High-Impact Tools for Teams proposes the Team Alignment Map as a solution to address recurrent project-management issues that arise in teams, particularly during meetings, which have a tendency to become chaotic and diverge from their original goal.
Have you ever participated in a meeting where the only leaders are managers? When you believe your only duty is to just be present while others discuss the topics at hand? Alternatively it’s possible that you were so cut off from the gathering that you were unaware of the themes. Perhaps as a manager, you find it frustrating when meetings drag on and get disorganised.
Whatever the situation, Stefano Mastrogiacomo’s High-Impact Tools for Teams has you covered! The book offers a number of high-utility techniques that anybody may implement in their teams to boost initiative, motivate team members, and address the most typical project management issues.
Have you ever attended a meeting in which only managers take the lead? When they discuss the specified subjects, do you feel like your only purpose is to simply be present? Or perhaps you were so cut off that you were unaware of the meeting’s subjects. It’s possible that you’re a manager who gets annoyed when meetings drag on and get disorganised.
Stefano Mastrogiacomo’s High-Impact Tools for Teams has you covered, whatever the situation. In order to motivate team members, promote initiative, and address the most frequent project management issues, the book offers a number of high-utility methods.
The Team Alignment Map is one of this book’s most significant contributions, which we’ll discuss in more detail in the summary that follows.
Meetings are often disliked, and for good reason. A meeting is typically merely a time when the team gets together to talk about a particular subject but ends up circling it and talking rubbish. Almost half of meetings, according to research by Atlassian, are ineffective and a waste of time.
How can we remedy this situation and make better use of the resources used in the process? Simple solution: Use alternative project management tools in place of team meetings. Every project’s success depends on teamwork and communication, so managers must discover more dynamic ways to communicate with their staff.
It should be obvious by now that gatherings don’t improve connectivity and communication. This is due to the fact that team members frequently feel hesitant to speak up for fear of saying something foolish, especially in front of their peers. Also, because team roles are frequently vague and open to interpretation, team activities are generally disorganised and unstructured.
Simply said, nobody, least of all themselves, knows what they ought to be doing. The authors advise using the Team Alignment Map as a result (TAM). By providing a transparent structure of a team and its actions at any given time, this tool facilitates planning and teamwork.
Employ the Team Alignment Map to make projects run more efficiently and quickly reach your goals.
Now that I’ve explained the TAM, it’s time to put it into plain English and show you how you can use it right away to better manage a team of individuals. The TAM first aids in planning and assessment. It has a header with a Mission and a Period along with a four-column chart. The mission row is where you may put the meeting agenda, and the period tab is where you can write the meeting’s schedule.
The meeting’s structure is made apparent in the heading, which also gives participants time to express an opinion on it. They ought to be motivated and made aware of the project’s significance by the Mission tab. They can determine the project’s duration using the Period tab. The four columns are divided as follows:
- What you’re going to accomplish jointly and what has to be done are both addressed in the Joint Goals column. To achieve these, you must develop SMART goals and short-term targets.
- Write down their names and choose the tasks that make up the final goals as part of the Shared Commitments pillar.
- The resources that will be used during the process and what each team member requires to complete their work are listed in the Joint Resources column.
- The Joint Risks column evaluates potential issues that could develop along the route and jeopardise the success of the team or project. In this case, you project the dangers in order to be able to avoid them.
Before every meeting, be prepared with an agenda to increase productivity.
It goes without saying that having a plan will help you feel less uncertain, so creating an agenda will undoubtedly be helpful for your meeting. Yet regrettably, ineffective planning and a rigid agenda make the majority of meetings a waste of time. Hence, it’s better to decide up front how much time you want to devote to a certain subject.
Before your meeting begins, schedule all of the time slots and other important subjects you want to cover. By doing this, you’ll make it clear to your team members how things will work for the day. Also, state what you anticipate from them during the meeting and what you hope to gain from it. Planning for a specific project within the organization is one illustration of this.
A decent agenda includes a 10-minute introduction to the topic. The TAM has been given a 30-minute time limit. 30 more minutes to clarify any ambiguities or queries. Make sure to interact with attendees during the meeting and give everyone a minimum of two minutes to voice their opinions. Following the introduction, you might allow time for team members to talk and interact.
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