How to be a great Leader - Simon Sinek
I was working at the manufacturing plant, a place buzzing with activity and filled with potential. As the project manager, my role was to lead a team of researchers and engineers to implement an Artificial Intelligence solution that could optimize the manufacturing process. The project was ambitious, and the team was talented but disparate, each member a specialist in their own field. The challenge was to guide them to work seamlessly as a team.
In the early days, progress was slow. The team was struggling to communicate their ideas effectively, and often we found ourselves at odds with each other. Our differing backgrounds and disciplines meant that we spoke in different ‘languages’ and had varying perspectives. It was clear to me that we needed to improve our collaboration.
I decided to implement a coaching strategy, focusing on building a shared understanding and fostering a culture of collaboration. I started by arranging weekly knowledge sharing sessions. In these sessions, each team member would present a topic related to their speciality, making it understandable for everyone else. This not only helped in building a common language but also fostered respect and appreciation for each other’s expertise.
Next, I addressed the issue of trust. I encouraged open discussions and constructive criticism. I made sure everyone’s ideas were heard, acknowledged, and debated. This transparency fostered trust within the team and created an environment where creativity and innovation thrived.
Then, I introduced Agile project management techniques. We began using Scrum, having daily stand-ups, and using a Kanban board to visualize our workflow. This helped in maintaining a steady rhythm and kept everyone in the loop about the project’s progress.
One of the turning points in the project was when we were trying to develop an AI model to predict potential breakdowns in the machinery. Our data scientists were struggling to understand the intricacies of the machines, while the engineers were finding it difficult to comprehend the complexity of machine learning algorithms. I paired them together, fostering a mentor-mentee relationship. The knowledge transfer was phenomenal, and soon we had a functioning predictive model that significantly reduced downtime.
As we progressed, I could see the transformation in the team. We were no longer a group of individuals but a well-oiled machine, working in harmony towards a common goal. Our AI solutions started to show promising results, increasing the efficiency of the plant, reducing waste, and improving safety.
Looking back, the journey was as rewarding as the destination.
As a manager, I was not just leading the team but learning from them. I was not just coaching them but also being coached. It reinforced my belief in the power of teamwork and the transformative potential of technology when applied with a collaborative spirit.
