building effective r&d teams - chad roue, pulsar vascular

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Building Effective Building Effective R&D Teams R&D Teams BUILDING AND MAINTAINING EFFECTIVENESS CHAD ROUE, VICE PRESIDENT OF R&D, PULSAR CHAD ROUE, VICE PRESIDENT OF R&D, PULSAR VASCULAR JUNE 26, 2014

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Building Effective R&D Teams - Presentation by Chad Roue, Vice President, R&D, Pulsar Vascular at the marcus evans Medical Device R&D Summit Spring 2014 held in Las Vegas, NV

TRANSCRIPT

Page 1: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Building Effective Building Effective R&D TeamsR&D Teams

BUILDING AND MAINTAINING EFFECTIVENESSCHAD ROUE, VICE PRESIDENT OF R&D, PULSAR CHAD ROUE, VICE PRESIDENT OF R&D, PULSAR VASCULARJUNE 26, 2014

Page 2: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Effective R&D Team Building – What 2

does an effective team look like?Why are teams considered successful?Why are teams considered successful?

DeliveryFocusFocusAdaptabilityFinish effectivelyFinish effectively

Page 3: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Effective R&D Team Building – What 3

does an effective team look like?What made these teams successful?What made these teams successful?

Strong leadership

Clear Purpose

Di it f b k d / i i t tili dDiversity of backgrounds/viewpoints utilized

Open communication even in conflict

Culture that rewards team successes as well as individual successes

Page 4: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Why are teams effective 4

(or ineffective)?Four Primary Components affecting team/project Four Primary Components affecting team/project success

People Skill sets IQ/EQ balance attitudeSkill sets, IQ/EQ balance, attitude

ProjectAchievability, clarity, relentless pursuit

Environment/Culture Environment/Culture Management’s support for creativity & risk-taking, celebration of team successes, recognition of individual contributions

Leadership pEnergy, credibility, EQ/IQ balance

Page 5: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

The Right Peopleg p

Page 6: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Recreating the Conditions of Success 6-How can my team look like those teams I consider to be effective?

PeoplePrimarily chosen for skill sets (initial screen)

Subject Matter Experts

Proven technical capabilities

Great start, but high-performing teams tend to have high emotional intelligence as well

If you can’t get along you won’t move along

AttitudeOpen to working and succeeding as a team vs. Me, Myself, and I-centric

Leadership response to team members performance & attitude

Page 7: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Recreate the People 7

People can be managed up or downEven the most talented team needs management and leadership

Build on the skills and energy present in the team

Low-performers/difficult peoplep p pMost (but not all) can be managed up

This skill separates the managers from the true leaders

Make the most of what you goty gAll cylinders firing vs. relying on self-starters only

Page 8: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

The Projectj

Page 9: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Create Clarity of Purpose 9

Why does this project matter?Why does this project matter?What is our goal and why?

Why do we care?

Wh /h d t ib ti tt ?Why/how does my contribution matter?No ‘participation trophies’ here – it ALL matters

Everyone wants to be successful at their job – give them a piece of the successsuccess

This often takes coaching, mentoring, and cheerleadingIt takes real effort, but payoff can be huge

Damage can be huge as well if done incorrectly

Page 10: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Create Consensus - 10

or a close facsimile of itAgreement on clearly defined deliverables - from all sidesAgreement on clearly defined deliverables - from all sides

Project statement/definition/etc.

Timelines and assumptions stated unambiguously

With t t l d l S i i iblWithout agreement on a clear end goal– Success is impossibleWhat does success look like if you don’t spell it out?

Don’t need to agree on ‘the best way’ just on ‘a way’

As the leader – you will need to rally your team to this goal

Page 11: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Pursuing the Goals 11

The Project PlanThe Project PlanPlanning is crucial of course but upfront knowledge is always imperfectIt’s not about the journey – it’s about unyielding focus on the finish – don’t get hung up on hiccupsFlexibility to adapt to shifts in landscape and Flexibility to adapt to shifts in landscape and incorporate new information are required for success

Page 12: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Staying on Track 12

Scope creep vs smart choicesScope creep vs. smart choicesKnow the differenceEvaluate and decide (quickly)

Team leader must be unwavering in pursuing the team goals, but be able to change tactics or revisit goals based on new evidence

Pitfalls: Indeterminacy vs. stubborn insistence on staying the courseEffective leaders need to know the differenceEffective leaders need to know the difference

Page 13: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Finish Strong 13

Know when the project is completeKnow when the project is completeAvoid the endless cycle of ‘just one more thing’Products can ALWAYS be improved –you always know more at th d f th j t th did i th b i ithe end of the project than you did in the beginning

Remember that thing about successful teams DELIVERING?Deliver great products, not the unattainable ‘perfect’ product

Nothing is perfect – EVER!

