Analytics teams: leadership skills/styles hands-on workshop – Essaylink

Lesson Learning Outcomes
1
Investigating attributes of analytics leaders for
now and the future
2
Evaluating leadership styles
3
Analysing
team r oles
4
Discussing assessments
Business
Business ProjectProject
So….What type of analytics project leader are you and
So….What type of analytics project leader are you and what attributes make you so successful?what attributes make you so successful?
Imagine that you are
Imagine that you are anananalytics project leader for analytics project leader for British company British company Vertical Vertical AerospaceAerospace..You have been hired to supervise the disruptive innovation project You have been hired to supervise the disruptive innovation project Flying taxisFlying taxisand associated analytics. The main aim of the project is to and associated analytics. The main aim of the project is to determine the demand for flying taxis (new passenger drones) via big data determine the demand for flying taxis (new passenger drones) via big data collection and analysis. Some of the data will come from customer opinions of collection and analysis. Some of the data will come from customer opinions of the test flights taken from London to surrounding towns. Other data will be the test flights taken from London to surrounding towns. Other data will be collected in relation to feasibility (uptake, costs, risks, etc.).collected in relation to feasibility (uptake, costs, risks, etc.).
Example questions you may have as you start to the project are, Who would like
Example questions you may have as you start to the project are, Who would like to, and can afford to, take a flight in a flying taxi? Which routes will prove to be to, and can afford to, take a flight in a flying taxi? Which routes will prove to be safe and popular? Will the flying taxis be a financial and/or physical risk?safe and popular? Will the flying taxis be a financial and/or physical risk?https://www.msn.com/enhttps://www.msn.com/en–us/travel/news/bernardus/travel/news/bernard–marrmarr–introducingintroducing–thethe–mindbogglingmindboggling–flyingflying–taxistaxis–ofof–thethe–future/arfuture/ar–BB16q9JTBB16q9JT
Attributes of a
Attributes of a Data Data LLeadereader
•
•Transcending traditional organisational barriersTranscending traditional organisational barriers
•
•Merging science with businessMerging science with business
•
•Courage (regardless of project outcome)Courage (regardless of project outcome)
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•Creating a data cultureCreating a data culture
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•Separating hype from potentialSeparating hype from potentialhttps://www.informationhttps://www.information–age.com/topage.com/top–1010–attributesattributes–truetrue–datadata–leaderleader–123466684/123466684/
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•Asking the right questionsAsking the right questions
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•Vision and purposeVision and purpose
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•Understanding the importance Understanding the importance and and potential of datapotential of data
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•Enabling data to move at the Enabling data to move at the pace of the business (realpace of the business (real–time)time)
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•Foresight to improve data Foresight to improve data managementmanagementhttps://www.informationhttps://www.information–age.com/topage.com/top–1010–attributesattributes–truetrue–datadata–leaderleader–123466684/123466684/
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Attributes of a
Attributes of a Data Data LLeadereader
Things
Things That That GGood ood AAnalytics nalytics LLeaders eaders do not do not DelegateDelegate
•
•Core tasks (functions)Core tasks (functions)
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•Praise and disciplinePraise and discipline
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•Team building, training and nurturing talentTeam building, training and nurturing talent
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•Investor relationships and funding projectsInvestor relationships and funding projects
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•Upholding the company vision and cultureUpholding the company vision and culture
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•Crisis management Crisis management
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•EtiquetteEtiquette
https://www.bernardmarr.com/default.asp?contentID=989
https://www.bernardmarr.com/default.asp?contentID=989
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Future
Future Skills Skills
Question
Question
What skills might an analytics leader need in the future?
What skills might an analytics leader need in the future?
