Boosting Performance in Multi-Disciplinary Engineering Teams

I thought systems engineers were just glorified project managers. ↳ I assumed they were unnecessary overhead. ↳ I believed they only slowed down the development process. ↳ I was convinced our team could handle everything without them. Boy, was I wrong. Let me take you back to the project that changed my mind... We were developing a cutting-edge automotive safety system. Deadlines were looming, budgets were tight, and interdepartmental conflicts were rife. It was a perfect storm of chaos. Our VP suggested bringing in a systems engineer. I rolled my eyes. "Great," I thought. "Another 'expert' to tell us how to do our jobs." But here's what actually happened: 1. The systems engineer mapped out the entire project ecosystem. 2. Cross-functional communication improved dramatically. 3. Potential risks were identified and mitigated before they became issues. 4. Integration challenges were solved proactively. The result? We delivered the project 6 weeks early and 12% under budget. But don't just take my word for it. Let's look at some hard data: - A study by the International Council on Systems Engineering found that projects with effective systems engineering are 50% more likely to meet their objectives. - The National Defense Industrial Association reported that high-performing projects using systems engineering had a 57% success rate, compared to just 15% for those with low systems engineering capability. - NASA credits systems engineering for reducing their project failure rate from 1 in 4 to less than 1 in 100. The numbers don't lie. Systems engineers are the unsung heroes of complex projects. They're the glue that holds interdisciplinary teams together, the visionaries who see the big picture, and the problem-solvers who tackle challenges before they become showstoppers. My skepticism has transformed into advocacy. Now, I wouldn't dream of starting a complex project without a systems engineer on board. Have you had a similar experience? Did a systems engineer save your project from disaster? Share your stories below. Let's start a conversation about the hidden superpowers of systems engineering in the automotive industry. #SystemsEngineering #AutomotiveInnovation #ProjectSuccess #EngineeringLeadership

Most of my academic career was dedicated to working on interdisciplinary research projects. In the early days, I found there was little consideration for the inherent challenges of this type of work, particularly in managing power dynamics across the STEM/social science disciplinary divide. While there is a lot to be gained from interdisciplinary research, it can be a hard road to walk. It’s so refreshing to see interdisciplinary research gaining more prominence from funders, and critically, a more intentional approach to creating supportive spaces for people to communicate across disciplinary divides. Here are some key lessons I learnt along the (sometimes rocky) journey: 🔹Language Matters: Ensure everyone on the team understands the key terms used to articulate the research. For instance, on an antimicrobial resistance project I was working on, the term ‘driver’ meant different things to different academics. Spending time interrogating this helped the team to have a shared understanding of the objectives of the project. 🔹 Regular Knowledge-Sharing Sessions: Building an understanding of what each team member is doing to contribute to the project can help to foster a positive working environment. Facilitated sessions, where each team member presents their work, can help to foster a shared understanding. For me, learning about how microbiological sampling techniques worked was helpful when developing my own ethnographic study. 🔹 Foster a Culture of Mutual Respect: Post-docs and project administration staff, often the hardest working, sometimes see their contributions rendered invisible. I cannot stress enough how vital it is to create an environment where all disciplines and team members are valued equally. Avoid empty platitudes; good leadership comes with actively listening to each other and recognising that the project wouldn’t happen without every member of the team. 🔹 Utilise Facilitation Techniques: Don’t assume that a group will naturally come together; intentional facilitation, such as round-robin discussions, ensures everyone has a chance to contribute. This can also help to manage power dynamics and give voice to quieter members. 🔹Create a Psychologically safe space: When people do not feel safe to share their ideas, they will not take risks and experiment. Safe spaces for learning are essential; public criticism and shaming can deter people from sharing. Encourage team members to explore ideas outside their comfort zones in a way that is supportive. Creating safe spaces is the only way people will experiment together. Interdisciplinary research can indeed be a hard road to walk, but the journey is enriched with diverse perspectives and the potential for groundbreaking discoveries. It's about managing the complexities with care and ensuring every voice is heard and respected. Let's continue to push the boundaries of knowledge, together. #interdisciplinaryresearch #academicresearch #power #facilitation

