Engineering 10
Chp.11
TeamWork &
LeaderShip
Bruce Mayer, PE
Licensed Electrical & Mechanical Engineer
BMayer@ChabotCollege.edu
Engineering-10: Intro to Engineering
1
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
The Need for Engineering Teams
 Increasing Technology Content
• Complex Engineered Systems Have too
Much Information Content for Any One
Person to Address
 Speed
• Time-To-Market Often Means the
Difference Between Profits & Losses
• Teams Allow work to Be Done in
PARALLEL
Engineering-10: Intro to Engineering
2
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
A Team  What is it?
 A Team Is A Small Group Of People
With Complementary
Skills Who Are
Committed To A
Common Purpose,
Performance Goals,
and Approach For
Which They Hold
Themselves
MUTUALLY ACCOUNTABLE
Engineering-10: Intro to Engineering
3
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Attributes
 Common Goal
• This Must Be Clearly Communicated to
Generate a Feeling of Common Purpose
 Leadership
• A Critical Function To Keep The
Team Focused
 Complimentary Skills
• Resources are Limited; Each Team
Member Should have a CLEARLY
DEFINED and UNIQUE Role
Engineering-10: Intro to Engineering
4
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Attributes cont.
 Effective Communication
• A CRITICAL Leadership Function
• Honest & Productive Communication is
Needed for Design/Solution Integration
 Creativity
• A “Close Knit” & Motivated Team
Generates Creative Energy Thru
Goal-Oriented Interaction
Engineering-10: Intro to Engineering
5
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Attributes cont.2
 Collegial Relationships
• Problem Children Need Not Apply
• Team Engineering is an Intensive, Dynamic
Endeavor
– Discourteous Behavior Saps the Energy
 Solid Game Plan
• Another Critical Leadership Function
– Shows the Team a Path to SUCCESS
– More Later on Leadership...
Engineering-10: Intro to Engineering
6
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Growth Stages
 FORMING (orientation)
• Tentative interactions
• Polite Discourse
• Concern Over Ambiguity (odds for success?)
 STORMING (conflict) –
• Criticism of Ideas
• Poor Attendance
• Hostility and/or Polarization (“taking sides”)
• Coalition Forming
Engineering-10: Intro to Engineering
7
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Growth Stages cont
 STORMING cont.
• Strong LeaderShip is Crucial To Keep The
Team Focused On the Task At Hand
 NORMING (cohesion) –
• Agreement on Procedures
• Reduction in ROLE-AMBIGUITY
• Development of a Code of Cooperation
Based Upon Current Experiences
• Increased "WE” Feeling
– Replaces “IT”
Engineering-10: Intro to Engineering
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Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Team Growth Stages cont.2
 PERFORMING (performance)
• Decision making
• Problem Solving
• Mutual Cooperation
• High Task Orientation
• Emphasis Placed Upon
Performance & Production
 ADJOUNRNING (dissolution)
• MISSION ACCOMPLISHED (Hopefully)
Engineering-10: Intro to Engineering
9
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
TeamWorking Task-List
 Identify the roles in the group, including my own
 Plan and make decisions with others
 Contribute/share key information and ideas to the
discussion, activity or project
 Show empathy - understand others' needs, opinions, and
points of view
 Cooperate with others to achieve the group's goals
 Deal with differences within the group with respect
 Actively participate in the activities of the group and
share the successes
 Provide leadership to the group, if necessary, by motivating the
others, taking the initiative, keeping everyone involved and
encouraging the group to adapt to change
 Going along with the group's decision (followership)
 Accurately read situations and relationships in order to
effectively deal with others and get the work done
 Contribute to an collegial work environment
Engineering-10: Intro to Engineering
10
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Engineering 10
Leadership
Bruce Mayer, PE
Licensed Electrical & Mechanical Engineer
BMayer@ChabotCollege.edu
Engineering-10: Intro to Engineering
11
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
How The Troops View the Commander
 Leadership - One Definition:
• LEADERSHIP is NOT to solve problems but to
CREATE an environment in which problems are solved.
