6. 9 Chapters
Chapter 1 : How We Got Here
Chapter 2 : The Anatomy of a Game Developmnet Company
Chapter 3 : How Leaders Are Chosen, Are Supported, Perform, and Why
Chapter 4 : A Litmus Test for Leads
Chapter 5 : Leadership Types and Traits
Chapter 6 : The Project Team Leader : Roles and Responsibilities
Chapter 7 : The Departement Leader : Roles and Responsibilities
Chapter 8 : Difficult Employees, Underperformers, and Bad Leads
Chapter 9 : The Effects of Great Team Leadership
7. Chapter 1
How We Got Here
Industri yang tumbuh
sangat cepat
Art - Programming - Company
8. GDC 2001
GDC Art Directors/Lead Artists Round Table
‘‘How does your company select leads?
What are your criteria?’’
15. Things to consider at this stage:
bikin handbook buat kru
bikin jadwal review kru
daftar role and responsibility
minta masukan soal fitur studio
rencana pertumbuhan
biasakan meeting berjadwal
16. Chapter 3
How Leaders Are Chosen, Are Supported, Perform, and Why
The Ideal and the Real
goalnya menemukan orang yg tepat
dan mencocokan dia dengan role di perusahaan
17. The IDEAL
production cycle >> yg perform bagus di produksi >> dimentori >>
ditawari naek jadi lead/sub lead >> ngerjain beberapa project >>
ditawari mau ke management atau di produksi
24. Lessons Learned
Tidak bisa menjabarkan tanggung jawab sebagai lead
Jika ada penjabaran yang jelas maka akan lebih mudah
untuk mendapatkan calon lead dari dalam
dan juga menjadi filter yang baik jika mencari dari luar
25. Chapter 4
A Litmus Test for Leads
The Traits, Practices,
and Motivation of the Ideal Lead
26. THE TRAITS
The Cheerleader-General
Accountability
Communication
27. PRACTICES
Building Soft Skills
The ability to talk and listen effectively
Empathy, awareness, and observation
Self-awareness
Self-confidence
Cooperation and the ability to resolve conflicts
Outgoing personality
28. Model the Behavior You Want
Formal and Informal Training
for Soft-Skill Development
29. Build Your Ideal Leader: An Exercise
please choose :
eight most important personal traits
and
two most important professional skills
30. PERSONAL TRAITS
- Honest
- Intelligent
- Wise
- Has a sense of humor
- Outgoing
- Persistent
- Passionate about the product
- Compassionate
- Decisive
- Generous
- Consistent
- Responsible
- Trustworthy
- Ambitious
- Humble
- Spirited, upbeat
- Calm under pressure
- Is a good mentor
- Patient
- Logical
- Fair/equitable
- Ethical
- Is a consensus builder
- Charismatic
31. Professional TRAITS
Prior game-production experience
Prior game-management experience
Familiarity with current game-production practices
Adept at office politics
Great speaking and writing skills
Expertise with project-planning tools and concepts
32. Why Do Leaders Want to Lead?
wrong answer vs right answer
34. Leadership:
- Presents and champions a vision to a team
- Is people-focused
- Inspires team members to perform to the best of their abilities
- Defines an ultimate goal
Management:
- Turns vision into reality
- Is project-focused
- Makes it possible for the team to work at maximum efficiency
including scheduling, performing reviews, and tracking efforts
- Develops strategies to accomplish goals
35. Leadership Styles
Directive.
The goal of the directive style is immediate compliance. This style is best employed in crisis situations.
It is considered a negative motivation style.
Visionary.
The visionary-style leader mobilizes people toward a goal.
This style is best employed in situations where a change of vision or clear direction is required.
It is considered a positive motivation style.
Affiliative.
The affiliative-style leader promotes team harmony and focuses on conflict resolution.
This style is best employed to heal divisions within a team, especially during stressful points in projects.
It is considered a positive motivation style.
36. Leadership Styles
Participative.
The leader involves the team in decision making and fosters commitment through team participation.
This style is best employed to promote an emotional commitment by highly valuable team members.
It is considered a positive motivation style.
Pacesetting. The pacesetting-style leader personally demonstrates excellence and expects others,
through self-direction, to meet the modeled expectations.
This style is best employed in shorter-term projects with staff who need little guidance with respect to
quality or pace.
It is considered a negative motivation style.
Coaching.
The leadership style focuses on mentorship and on the long-term career development of team members.
This style is best employed in long-term projects. It is considered a positive motivation style.
47. A Foundation of Trust
Increased Retention
Improved External Perception
Greater Company and Team Morale
More-Capable and Supportive Teams
Healthier Employees
Improved Succession Outcomes