What can upper management do to enable a culture of collaboration—even in large projects with multiple teams and managers? Ever wondered how to make large, multi-team projects truly collaborative? In many organizations, a common challenge is ensuring that engineers feel empowered to contribute and learn across different parts of the same project. The good news? Leading companies are actively cultivating cultures that break down silos, fostering a much deeper understanding of the entire system. It’s about enabling engineers to see the bigger picture and contribute wherever their expertise is most valuable. Here are three powerful strategies that are gaining traction: 1. Implementing InnerSource Imagine applying open-source development practices within your company. Engineers are encouraged to contribute code, fix bugs, and propose enhancements to modules owned by other internal teams. This fosters shared ownership, promotes knowledge sharing, and builds a collective understanding of the codebase across the organization. It’s collaboration on a grand scale. 2. Organizing Around Value Streams or Features Instead of structuring teams purely by technical layers (e.g., frontend, configuration backend, observability GUI, observability backend, data plane, service plane), many networking and security companies now organize teams around end-to-end delivery of customer value or features. For example, you might see a dedicated Firewall Team, VPN Team, CASB Team, or DLP Team—each owning their feature across the stack, from UI and APIs to backend and data plane functions. This structure fosters holistic understanding and alignment within teams, ensuring that everyone grasps the full scope of a feature’s delivery. 3. Establishing Guilds or Communities of Practice (CoPs) These are groups of engineers from different teams who share a common interest or specialization (e.g., a “Cloud Security Guild” or a “Performance Optimization CoP”). They meet regularly to share knowledge, discuss best practices, and solve common challenges. CoPs transcend traditional team boundaries, enabling cross-pollination of ideas and continuous learning beyond the formal reporting structure. These approaches directly support the kind of system-wide thinking that’s crucial for effective debugging, resilient design, and growth into impactful architectural roles. They help engineers expand their horizons and take true ownership of the product’s success. #SoftwareEngineering #TeamCollaboration #InnerSource #DevOps #TechCulture #NetworkingSecurity #EngineeringLeadership #CareerGrowth #SystemDesign #Aryaka

Leaders have a tough job. It’s not just about delivering on deadlines; it’s about creating environments where diverse thinking thrives, and innovation flourishes. Two concepts that are increasingly recognized as critical to engineering and technology leadership are psychological safety and cognitive diversity. But what do they mean, and how do they intersect to drive team performance? Psychological safety - a concept extensively researched by Amy Edmondson - refers to an environment where team members feel safe to take risks, voice their ideas, and make mistakes without fear of negative consequences. In the context of engineering teams, this safety net allows for open communication and the free exchange of ideas, which are essential for solving complex problems. Cognitive diversity, on the other hand, relates to the inclusion of different ways of thinking, problem-solving approaches, and perspectives within a team. Research shows that teams with high cognitive diversity are more innovative and adaptive, particularly in volatile and complex environments. However, the benefits of cognitive diversity can only be fully realized when psychological safety is in place. Recent studies highlight the synergy between these two factors, finding that teams combining high psychological safety with cognitive diversity were significantly more effective at generating innovative solutions than those with only one of these elements. The research suggests that while cognitive diversity brings a wealth of ideas and perspectives, psychological safety ensures that these ideas are shared, debated, and integrated into decision-making processes. At Purdue University, we teach our our engineering and technology leadership students in the Purdue Polytechnic and Purdue University College of Engineering Purdue University Master of Engineering Management Program (MEM) how to put these these concepts to work. When leaders intentionally cultivate both psychological safety and cognitive diversity, they create a powerful environment where creativity and innovation are not just possible—they’re inevitable. But this doesn’t happen by accident. Leaders must actively work to foster psychological safety by encouraging open dialogue, showing vulnerability, and valuing contributions from all team members. At the same time, they need to build cognitively diverse teams by seeking out different perspectives and skills, and by challenging conventional thinking. #EngineeringLeadership #PsychologicalSafety #CognitiveDiversity #Innovation #TeamPerformance #LeadershipDevelopment #TechInnovation References Li, W., Zhang, Y., & Wang, Y. (2021). The synergistic effect of psychological safety and cognitive diversity on team innovation. Journal of Applied Psychology, 106(4), 652-670. Page, S. E. (2018). The diversity bonus: How great teams pay off in the knowledge economy. Harvard Business Review.