Leadership
Leadership Skills Skills NNeeded eeded for the for the FutureFuture
https://www.bernardmarr.com/default.asp?contentID=1877
https://www.bernardmarr.com/default.asp?contentID=1877
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Emotionally
Emotionally intelligentintelligent
Adaptable (Agile)
Adaptable (Agile)
Humble
Humble and and yet yet confidentconfident
Fast to learn
Fast to learn
Flexible
Flexible
Technologically
Technologically competentcompetent
Collaborative
Collaborative
Accountable
Accountable
Courageous
Courageous
Intuitive
Intuitive
Visionary
Visionary
Authentic
Authentic
Culturally
Culturally intelligentintelligent
Focused
Focused
Activity 1: Quiz
Activity 1: Quiz
Q1. A good analytics
Q1. A good analytics leader: leader:
A.
A.Delegates all workDelegates all work
B.
B.Leaves investor relations to someone elseLeaves investor relations to someone else
C.
C.Praises his/her team himself /herselfPraises his/her team himself /herself
D.
D.Never deals with a crisisNever deals with a crisis
Q2. What skills are required for leaders of the future? Can you think of
Q2. What skills are required for leaders of the future? Can you think of others?others?
Q3. Assess yourself (score out of 14) in terms of the skills list. Which
Q3. Assess yourself (score out of 14) in terms of the skills list. Which skills do you lack? skills do you lack?
Categorisation 1:
Categorisation 1: Four Four Types Types of of Project Project LLeadership eadership SStyle tyle https://enterprisersproject.com/article/2018/7/4https://enterprisersproject.com/article/2018/7/4–stylesstyles–decisiondecision–makingmaking–leadersleaders–guideguideDirective decisionDirective decision–making (for regular making (for regular operations)operations)Analytic decisionAnalytic decision–making (when there is making (when there is more than one more than one answer)answer)Conceptual Conceptual decisiondecision–making (for making (for competing ideas)competing ideas)Behavioural Behavioural decisiondecision–making (for groupmaking (for group–oriented reflection)oriented reflection)
Directive
Directive DecisionDecision–MakingMakinghttps://enterprisersproject.com/article/2018/7/4https://enterprisersproject.com/article/2018/7/4–stylesstyles–decisiondecision–makingmaking–leadersleaders–guideguide
•
•Use Use their own experience to work out advantages their own experience to work out advantages and and disadvantages of disadvantages of a decisiona decision
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•Rational and Rational and does does not like ambiguity or uncertaintynot like ambiguity or uncertainty
•
•Make Make decisions rapidlydecisions rapidly
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•Work Work well in routine situationswell in routine situations
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•Leaders need to ask if they have all of the information if using this Leaders need to ask if they have all of the information if using this decisiondecision–making making methodmethod
•
•If the project is If the project is complex, complex, this leadership style is not the best fit this leadership style is not the best fit
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Analytic
Analytic DecisionDecision–MakingMaking
•
•Consider a lot of information as part of their decision Consider a lot of information as part of their decision makingmaking
•
•Ask others for adviceAsk others for advice
•
•Can handle ambiguityCan handle ambiguity
•
•Well roundedWell rounded
•
•May take extra time to decideMay take extra time to decide
•
•Adaptable Adaptable
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Conceptual
Conceptual DecisionDecision–MakingMaking
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•Social or collaborative approachSocial or collaborative approach
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•Encourage creative thinkingEncourage creative thinking
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•Consider a broad range of opinionsConsider a broad range of opinions
•
•GGoaloal–orientedoriented
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•Have a vision for a long way into the futureHave a vision for a long way into the future
•
•BrainstormBrainstorm
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Behavioural
Behavioural DecisionDecision–MakingMaking
•
•Attempt to make collaborations work really wellAttempt to make collaborations work really well
•
