دانلود کتاب رهبری تیم سه بعدی – نگرشی جدید برای تیم های پیچیده

IT’S 6:26 A.M. ON A MID- AUGUST MORNING IN SAN JOSE, California. Outside, the near perfect 60- degree temperature is accented by a gentle breeze from the south. The sun is making its daily debut, and, heeding its lead, commuters all across the western United States reluctantly surrender to their snooze buttons and fire up their coffee brewers in preparation for another workday. But, unfortunately, not Anna. Anna has been holed up in her modest second- level office at a prominent technology firm since the very early morning hours and is looking desperately at her empty coffee cup for answers that might help her meet her increasingly complex and ever- expanding obligations. Today is an example. After a brief sleep and a paltry granola bar, Anna arrived at her office around 4:00 a.m. to lead a team meeting with new product engineers in Bengaluru (formerly known as Bangalore), India; Sydney, Australia; Dublin, Ireland; and Raleigh, North Carolina. Although Anna technically has the authority to conduct these meetings during local business hours (Pacific Standard Time in California), she rotates the meeting times so that each office is given at least one convenient local time slot per business quarter. This strategy doesn’t solve all cultural and geographic issues, of course, but at least it seems to boost overall engagement and fairness perceptions among her team members. Unfortunately, it also ensures that at least two members are worn down and temporally inconvenienced during the conversations— and today was Anna’s turn to sacrifice. After her new product development team meeting, Anna spends 45 minutes responding to e- mails relating to her “actual” job (an increasingly ambiguous term encompassing things like employee evaluations, sending monthly P&L numbers, and corresponding with high- level customers), then begins preparing for an 8:30 a.m. meeting with one of the company’s ongoing communities of practice (the purpose of Anna’s community was to generate best practices in code writing that can be disseminated throughout her company worldwide). Anna serves as an ad hoc leader of the community and is tasked with coordinating and managing ten core members (those who are relatively permanent) and somewhere between forty and fifty more peripheral members (those who move in and out of the community depending on interest level). Similar to the new product team, these members are located in many different countries and are not easily rounded up for even simple conversations. Furthermore, because it is such a large team, just making sense of the roster feels like an overwhelming task- – and don’t even get her started on trying to manage the actual personalities within it! Anna’s most recent “go- to” play for getting things done in the community was to form and use subteams (smaller sets of teams within the overall community) to address specific initiatives, then focus on helping those subteams coordinate with one another to contribute to overall community goals.