Leadership

Leader-Follower Model

• Apply leadership style that fits the type of follower (e.g. D1 = S1)

6-Step Problem Solving Model

There are many variations but this is a method to properly analyze a problem and find a solution; a process that is circular and is a neverending evaluation towards a solution. Use it for small problems are large robot design strategy.

STEP 1: DEFINE THE PROBLEM

• Clearly define the context of the problem as it relates to the critical path or overall team objective

  • Should answer why the task or project is occurring

  • Properly defined problems produce effective solutions or results

• What is REQUIRED? What are the CONSTRAINTS?

  • What are the NEEDS or MUST DOs?

  • What are the WANTS or MAY DOs?

  • What are the AVOIDs or MUST NOT DOs?

• Use brainstorming and data collection ("SHOW ME THE DATA")

• Add amplifying support statements as needed

• Establish goals if applicable

STEP 2: ANALYZE THE PROBLEM

• Conduct research

  • Steal from the best, then invent the rest

  • Understand not only what other teams have done, but why they did it that way

• Collect more data

  • Take measurements

  • Use CAD sketches to explore

• Understand the root cause to avoid finding solutions to symptoms only

  • Ask 5 WHYs: Ask why enough times and you will find the true root cause of the problem (link)

  • Use Pareto's 80/20 Principle: 80% of the problem comes from 20% of the causes (link)

  • Use Fishbone Cause/Effect Diagrams: Brainstorm man, method, machine, and material causes that lead to the problem or effect (link)

  • Revisit STEP 1 if needed to redefine the problem more clearly

STEP 3: IDENTIFY SOLUTIONS

• Generate Solutions that address the root cause

• Consider all options 

STEP 4: CHOOSE SOLUTION

• Establish a criteria for choosing a solution using tools such as:

  • Team Capabilities (Know Your Limits!)

  • Pros vs Cons Table

  • Risk vs Reward

  • Cost vs Benefit

  • Weighted matrix of priorities

  • Compare solutions against goals and objectives established in STEP 1

• Evaluate then choose the most suitable solution

STEP 5: PLAN OF ACTION

• Develop an Action Plan

• Follow RACI model:

  • Determine who is RESPONSIBLE (the Lead)

  • Determine who is ACCOUNTABLE (team member)

  • Determine who needs to be CONSULTED with

  • Determine who needs to be INFORMED (mentor)

• Determine deadline for completion-

• Include specific details of task to be accomplished

  • Should clearly answer all questions on what needs to be done

STEP 6: IMPLEMENT

• Track progress of action plan

• Evaluate/test results

  • Show the data, images, videos

  • State the conclusion to the problem

  • Show results against goals and objectives in Step 1

• Redefine Step 1 as needed

CRM (Crew Resource Management)

CRM is a Human Factors based discipline to effectively use all resources to achieve the highest possible safety on an aircraft flight deck between multiple crew members. It's proven concept that can be used to evaluate the effectiveness of a leadership team outside of the flight deck as well. If CRM breaks down, achieving team objectives will be compromised. This concept helps identify breakdowns in team cohesion that can be solved using the 6-step problem solving process when needed. Elements of CRM are decision making, planning, communication, workload management and monitoring.

DECISION MAKING: involves a systematic approach using all available information and tools to make an informed and prioritized decision

• Leads have the ultimate final authority, although team consensus is the preferred method of decision making

• Use all inputs from team members

• Use tools such as cost benefit analysis, risk vs reward, pro vs con or weighted decision matrix to help gain consensus

PLANNING: if you fail to plan, you plan to fail; 

• Use tools such as the 6-step problem solving process to properly define the problem and develop an appropriate plan

• Start with team objectives, constraints and requirements

• Have the voice of the customer to start with -- who is this for and what does "good" look like?

COMMUNICATION:  Communication is essential for a cohesive team that has a "shared mental model"

• Leaders must communicate a plan and expectations

• Team members must communicate progress or issues

• Everyone should always seek feedback for improvement; team performance thrives on open feedback

WORKLOAD MANAGEMENT: Managing the workload is critical to ensure timelines are met and to avoid task saturationi by any one team member

• Engage the team to spread the work to foster unity of effort

• Plan to work in parallel and strive to eliminate bottlenecks (ie. work stops)

• Follow the Sith Lord Concept (Always 2 there are...): if one person is absent, a back up is ready to carry the task forward; work can never stop in a time constrained environment like FRC

• If you want to go fast, go alone; if you want to go far, go together

MONITORING: When a plan is being executed, it must be monitored to ensure it is moving in the right direction

• Leaders must always monitor progress towards meeting deadlines

• All team members must back up team leadership and monitor the team trajectory and communicate if they see the potential of missing goals or deadlines

• Everyone should be engaged and know the plan to properly monitor

Program Management

Managing tasks for a large team requires a top-down task management system. Without a disciplined process, 70 unique minds can run random projects with little mentor guidance that can result in no definitive benefit in the end. The team's Program Manager (PM) App is the starting point of communicating assigned tasks. This is the launch point for workflow management using Slack Lists. Weekly agenda meetings will start with the PM and ensure understanding among mentors, coaches and student team leadership before communicating to the team. Any new projects or tasks being considered will be listed on the agenda slides first for discussion and approval.

WEEKLY AGENDA SLIDES:

• Includes PM tasks and upcoming tasks/events

• Tasks/projects in development start on the agenda slides

• When tasks/projects are ready to be started, it will be transferred to the PM and Slack List

• Slides will be completed before the weekly mentor meeting and presented to the team at the first practice after the mentor meeting

PROGRAM MANAGER (PM) APP:

• High level tasks populated with who is responsible and when it is due

• Tasks developed with student leadership input but normally incorporated by the Program Manager mentor

• Each task is linked to a slack list where the team/project/task lead will develop subtasks and assign tasks to accountable subteam members

• The team will only work on or allocate resources towards specific tasks and projects listed on the program manager app

• PM Line Entry Steps:

  • PM Mentor adds a PM line item, assigns the SITH LORDS and start/end bar

  • PM Mentor creates Slack List and links to PM line item

    • Slack List shared (with edit rights) with the SITH LORDS and all mentors/coaches

      • Includes in description bar the SITH LORDS and assigned MENTOR that will provide oversight

  • Slack List starts with a subtask that provides instructions on how to develop the plan and subtasks:

    •  Instructions for the SITH LORDS and assigned MENTOR on how to develop subtasks, the scope of the task and links to additional resources needed

    • Task plan review with assigned mentor

SLACK LIST:

• Linked to the Program Manager

• Rules of Engagement:

  • No Slack List will be used that is not tied to the program manager

  • Lists will be shared, with edit rights, to the student leader responsible

• Slack Preference Setup (for efficient workflow management):

  • Notifications: 

    • Turn on notifications for ALL NEW MESSAGES (to include on mobile devices)

  • Navigation: 

    • Show tabs for Huddles, Lists at a minimum (no DM)

  • Home

    • Always show in sidebar:  UNREADS, THREADS and DRAFTS & SENT

    • Show...ALL YOUR CONVERSATIONS

    • Sort...ALPHABETICALLY

    • Turn on: MOVE ITEMS WITH UNREAD MENTIONS TO TOP OF SCREEN

  • Mark as read

    • Turn on: START ME WHERE I LEFT OFF AND MARK THE CHANNEL READ

Resources

The Best Teams Have This Secret Weapon

Most Common Issues Seen on Robots This year - Technical / Technical Discussion - Chief Delphi