How to Adapt 1.7 times quicker, Reduce Absenteeism by 37%, and Reduce Operational Costs by 30% (Research Based) 👇 "Interprofessional collaboration transforms the delivery of care and fosters a culture of respect and shared responsibility." - J. Michael Bishop In today’s complex, fast-changing, and agile environment, interprofessional/interdisciplinary collaboration (IPC) is necessary for thriving. 💠 Benefits of IPC for your organization: ✔ Reduction in Cognitive Load: 👉 By distributing tasks and responsibilities, IPC reduces individual cognitive load, reduces the risk of burnout, and enhances mental health. ✔ Increased Efficiency: 👉 Streamlined communication and coordinated efforts to make better use of resources and time. ✔ Professional Growth: 👉 Learning from colleagues across disciplines enhances knowledge and skills. ✔ Better Problem-solving: 👉 Collective problem-solving leads to innovative solutions for complex challenges. ✔ Enhanced Resilience and Adaptability: 👉 IPC teams are more resilient and adaptable, responding quickly and effectively to unexpected challenges due to diverse perspectives. ✔ Cross-Disciplinary Innovation: 👉 IPC fosters innovation by merging diverse fields to create unique solutions and advancements. 💠 6 Challenges of IPC and Tips how to Overcome them: 1️⃣ Communication Barriers: 👉 Different terminologies and communication styles can lead to misunderstandings 🚀 Tips: Implement standardized communication tools and regular team meetings to foster clear and consistent communication. 2️⃣ Role Clarity and Conflicts: 👉 Unclear roles and overlapping responsibilities can cause confusion and conflict. 🚀 Tips: Clearly define roles and responsibilities and encourage open dialogue. 3️⃣ Cultural Differences: 👉 Diverse cultural backgrounds can lead to different expectations and practices. 🚀 Tips: Provide cultural competency training to enhance understanding and respect for diverse perspectives and practices. 4️⃣ Resistance to Change: 👉 Some team members may be resistant to adopting new collaborative practices. 🚀 Tips: Involve resistant members in the planning and implementation process and demonstrate the benefits of IPC through pilot programs and success stories. 5️⃣ Lack of Shared Goals: 👉 Different disciplines may have varying priorities, leading to misaligned goals. 🚀 Tips: Facilitate workshops and alignment meetings to develop a shared, customer-centered vision agreed upon by all team members. 6️⃣ Varying Levels of Buy-In: 👉 Not all team members may be equally committed to IPC. 🚀 Tips: Engage team members early, explain the need for IPC, and recognize their contributions to build commitment and enthusiasm. Embracing interprofessional collaboration isn't just a trend. It's a necessity for any organization aiming for high performance and resilience. How is your team fostering IPC? --- 🔔 Enjoy my posts? Follow me Eva Gysling, OLY #leadership #culture #coaching #interprofessionalwork

I am thrilled to have our research selected as part of Harvard Business Review's "Managing People" — and even more excited about what it means for leaders today. In a world where 81 percent of employees work on more than one team at a time, multiteaming isn’t going away. It fuels innovation, accelerates problem-solving, and drives efficiency. But the costs – like burnout, missed deadlines and fractured trust are real. Here are four actions that make the biggest impact: ·      Kick off teams thoughtfully: carve out time for connection, even if it feels inefficient. ·      Map skills and strengths so individuals see each other’s value. ·      Create shared accountability: when everyone owns the outcomes, collaboration flourishes. ·      Buffer against shock: plan ahead for inevitable disruptions Trust fuels smarter collaboration, boosting performance and innovation. And in a multiteaming world, it’s the leader’s role to make trust a strategic priority. Take a closer look at the article for research-backed insights and actionable steps leaders can use to turn complexity into opportunity. Let me end with a shout-out to my coauthor Mark Mortensen, whose brilliance shines through no matter how many projects he’s working on! #Leadership #TrustBuilding #CollaborationMatters #HarvardBusinessReview 

