How to plan high team performance


To be a good leader, don’t just read this article or one of the thousands of books about leadership out there. Leadership is much more practical than theoretical. It is not enough to define as an element of your organizational culture that something magical will happen and everyone will become leaders in your company.

For a long time I even thought that leadership was something natural, innate – either you are a leader or not. However, I began to study this issue more deeply (and without prejudice I was carrying) and saw that, in fact, leadership can be learned. But to become leaders really, we need to change habits and attitudes.

One of the great lessons I learned from these studies was about the importance of planning a mission success. Planning is not a lonely job. A good leader should plan Together with your team. A good leader should know Communicate It’s a plan. A good leader should be a planning expert. These are the basics to win.

One of the best books I’ve read on the subject is “Extreme Property: How U.S. Navy SEALs Lead and Win,” written by two former U.S. Navy Special Forces fighters – Leif Babin and Joko Willink. Bringing stories about their experience of war, the authors apply knowledge in the business world. One of the chapters is entirely devoted to Planning and brings valuable lessons in how well to plan to be a good leader.

In this article I will discuss the basic data that I have taken and which I have hissprashia apply in the management of Convenia. But first, it is important to define the concept of leadership well, which is often confused.

What is leadership?

The question seems simple, but it is not. Leadership can be confused with many other things, and so I’ll start by highlighting what’s for me, No is leadership:

  1. Leadership has nothing to do with hierarchy “Leadership is often confused with hierarchical levels within the company, but in fact many “bosses” are not really leaders.
  2. Leadership is NOT about personality “Don’t treat the “leader” as an adjective. We are used to recognizing great historical characters as great leaders. But you don’t have to have personal characteristics to be a great leader.
  3. Leadership does not mean governance ” You can be a good manager of people, coordinating well with your work and deliveries. it won’t automatically make you a good leader. These are completely different things.

But then… What is leadership?

The best definition of leadership I found is:

Leadership is a process of influencing people, maximizing their efforts and qualities for the sake of a common goal.

Some things in this definition get my attention:

  1. Leadership is Process (continuous) rather than what happens sporadically.
  2. To lead is to have Influence about other people and have no higher fast.
  3. A good leader generates results, maximizing your team’s potential. This will result in leaders not only producing more, but also producing more.
  4. No leadership if not Goal General.

How to plan a high-performance team guide

1. Analyze the mission

All planning begins with Evaluation situation, that is, a thorough analysis of the scenario in which your team is inserted. A good leader can observe reality much more broadly, understanding what all possible ways to achieve a certain goal. Knowing how to distance yourself from day-to-day and operational challenges is very important for you to analyze the environment as a whole.

In addition to the environment, to start good planning is also important to determine what resources you have. Who will participate? How much time will they have on the mission? What resources will be required for hiring/acquisition to achieve the ultimate goal?

The mission analysis seems very theoretical, but it is not. This means that every 15 days we have a new mission: to develop new opportunities for the product.

One of the principles of the methodology is that each developer (resource) votes on each task (goal) depending on its complexity. This process is nothing more than a mission analysis, an understanding of whether you have enough resources to achieve your goal. In the case of sprint, most of the time, instead of hiring more resources, we adjust the goals to the existingresources – after all, we don’t hire developers every 15 days.

2. Decentralization of the planning process

Many of those who take up leadership positions believe that this means that they will have to make solitary decisions. This result means entering a “knowledge bubble” and leaving with ready-made solutions that will only be informed and charged by your subordinates.

On the contrary, the Navy SEALs know that in order for the whole team to be compromised, it is important that the planning process is decentralized, that is, the participation of the whole team, not just the manager. For this to happen, a good leader must know how to communicate “why” rather than “what” and thus convey the real foundations of that mission. Why the goal is so important to the organization. Why one line of action was chosen in relation to others. Because we have a deadline to achieve a certain goal. And so on…

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In this way, the team will be able to plan together with the leader and make an equal contribution (actually, even better) than the person just thinking.

Going back to the example of the convenia product development sprint, we apply this principle by decentralizing the coverage of this functionality. Previously, the product area, in addition to prioritizing, also determined the scope of what should be done alone. And he gave it to the developers just in time to vote on the complexity of production.

After the change, the product group prioritizes functionality, but delegates to a team member to improve needs and coverage. In addition to providing process flexibility, this procedure guarantees a higher quality in documentation than goes into production, as it is done by someone who is literally hand in hand.

3. Reducing risks

The Navy SEALs are an elite unit of the U.S. Navy. They are called on the most difficult missions. These are missions that put them directly at risk. Forget those unmanned missions that spread bombs from a distance. They are involved in the rescue of hostages, the conquest of territory, etc. Many people think that the CATS are in greater danger than other units, but in fact, Navy SEALs measure risk better than other units. And it matters.

The secret to being a cat is not to take risks, but to know how to measure it so you can soften it. That is, if you know your risk, it is part of the plan to prepare your team to avoid and overcome it. As extreme as training and your team are super prepared and qualified, surprise can be crucial to the team’s failure. And to avoid surprises, planning must predict the risks associated with the mission.

An important point in increasing the risks of an operation is the constant consideration of planning based on the new information received. If something changes just before your mission begins (whether it’s a sales month or a product sprint), review your plan and prepare them for risks, not just interrupt the mission.

4. Communication

Know the plan to all participants involved in the action process

“The real test for good Short it’s not if the director is impressed, but if the troops that will execute it, in fact, understood the plan. Everything else.

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Using this phrase, the authors make it clear about the traditional processes that the Navy SEALs used to pass the plan on to their troops. Were Templates with dozens of slides (say you’ve never done this in your life) containing the smallest details of the operation. Instead of using a template, they changed everything. They created Briefing it was clear and straight to the most important point: what is a map, where risks, what everyone should do.

A good strategy to understand if you communicate well your planning is to notice how your team (your troops) are behaving. I held several planning meetings where the audience was dumb. I used to think my slides and my presentation was tgood that there were no issues. In fact, it’s the other way around. My presentation and slides have to be so complex (and tedious) that the team just doesn’t “buy” the idea. Your team should participate! Ask questions! Ask questions! Contribute to the plan! If it’s not something is wrong.

Tips for good Short:

  • Be clear – avoid complexity and
  • Inform Goal mission, not just an action plan
  • Demonstrate the risks you may face along the way
  • Assigning responsibilities to team members
  • Listen. Don’t be afraid to discuss the details of the plan with the team. That’s the point.

5. De-brief

If you think that planning ends when the mission ends, you are wrong. One of the most important processes is the “de-brief” meeting at which the leader discusses the results achieved, the challenges and lessons for the following missions.

In the book Extreme Ownership, the authors report that even after they were physically and psychologically exhausted from military battles, navy seals sat down to shorten the operation. At this meeting, it is important to compare the plan implemented at the beginning of the operation with the results achieved. Involving not only the group, but also all those interested in the mission, will bring public the process of information reconciliation throughout the organization.

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