技能

Ability to manage and lead a project.
管理和领导项目的能力。

# Emotional Intelligence: a learship tool for scrum masters & project managers

# GOAL 目标

Improve Project Managers' and Scrum Masters' ability to lead effectively using Emotional Intelligence (El).
提高项目经理和敏捷管理者有效使用情商 （El） 领导的能力。

# Amygdala Hijack

Crisis / Change / Conflict
危机 / 变革 / 冲突
⬇️
Fear / Uncertainty / Doubt
恐惧 / 不确定性 / 怀疑
⬇️
Amygdala Hijack

# The Premise 前提

Amygdala Hijack ➡️ Positive Mindset 积极的心态

# Outline 大纲

1. Why Emotional Intelligence is important
   为什么情商很重要
2. What it is
   它是什么
3. How to get better at it
   如何做得更好

# Defined

1. Personal Emotions
   个人情感
2. Manage Self
   管理自我
3. Understand Others' Emotions
   了解他人的情绪
4. Guide Others
   引导他人

# Why EI is important? 为什么情商很重要

# Positive Affects of EI on Performance EI 对表现的正面影响

EI ⬆️ = Team Performance ⬆️

• Self Control
  自我控制
• Self Confidence
  自信
• Teamwork
  团队合作
• Collaboration
  协作
• Developing others
  发展他人
• Communication
  通信

# Companies worldwide use EI for... 世界各地的公司使用 EI 进行

• Hiring
  招聘
• Promoting
  推广
• Developing
  发展

EI > IQ

EI > Experience

2/3 Competency

Highest EI > Peers

85% of leadership success

Strongest leader

Who was your favorite leader?

What was their greatest strength?

# What EI is?

Amygdala/ə'mɪɡdələ/: Fight or Flight
杏仁核：战斗或飞行

Logic and Planning Neocortex
逻辑和规划大脑皮层

Neocortex drives logical,planned approach
大脑皮层驱动逻辑、计划的方法

Amygdala =1/12,000 of a second

# How PMs and SMs Can Improve

“If you can sense the emotions of others,you have a chance to change them."
" 如果你能感觉到别人的情绪，你就有机会改变他们。

# Basic emotions drill 基本情绪训练

• Dejection
  沮丧
• Anger
  愤怒
• Love
  爱
• Hope
  希望
• Pride
  骄傲
• Fear
  恐惧

Important: You have to be looking for specific emotions to capture them correctly.
重要：你必须寻找特定的情绪来正确捕捉它们。

The Six Families of Emotion

# Have you ever been successful calming down an upset client?

您是否曾经成功地安抚过一个心烦意乱的客户？

A Process... 一个过程...

1. Understand your own reactions to feelings
   了解自己对感情的反应
2. Teach yourself to stay on top of your emotions
   教自己保持情绪的顶端
3. Learn to read others' emotions
   学会阅读别人的情绪
4. Learn how to shift people from frenzy to logic
   学习如何将人从狂热转向逻辑

# Tips from Goleman 来自戈尔曼的提示

• Register emotional cues
  记录情感暗示
• Take ownership of issues
  掌握问题的所有权
• Listen well
  听得好
• Seek mutual understanding Foster open communication Honest statuses
  寻求相互理解促进开放沟通诚实状态
• Show respect
  表示尊重

# Tips from Nadler 来自纳德勒的提示

• Emotional Self Awareness
  情感自我意识
• Accurate Self Assessment
  准确的自我评估
• Self-Confidence
  自信
• Empathy
  同情
• Emotional Self Control
  情感自我控制
• Trustworthiness
  可信性
• Conscientiousness
  认真
• Build Bonds
  建立联系
• Conflict Management
  冲突管理
• Communication
  沟通

# How can you give confidence to a project team?

你怎么能给项目团队信心呢？

# Build confidence of a project team

建立项目团队的信心

• Social contract
  社会契约
• Risk planning
  风险规划
• Stick to plans
  坚持计划
• Follow thru
  坚持到底
• Listen
  听

# Building relationships

建立关系

• WIIFM
• Use terms they use
  使用他们使用的术语
• Share your plan
  分享您的计划
• Keep them engaged
  让他们参与进来
• Listen to them
  听他们的
• Don't push solutions
  不要推解决方案
• TeamFirstDevelopment.com

# Calm yourself 冷静点

When you start to stress out, how do you come.back to steady-state?
当你开始强调的时候，你是怎么回到稳定状态的？

• Stay positive
  保持积极的态度
• Take rest breaks
  休息一下
• Get sleep
  睡觉吧
• Avoid negative self talk
  避免消极的自我谈话
• Program correct responses
  编程正确的响应
• Put things in perspective
  将事情放在一个角度上
• Controlled breathing
  控制呼吸

# Calming Stakeholders 安抚利益相关者

When others start to stress out, how do you get them to come back to steady-state?
当其他人开始强调时，你如何让他们回到稳定状态？

• Listen
  倾听
• Empathy
  同情
• Communicate!
  沟通！
• Follow disaster plan
  遵循灾难计划
• Understanding tone
  理解的语气
  • I understand...
    我明白。。。
  • I know how you feel...
    我知道你的感受。。。
  • I recognize you are upset...
    我知道你很不高兴。。。
  • I see that you...
    我看到你。。。
  • We want the same thing...
    我们也想要同样的东西。。。

# Specific tips for project managers

• Listening
  倾听
• Milestone based status
  基于里程碑的状态
• Pro/con papers
  赞成 / 支持论文
• Do what you say
  做你说的
• Be on time
  按时
• House Keeping
  房子保持

# Specific tips for scrum masters

• Ceremonies
  仪式
• Servant leader
  仆人领袖
• Protect Team
  保护团队

# EI and Teams

• Forming
  正在形成
  • Written Plan or Requirement
    书面计划或要求
• Storming
  暴风雨
• Norming
  规范
• Performing
  表演
• Adjourning
  休会