Blue Shark Team-Building Leading High-Performance Teams during a Crisis

Teams working in a crisis areoperating 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 tocreate 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 theCOVID-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, andconsulting. The book arms executives and managers with the concepts and techniques to lead and manageprojects, 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 projectsthat 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.

Part I 1. Introduction2. Theoretical Frameworks and Models on Leadership, Emotional Intelligence, and Team Building3. Ten Strategies of Leading High-Performance Teams during a Crisis4. Ten Critical Project Management Challenges and Solutions during a Crisis5. Creating an Enabling Environment and I.T. Infrastructure during a Crisis6. The Blue Shark Model of Leading High-Performance Teams Part II. Case Study7. The Blue Shark Team at WSDOT8. Key Challenges Facing the GMS Project9. Who’s Who on the Project10. Organizational Challenges and Team Dynamics11. Change Management, EQ, and DQ12. Project Management Methodology, Tools, Techniques, and Processes13. Project Governance, Monitoring, Control, and Evaluation14. 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

Rizwan A. Sheikh, Ph.D., PMP, is an internationally recognized management consultant, CEO, Chairman of the Board, and professor of strategy, leadership, team-building, and project management. He has been acknowledged globally as an innovative and dynamic leader, executive trainer, and thought leader. Dr. Sheikh is a recipient of the Microsoft Award for "Innovative Vision and Dynamic Leadership." Withmore than30 years of experience, he has assisted Fortune 500 companies and public sector organizations with business and digital transformations in the U.S., U.K., U.A.E., China, France, and other countries. His key clients and employers include Deloitte Consulting, AT&T, PepsiCo, Merrill Lynch, Progressive Insurance, PITB, LUMS, STERIS Corp, Ingersoll-Rand, and Washington State Department of Transportation (WSDOT). Dr. Sheikh has taught Leadership and Team-Building, Change Management, Family Business, and Project Management at Harvard, MIT, University of Cambridge, and RMIT (Australia),among other institutions.