Leading Special Projects

Teams utilize many different talents
(courtesy 2013.igem.org)

Leading a operations team is an experience everyone should do as often as the opportunity arises. Some people always look for leadership possibilities and thrive on nearly every task they manage. Others think they are leaders and quickly prove to everyone around them that they have no clue as to what is going on and how to get the most from team members.  Still a third group seeks to avoid leadership opportunities and is content to be a role player.  To be an effective leader on a special project that requires fast answers and execution, here are a few tips:

• Utilize the group's strength.  Early in my career on Boeing's portion of the F-22, I was tasked to lead a team of engineers and operations folks to help build a test box for a live fire test to ensure survivability for the wing.  Since the first test failed miserably there was a high level of concern to get the right answer quickly. During our meetings to plan our next test, I utilized the members of our team by engaging them in conversation about all engineering, manufacturing and operations parameters.  They were far more experienced than I was at the time, so it would have been foolish of me to try to "fake" my knowledge.  Instead I let the experts help guide us to the optimum solution and I served the group as a facilitator.  The next tests were ultimately a success and the program passed an essential milestone for survivability.
• Do what is necessary for success.  This seems obvious but many people feel that they only need to do their assigned tasks and let others do theirs.  Sometimes others get pulled away onto something else, have trouble executing, or simply just don't have a sense of urgency for a special project.  Then you have to forge ahead and do what they haven't done.  I did this one time in my Boeing career when I had to do layouts of an area another engineer was supposed to perform.  He kept procrastinating the job until it was getting close to jeopardizing the program.  I stepped in and started the job.  It caused some conflict with him but the job had to be done.
• Give credit to those who help.  Often during a busy project, you have to ask people to go above and beyond what is expected of them.  This includes after hours and weekend work to get the task done.  At the least, you can send them a thank you note or let their manager know how much they helped you.  It is the right thing to do and helps ensure they will be willing to help you again in the future.

(courtesy agilebacon.com)