Engineering-10: Intro to Engineering
12
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Class Exercise  WhiteBd List

1.
2.
3.
4.
5.
What are Some Important Attributes
and/or Characteristics of an Effective
(as opposed to likeable) Leader?
?
?
?
?
?
Engineering-10: Intro to Engineering
13
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Mr. Carvalhiera’s Team Structure
• Product Marketing – Subproject Leader
•
•
•
•
• Finance – Subproject Leader
• Information Technology
Finance
Channel Marketing
Sales
PR
Advertising
Marketing
• Product Management – Subproject Leader
•
•
•
•
Production Quality
Supplier Quality Engineering
Software Quality Assurance
Technical Assistance
Team
Leader
• Systems Engineering – Subproject Leader
Electrical Engineering
Mechanical Engineering
Software Engineering
Acoustic Engineering
Engineering Services
Engineering-10: Intro to Engineering
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Product
Management
Quality
Engineering
•
•
•
•
•
• Industrial Design
Project
Manager
• Product Assurance – Subproject Leader
Operations
• New Product Introduction Manager – Subproject Leader
•
•
•
•
•
Manufacturing Engineering
NPD Procurement
Tooling
Test Engineering
Packaging Engineering
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
The Challenge: Engaged v. Disengaged
 Working Population “Engagement” Definitions
• Engaged  Loyal and Productive
• NOTengaged  Just Putting in Time
• DISengaged  Unhappy and Spreading-Discontent
 The Statistics = 26/55/19
Bottom Line:
1 in 5 Workers is
a “Problem-Child”
26%
Engaged
55%
NOTengaged
19%
DISengaged
0%
10%
Engineering-10: Intro to Engineering
15
20%
US Working Population
30%
40%
50%
Ref = P. LaBarre, “Marcus
Buckingham Thinks Your Boss Has
an Attitude Problem”, Fast
Company, no. 49, pp 88-98,
Aug2001 (see also B. Mayer file
engaged_v_disengaged_0112.pdf )
60%
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
LeaderShip Research Abounds
 Some Of The Best is in Silicon Valley
• J. M. Kouzes & Barry Z. Posner of
Santa Clara University (SCU)
– “The Leadership Challenge: How To Keep
Getting Extraordinary Things Done In
Organizations”, San Francisco:
Jossey-Bass, 1995.
– “Credibility: How Leaders Gain and Lose It,
Why People Demand It”, San Francisco:
Jossey-Bass, 1993
Engineering-10: Intro to Engineering
16
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
More Leadership Research
 “On Becoming A Leader” by
Warren Bennis (1994)
• A Noted Leadership Researcher
 “On Leadership” by John Gardner (1993)
 “Leadership is an Art: by
Max DePree (1989)
 U.S. Army Handbook (1973)
• Military Leadership
Engineering-10: Intro to Engineering
17
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Leaders are Born AND Made
 Trait Theory
• Some personality traits may lead people
naturally into leadership roles
 Great Events Theory
• A crisis or important event may cause a
person to rise to the occasion, which brings
out extraordinary leadership qualities in an
ordinary person
Engineering-10: Intro to Engineering
18
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Leadership Can Be Learned
 Transformational Leadership Theory
• People can choose to become leaders.