•Group members are provided with the alternative actions Group members are provided with the alternative actions available to them (rather than brainstorming)available to them (rather than brainstorming)
•
•Pros and cons are discussedPros and cons are discussed
•
•Many different opinions are consideredMany different opinions are considered
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Activity 2: Role
Activity 2: Role Play Play of of TypesTypes
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•Form a group of four Form a group of four
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•Act out one of the four leadership styles Act out one of the four leadership styles
•
•The audience has to guess each style when acted out by The audience has to guess each style when acted out by each groupeach group
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Approach 2:
Approach 2: Eight Types Eight Types of of Leaders Leaders
•
•Democratic LeadershipDemocratic Leadership
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•Autocratic LeadershipAutocratic Leadership
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•LaissezLaissez–Faire LeadershipFaire Leadership
•
•Strategic LeadershipStrategic Leadership
•
•Transformational LeadershipTransformational Leadership
•
•Transactional LeadershipTransactional Leadership
•
•CoachCoach–Style LeadershipStyle Leadership
•
•Bureaucratic LeadershipBureaucratic Leadership
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Your Teacher will go through the notes with you
Your Teacher will go through the notes with youhttps://aboutleaders.com/8https://aboutleaders.com/8–leadershipleadership–stylesstyles–one/#gs.a1tarfone/#gs.a1tarfhttps://blog.hubspot.com/marketing/leadershiphttps://blog.hubspot.com/marketing/leadership–stylesstyles
Activity 3:
Activity 3: Your Your NNatural atural TTypeype, , Role Role PPlay lay AAnother nother TTypeype
Form pairs
Form pairs
1.
1.Discuss your natural leadership typeDiscuss your natural leadership type
2.
2.Describe a situation in which you had to use another type Describe a situation in which you had to use another type of leadership styleof leadership style
3.
3.Report back to the classReport back to the class
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Team Roles
Team Roles
So now we’ve learnt about you as a leader, let’s
So now we’ve learnt about you as a leader, let’s consider your consider your team.team.
Team Roles
Team Roles
•
•You can think of team roles in terms of tasks/titles OR a mix of behavioursYou can think of team roles in terms of tasks/titles OR a mix of behaviours
•
•We have discussed high performance teams before, We have discussed high performance teams before, however…however…
•
•Dr Meredith Belbin proposes that nine diverse role behaviours (below) provide Dr Meredith Belbin proposes that nine diverse role behaviours (below) provide you with a high performing teamyou with a high performing team
Plant
Plant
Specialist
Specialist
Team Roles
Team Roles
•
•Resource Investigator: Uses curiosity to make discoveries for the teamResource Investigator: Uses curiosity to make discoveries for the team
•
•TeamworkerTeamworker: Uses their adaptable nature to help the team bond : Uses their adaptable nature to help the team bond
•
•CoCo–ordinator: ordinator: Focuses Focuses on the team’s aims and on the team’s aims and delegates delegates workwork
•
•Plant: Creatively solves issues in unusual ways Plant: Creatively solves issues in unusual ways
•
•Monitor evaluator: Logically assesses the team’s optionsMonitor evaluator: Logically assesses the team’s optionshttps://www.belbin.com/about/belbinhttps://www.belbin.com/about/belbin–teamteam–roles/roles/
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Team Roles
Team Roles
•
•Specialist: Provides in depth knowledge of their area of expertiseSpecialist: Provides in depth knowledge of their area of expertise
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•Shaper: Keeps focus and team on trackShaper: Keeps focus and team on track
•
•Implementer: Turns plan into an efficient strategy Implementer: Turns plan into an efficient strategy
•
•Completer finisher: FCompleter finisher: Finds last inds last minute errors and minute errors and tidies tidies up up loose loose endsendshttps://www.belbin.com/about/belbinhttps://www.belbin.com/about/belbin–teamteam–roles/roles/
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•
•Resource InvestigatorResource Investigator
