Teams working in a crisis are operating in a high turbulence environment. Blue Shark Teams thrive in a crisis. They swim through turbulence and glide to project success. This book reveals the concepts and practical insight on how to create and lead Blue Shark Teams.
The Blue Shark Model of Leading High-Performance Teams is based on Daniel Goleman’s emotional intelligence model and Bruce Tuckman’s team-building model (forming, storming, norming, performing, and adjourning). This book shows how to apply these models to large companies, small-to-medium size businesses, and projects during a crisis. It explains how managers can develop their leadership style and lead high-performance teams. A real-life case study, which was a success story during the COVID-19 pandemic, is discussed to elaborate the team-building and emotional intelligence models. The lessons learned from this case study can be applied to any crisis in any industry across the spectrum, including healthcare, IT, telecom, construction, manufacturing, oil and gas, airlines, financial services, retail, public sector, and consulting. The book arms executives and managers with the concepts and techniques to lead and manage projects, teams, and companies during turbulent and volatile times.
If you are a CEO, CIO, CTO, or CXO of a Fortune 500 company, a mid-to-small size Business Owner, a Project Manager, or a Senior Executive facing a crisis, then this book is for you. It describes real-life case studies and projects that shows how the theoretical frameworks and models developed by leading researchers can be applied successfully to companies and projects, especially during a crisis and pandemic such as COVID-19.
Preface
Part I
Chapter 1 : Introduction
Chapter 2 : Theoretical Frameworks and Models on Leadership, Emotional Intelligence, and Team Building
Chapter 3 : Ten Strategies of Leading High-Performance Teams during a Crisis
Chapter 4 : Ten Critical Project Management Challenges and Solutions during a Crisis
Chapter 5 : Creating an Enabling Environment and I.T : Infrastructure during a Crisis
Chapter 6 : The Blue Shark Model of Leading High-Performance Teams
Part II : Case Study
Chapter 7 : The Blue Shark Team at WSDOT
Chapter 8 : Key Challenges Facing the GMS Project
Chapter 9 : Who’s Who on the Project
Chapter 10 : Organizational Challenges and Team Dynamics
Chapter 11 : Change Management, EQ, and DQ
Chapter 12 : Project Management Methodology, Tools, Techniques, and Processes
Chapter 13 : Project Governance, Monitoring, Control, and Evaluation
Chapter 14 : Lessons Learned
Annexure A : GMS Culture Survey Results
Annexure B : External Quality Assurance Team's Monthly Report
Annexure C : GMS Project Organization Chart
Annexure D : GMS Project Team Members' Roles and Responsibilities
Annexure E : GMS SharePoint Portal
Annexure F : RAID Log
Annexure G : Change Request Approval Process
Annexure H : Go-Live Readiness Scorecard for Regional Mobility Grants (RMG) Application Pilot Release
Annexure I : Priject Schedule
Annexure J : Grants Management System (GMS) Monthly Newsletter
Index
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