People can LEARN leadership skills
 Surveys of “Followers” Suggest The
Important Characteristics of a Leader
Engineering-10: Intro to Engineering
19
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Characteristics of Admired Leaders - Big Four
Characteristic
Competent
58
Inspiring
68
Forward
Looking
71
Ref = J. M. Kouzes & Barry Z. Posner, Credibility: How Leaders Gain and
Lose It, Why People Demand It, San Francisco: Jossey-Bass, 1993
87
Honest
0
10
20
30
40
50
60
70
1993 U.S. Respondents: % of People Selecting
file = LeaderShip_Nov98.xls
Engineering-10: Intro to Engineering
20
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
80
90
Characteristics of Admired Leaders - Middle Ten
Caring
27
Imaginative
28
Cooperative
30
Characteristic
Dependable
32
Courageous
33
Straight
Forward
34
Intelligent
38
Broad
Minded
41
Supportive
46
Fair
Minded
49
0
10
20
30
40
50
Ref = J. M. Kouzes & Barry Z. Posner,
Credibility: How Leaders Gain and Lose It,
Why People Demand It, San Francisco:
Jossey-Bass, 1993
60
70
1993 U.S. Respondents: % of People Selecting
file = LeaderShip_Nov98.xls
Engineering-10: Intro to Engineering
21
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
80
90
Characteristic
Characteristics of Admired Leaders - Little Six
Independent
5
Self
Controlled
5
Loyal
10
Ambitious
10
Determined
13
Mature
Ref = J. M. Kouzes & Barry Z. Posner,
Credibility: How Leaders Gain and Lose It,
Why People Demand It, San Francisco:
Jossey-Bass, 1993
14
0
10
20
30
40
50
60
70
1993 U.S. Respondents: % of People Selecting
file = LeaderShip_Nov98.xls
Engineering-10: Intro to Engineering
22
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
80
90
Principles of Leadership
 Set the example
 Know your people and look out for
their well-being
 Be technically proficient
 Make sound and timely decisions
 Know yourself and seek self-improvement
 Seek responsibility and TAKE
RESPONSIBILITY for your actions
Engineering-10: Intro to Engineering
23
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Principles of Leadership
(cont.)
 Keep your people informed
 Develop a sense of responsibility
in your people
 Ensure that tasks are understood,
supervised, and accomplished
 Train your people as a team
 Use the full capabilities of your
organization
• Stretch The Limits to Achieve more
Engineering-10: Intro to Engineering
24
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
The Process of Leadership
 1. Challenge the process
• First, find the process that you believe
needs to be improved the most
 2. Inspire a shared vision
• Next, share your vision in words that can
be understood by your followers
 3. Enable others to act
• Give them the tools and methods to
solve the problem
Engineering-10: Intro to Engineering
25
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
The Process of Leadership cont.
 4. Model the way
• When the process gets tough, get your
hands dirty. A BOSS tells others what to
do...a LEADER shows it can be done.
 5. Encourage the heart
• Share the glory with your followers' heart,
keep the pains in your heart.
– Be Optimistic; Don’t Let
The Team Get Discouraged
Engineering-10: Intro to Engineering
26
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Engineering 10
New Product
Development
Bruce Mayer, PE
Licensed Electrical & Mechanical Engineer
BMayer@ChabotCollege.edu
Engineering-10: Intro to Engineering
27
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
7 Stage-Gate New Product Devel. Process
 Stage
 Gate
1. Idea Generation
1. Screen Versus
Management Idea-Criteria
2. Screen Versus
Management Idea-Criteria
3. Screen Versus
Management Analysis
Criteria
4. Screen Versus
Management Analysis
Criteria
2. Idea Reshaping and
Exploration
3. Preliminary Analysis:
Very Small (Screening)
Project
4. Detailed Analysis and
Early MultiFunctional
Project Development
Engineering-10: Intro to Engineering
28
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
7 Stage-Gate New Product Devel. Process
cont.1
 Stage
 Gate
5. Major MultiFunctional
Project Development
5. Screen Versus
Management
Development Criteria
6. Screen Versus
Management PreLaunch
Criteria
7. Management PostImplementation Review
6. Commercial Launch
7. Commercial Success
•
We Hope…
Engineering-10: Intro to Engineering
29
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Universal New Product Devel Success Curve