High-performing engineering teams don’t happen by accident—they are DELIBERATELY BUILT. Over my 23+ years in consulting and global engineering leadership, I’ve learned that scaling teams across geographies requires more than just hiring talent—it requires culture, alignment, and structured mentorship. When I established my first Center of Excellence, the goal wasn’t just standardization; it was creating a learning ecosystem where every engineer could innovate, share knowledge, and grow. High-performing teams thrive on: ✏️ Clear purpose: Everyone knows the mission and how their work drives impact. ✏️ Empowerment: Team members have autonomy and accountability. ✏️ Continuous learning: Knowledge sharing and mentorship are baked into daily workflows. ✏️ Cross-functional collaboration: Alignment across engineering, product, and business ensures value is delivered effectively. These principles don’t just improve delivery—they build leaders who can take on bigger challenges and drive enterprise-scale impact. I’d love to hear from you: What strategies have you found most effective for scaling team performance across geographies or complex projects?

How do you switch gears between being a Coach and a Facilitator for leadership development? I get this question very often. My instant response is- what helps you switch gears in your role? - What if all the learnings you have were to become a better and more successful human rather than a faster runner?  - What if you become both because we were willing to take one thing at a time rather than rush to the grave? - What if focusing on what you “did do” rather than what you “couldn’t do” became your way of thinking? #Flexibility and the resulting responsiveness are fundamental to #agile #success. Rather than waiting for a solution, the project team keeps moving by solving it themselves. Instead of being locked into static role descriptions, the group allow the work to flow between members, cover up for each other in their absence, get an opportunity to learn, and better engage. 𝗕𝘂𝘁 𝗵𝗼𝘄 𝘀𝗵𝗼𝘂𝗹𝗱 𝘁𝗵𝗶𝘀 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝘄𝗼𝗿𝗸 𝗯𝗲𝘀𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗳𝗲𝗲𝗹𝗶𝗻𝗴 𝗼𝘃𝗲𝗿𝘄𝗵𝗲𝗹𝗺𝗲𝗱? First, be fair. Be sure when asking people to perform multiple roles, it is within the boundaries and appropriate to their capabilities.“Multi-disciplinary” should not be a cover to do two people's jobs. Be clear about the overall purpose. Ensure people have clarity about the big picture. When they are taking multiple roles, a clear sense of "why" acts as a north star, and any shifts in tasks are continuity of the overall purpose and in sight of how their role contributes. Roles are clear. When working on multiple roles, they will need to understand each one. Be clear about the success factors and under what conditions they should shift from role to role. Provide guidance and boundaries, to empower them to be fluid in applying their skills. Avoid roles that conflict. It can be stressful to perform roles that have opposing characteristics of success. One that necessitates a lot of customer contact requires being away from the group versus hands-on time with the team. If needed, set boundaries. Consider team dynamics. Don’t put people in awkward situations with colleagues like giving a leadership role to the group who were previously peers and asking them to shift between leading and simply contributing at other times. This may create confusion. Instead, build a culture where leadership is emergent. Provide support. When asking to be flexible, ensure providing the right support to perform the expected flexibility. When people have the capacity, ie. support for learning and skill development, and a culture that fosters purpose and strong relationships, they tend to be able to handle more demands. Coming back to my secret, shift the mindset before shifting the gears. #Leaders, how are you encouraging healthy agility within your teams? #agileleadership #teamdynamics #leadershipcoaching #development #facilitation #needidentification Follow Shivaani Talesra and hit🔔for more insightful and inspiring posts. #Repost if you find value.