•
•TeamworkerTeamworker
•
•CoCo–ordinator ordinator
•
•PlantPlant
•
•Monitor evaluator Monitor evaluator
•
•Specialist Specialist
•
•Shaper: ImplementerShaper: Implementer
•
•Completer finisherCompleter finisher
Activity 4: Match the
Activity 4: Match the Team Team RRoles oles WWith ith the the DescriptionsDescriptions
Focused
Focused on aims on aims
Uses curiosity to invent
Uses curiosity to invent
Adaptable bonder
Adaptable bonder
C
Creative reative solver solver
Logical assessor
Logical assessor
Keeps team on track
Keeps team on track
Efficient
Efficient strategiserstrategiser
Tidies up
Tidies up loose loose endsends
Provides expertise
Provides expertise
Strengths and Weaknesses
Strengths and Weaknesses of of Role Role TTypesypes
Role
Role
Strength
Strength
Weakness
Weakness
Resource
Resource investigatorinvestigator
enthusiastic
enthusiastic
over
over–optimisticoptimistic
Teamworker
Teamworker
diplomatic
diplomatic
indecisive
indecisive
Co
Co–ordinator ordinator
confident
confident
manipulative
manipulative
Plant
Plant
imaginative
imaginative
absent
absent–mindedminded
Monitor evaluator
Monitor evaluator
discerning
discerning
overly critical
overly critical
Specialist
Specialist
single
single–mindedminded
too technical
too technical
Shaper
Shaper
thrives on pressure
thrives on pressure
provocative
provocative
Implementer
Implementer
practical and
practical and efficientefficient
inflexible
inflexible
Completer finisher
Completer finisher
conscientious
conscientious
reluctant to delegate
reluctant to delegate
Recall: Business
Recall: Business ProjectProject
Imagine that you are
Imagine that you are anananalytics project leader for analytics project leader for British company British company Vertical Vertical AerospaceAerospace..You have been hired to supervise the disruptive innovation project You have been hired to supervise the disruptive innovation project Flying Flying TaxisTaxisand associated analytics. The main aim of the project is to and associated analytics. The main aim of the project is to determine the demand for flying taxis (new passenger drones) via big data determine the demand for flying taxis (new passenger drones) via big data collection and analysis. Some of the data will come from customer opinions of collection and analysis. Some of the data will come from customer opinions of the test flights taken from London to surrounding towns. Other data will be the test flights taken from London to surrounding towns. Other data will be collected in relation to feasibility (uptake, costs, risks, etc.collected in relation to feasibility (uptake, costs, risks, etc.))
Example questions you may have as you start to the project are, Who would like
Example questions you may have as you start to the project are, Who would like to, and can afford to, take a flight in a flying taxi? Which routes will prove to be to, and can afford to, take a flight in a flying taxi? Which routes will prove to be safe and popular? Will the flying taxis be a financial and/or physical risk?safe and popular? Will the flying taxis be a financial and/or physical risk?https://www.msn.com/enhttps://www.msn.com/en–us/travel/news/bernardus/travel/news/bernard–marrmarr–introducingintroducing–thethe–mindbogglingmindboggling–flyingflying–taxistaxis–ofof–thethe–future/arfuture/ar–BB16q9JTBB16q9JT
This Photo
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Activity 5: Apply the
Activity 5: Apply the Roles Roles
•
•Form groupsForm groups
•
•Recall the Flying Taxi business problem (previous slide)Recall the Flying Taxi business problem (previous slide)
•
•Apply four of the team roles (behavioural) types to the flying taxi Apply four of the team roles (behavioural) types to the flying taxi problem. problem.
•
•What tasks would be suitable for each of the behavioural types?What tasks would be suitable for each of the behavioural types?
•
•Report back to classReport back to class
Discussion of Assessment 2
Discussion of Assessment 2 and and 33
•
•You can use the extra time in this workshop to You can use the extra time in this workshop to ask your teacher ask your teacher lastlast–minute minute questions about questions about assessment 2 and also questions on assessment 2 and also questions on assessment assessment 3.3.
Next
Next WeekWeek
•
•DemocratisingDemocratisinganalytics across an analytics across an organisationorganisation
•
•Justifying Justifying analytics analytics projectsprojects