10,000
Number of Ideas
3000 Raw Ideas (Unwritten)
Only 1 out of 125
Patents-GRANTED
yield commercially
viable products
1000
300 Ideas Submitted
100
125 Small Projects
9 Early Stage Devel.
10
4 Major Devel.
1.7 Launches
1
1
2
3
4
5
6
7
60% Success Rate
from Launch (1/1.7)
Stage of NBD Process
Ref = G. Stevens, J. Burley, James; R. Divine, “Creativity plus business discipline equals higher
profits faster from new product development”, Journal of Product Innovation Management, vol. 16,
no. 5, pp. 455-468 , 1999
Engineering-10: Intro to Engineering
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Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Appendix
Detailed Description
of Kotler’s Gates
Bruce Mayer, PE
Dir. System Design Engineering
Feb03
Engineering-10: Intro to Engineering
31
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Kotler’s Stage-Gates
Ref = O. Jones, G. Stevens, “Evaluating
Failure In The Innovation Process: The
Micropolitics Of New Product Development”, R &
D Management , vol.29, no.2 , Page: 167-78
Engineering-10: Intro to Engineering
32
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Kotler’s Stage-Gates
cont.1
Engineering-10: Intro to Engineering
33
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Kotler’s Stage-Gates
cont.2
Engineering-10: Intro to Engineering
34
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Kotler’s Stage-Gates
cont.3
Engineering-10: Intro to Engineering
35
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Product Development Failure Mechanisms
Source = Sohpeon/TelTech Mar02
Studies Identify Leading Cause of New Product Failure
It's startling. At a time when companies are investing more than ever before in new product initiatives to boost
sales and market share, an estimated 56% of the resources spent on the development and launch of new products is
squandered on products that either never make it to market or fail upon arrival. What's more, only about one in four
new products that formally enter development ever become a commercial success. Those are the findings of studies
by product development expert and Product Development Institute co-founder Dr. Robert Cooper.
Why the low success rates? The leading cause of new product failure, according to research done by Dr.
Cooper, is inadequate market appraisal (e.g., customer needs assessment, competitive analysis and
understanding market drivers and trends. Cooper found that detailed market assessment was either
seriously deficient or outright absent in 74% of 1,500 new product projects studied. Even a basic or
preliminary market study was lacking in 46% of the projects.
Other deterrents to new product success included product problems/defects, lack of marketing support, higherthan-anticipated development costs, poor timing and unexpected competitor strengths and reactions. Many of these
pitfalls can be linked to not having the right information and knowledge at the right time.
The "right time" is most often early in the product development process. In fact, the more resources invested in
these initial stages, the greater the likelihood of success. Cooper found that successful products typically require
about twice as much money and 1.75 times more person-days than unsuccessful products. Yet, on average, only
about 7% of the development dollars ad 16% of the person days are devoted to these "make or break" activities.
See also Cooper's book, Winning at New Products: Accelerating the Process from Idea to Launch, 3rd edition.
Engineering-10: Intro to Engineering
36
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
Appendix
Buckingham’s 12 Qs
Bruce Mayer, PE
Dir. System Design Engineering
Feb03
Ref = P. LaBarre, “Marcus Buckingham Thinks Your Boss Has an Attitude Problem”, Fast Company, no. 49, pg 95,
Aug2001 (see also B. Mayer file engaged_v_disengaged_0112.pdf )
Engineering-10: Intro to Engineering
37
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt
12 Questions That Matter
1. Do I know what is expected of me at work?
2. Do I have the materials and equipment that I need in order to do my
work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the past seven days, have I received recognition or praise for doing
good work?
5. Does my supervisor, or someone at work, seem to care about me as a
person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission or purpose of my company make me feel that my job
is important?
9. Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
11. In the past six months, has someone at work talked to me about my
progress?
12. This past year, have I had opportunities at work to learn and grow?
Engineering-10: Intro to Engineering
38
Bruce Mayer, PE
BMayer@CphabotCollege.edu • ENGR-10_Lec-15_TeamWork_Leadership.ppt