Building and Leading High-Performance Teams High-performance teams are the backbone of any successful organization. Creating and leading such teams requires a combination of strategy, empathy, and vision. Here’s how you can build and lead a team that achieves excellence. Key Insights for Building High-Performance Teams 1. Establish a Clear Vision and Goals: A well-defined vision aligns the team’s efforts. Set specific, measurable, achievable, relevant, and time-bound (SMART) goals to guide performance. 2. Cultivate a Culture of Trust: Trust is the foundation of teamwork. Foster open communication, respect, and reliability to create a safe environment for collaboration. 3. Prioritize Role Clarity: Clearly defined roles reduce confusion and improve efficiency. Ensure every team member understands their responsibilities and how they contribute to the overall objective. 4. Encourage Open Communication: Create channels for honest dialogue where feedback is valued. Transparent communication minimizes misunderstandings and builds stronger connections. 5. Empower Team Members: Delegate responsibilities and trust your team to execute tasks effectively. Empowered individuals take ownership and demonstrate higher accountability. 6. Focus on Diversity and Inclusion: Diverse teams bring varied perspectives, fostering innovation and creativity. Inclusive leaders ensure every voice is heard and valued. 7. Invest in Skill Development: Provide opportunities for training and mentorship. A skilled team is more adaptable and prepared to tackle challenges. 8. Celebrate Success and Learn from Failures: Acknowledge achievements to boost morale and analyze setbacks to improve strategies. This balance promotes a growth mindset. 9. Foster Collaboration and Innovation: Encourage teamwork by facilitating brainstorming sessions and cross-functional projects. Collaboration drives creativity and efficiency. 10. Lead with Empathy and Resilience: Understand your team’s challenges and support them through difficulties. Resilient leaders inspire teams to persevere and achieve. Real-Life Example Google’s Project Aristotle revealed that psychological safety is key to high-performing teams. Teams that felt safe to express ideas and take risks without fear of judgment consistently outperformed others. #HighPerformanceTeams #TeamLeadership #Collaboration #Innovation #TeamBuilding #LeadershipSkills #DiversityAndInclusion #GrowthMindset #EmpoweredTeams #TeamSuccess

10 Proven Ways to Build a High-Performance Project Team in Civil Engineering Building a high-performance team is essential for successful civil engineering projects. Here’s how you can create a team that delivers outstanding results: 1️⃣ Set Clear, Achievable Goals 🎯 Align everyone on the same vision. 📋 Break down goals into measurable steps. 🔑 Ensure goals are realistic and achievable. 2️⃣ Hire Top Talent 🧑🔧 Choose experts for critical roles. 💼 Prioritize a balance of skill and experience. ✅ Ensure cultural fit to strengthen team dynamics. 3️⃣ Encourage Cross-Functional Collaboration 🤝 Foster teamwork across all departments. 💡 Diverse ideas drive innovation. ⚡ Collaboration speeds up problem-solving. 4️⃣ Promote Transparent Communication 💬 Open communication minimizes misunderstandings. 📲 Keep everyone updated regularly. 🗣️ Encourage feedback and idea sharing. 5️⃣ Implement Regular Progress Check-ins 📅 Hold weekly meetings for status updates. 🎯 Track milestones to ensure alignment. 🔄 Adjust timelines and tasks as needed. 6️⃣ Invest in Continuous Learning 📚 Offer ongoing training and development. 💡 Encourage knowledge sharing among team members. 🚀 Stay updated with the latest industry trends. 7️⃣ Leverage Cutting-Edge Technology 💻 Use BIM and AI tools for project management. 🔧 Automate routine tasks for efficiency. 📊 Streamline communication and tracking with tech. 8️⃣ Define Roles & Responsibilities Clearly 📝 Assign specific duties to avoid confusion. ⚖️ Ensure responsibilities align with skillsets. 💼 Define expectations for accountability. 9️⃣ Set Realistic Deadlines & Milestones 📊 Break the project into manageable phases. ⏱️ Set realistic timelines for each task. ✅ Ensure deadlines are achievable and measurable. 🔟 Celebrate Wins—Big or Small 🏆 Acknowledge individual and team contributions. 🎉 Recognize milestones to boost morale. 💪 Celebrate progress to maintain motivation. Building a high-performance team is the key to a successful project. How do you build and manage your teams? Share your strategies in the comments! #CivilEngineering #Teamwork #Leadership #ProjectManagement