Hand the product over COMPLETEBut plan on spending time after the hand-off

Page 14: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

14

The Environment

Creating a success-oriented culture

Page 15: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Culture is Critical 15

Company culture Company culture In larger companies - hard to affect overall culture

In small companies – you create your own culture

C t lt i ith Create your own culture in either caseSafety in taking reasonable risks while maintaining accountability

Celebration of successes (team and individual)

Healthy competition is fine, but everyone must be enabled to succeed

Key Ingredient: Everyone wants to feel successful at their job and to contribute to something and feel valued for that contribution

Page 16: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Motivation as Part of the Culture 16

Reward/celebrate victories as they occurReward/celebrate victories as they occurOpportunities to build energyBuilds momentum and creates hunger for more successFeeling successful is importantg p

Be a great example – motivates others to followIf you care – the team is more likely to careIf you work hard – the team is more likely to follow you . . . . . . . You are always being evaluated and critiqued

Create connections between individual success and team success

Find the balance to create the desire for teamwork Leaders Find the balance to create the desire for teamwork - Leaders challenge is to ‘keep all the plates spinning’ all the time

Page 17: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Open Communication 17

Easy to fall into destructive behaviors that kill communicationEasy to fall into destructive behaviors that kill communicationOngoing dissent / “I told you so” attitude

Backchannel gossip or backstabbing

T ki d dit d i d ditTaking undue credit or denying due credit

Facilitating communicationThis is where you really need to bring the patience be the example

Body language speaks louder than words

Perception is reality – set the tone for others to follow

If you tolerate it – you condone it and eventually you own it

Page 18: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

The Leadership 18

Page 19: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Leadership 19

‘CEO’ of the teamCEO of the teamMust bring and create energy – ENDLESS AMOUNTSCheerleader for team accomplishmentsCoach to keep team focused and executingCounselor - Understand each team member’s needs and set everyone up for success (their success = team success =

ll )overall success)

Page 20: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Leadership 20

Primary responsibility for:Primary responsibility for:People – choosing, motivating, managingProject – Definition, direction, focusProject Definition, direction, focusCulture – Success oriented, safe & secure, participation required and acknowledged

Page 21: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

21

People

Leadership

Project Culture

Page 22: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Close out Project 22

– Are We There Yet?

Approach Avoidance Syndrome“If only we added . . . . “

S f t t t d t i Scope creep frustrates team and stymies progressCourt agreement on project success (above and below)This is the time to celebrate a success

The next project is the time for ‘what ifs’

Is product good enough for launch or not?Which shortcomings must be addressed NOW vs next time

Page 23: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Close out Project 23

-Hand off ,But SupportBe sure you’re done when you hand off (usually to Mfg )Be sure you re done when you hand off (usually to Mfg.)

Provide great ‘after the sale’ supportHelps the product succeeed

Creates confidence in the team That’s effectivenessCreates confidence in the team – That s effectiveness

Post-mortemWhere did team work especially well

What shortcomings were encounteredWhat shortcomings were encountered

What did you learn? What can you do differently as the leader?

Build your own portfolio of skills and ideas to help identify improvements to team makeup and culture to complement your style and skillsp p y y

Page 24: Building Effective R&D Teams - Chad Roue, Pulsar Vascular

Summary 24

Effective teamsHave great people (Intelligence and capability)(Intelligence and capability)

Believe in and clearly understand their goals

Have a safe and supportive Have a safe and supportive culture that allows them to relentlessly pursue their goals and rewards them for their efforts and successese o s a d successes

Have a leader who creates and maintains all of these aspects