FTE

Before getting into FTEs (Full Time Equivalents), you need to:
1. Know your goal.
2. Prepare a hierarchical map of the work packages you will need to achieve your goal (WBS).
3. Detail the lower level work packages, until you have tasks that can be accomplished by one individual in a week or so.
4. Estimate the number of hours for each role that you will need in a day (or week or month).

Then you can calculate the man-hours per day (or FTEs) that you will need.
It works both for continuous processes and for projects.

As you and your team develop skills, the required FTEs decrease, or the total work performed increases.

Of course this is only a practical, but rough approach. Real people have a heart, and perform different than mathematical FTEs.

Fungus

Acceptance

Birds of a feather flock together.

I like to be around people who look like me. I don't like to be around people who don't look like me.
Oops... Looks ain't everything... let me rephrase that.

I like to be around people who share my world view. I don't like to be around people who don't share my world view.
That's a preference, not a limitation.

How can I get them to do what I want?
Oops... let me rephrase that.

How can I influence and lead them?
Should I send people who are different to the back of the bus?
Should I wear a sheepskin or imitate the duck call so that they let me approach them?
Should I try to make them into my image so that I can like them better?

I believe that to make friends or business associates it is more sensible to let them know who I am, and understand who they are. Show our different world views. And find some common ground. Then we can develop mutual trust. I believe that cats and dogs can agree to collaborate if they have a shared goal. They don't need to like each other.

I don't want to get people to do what I want. Much less by lying to them. I want us people to open our eyes, understand who we are without embarrassment, accept our differences, and get to work in the design and construction of a healthier community.

Fungus

Weakness

The short answer is that you have to drive out fear. That's what Edward Deming says. As a manager, I need to know --as soon as possible-- if a team member has any relevant weakness. It is my problem and my responsibility to let my team know that no one will ever be punished for reporting a weakness. They will be supported and trained. Hiding a weakness, on the other hand, can get them in trouble. If someone claims to be strong where he is not, and that causes delays, rework or loss of quality, the team will be very angry. As a subordinate, I know that if I report my weaknesses and a plan to overcome them on time, I will not be punished. I fight very hard every day to keep this scheme going. Fungus

Teamwork

The key, and probably the main challenge to build an energized team is a shared purpose. Something that is vital for every team member. - Build a better world - Save the whales - Find a cure for cancer - Get computer access for all children - Get the road free of snow.
The second hurdle is an agreed upon set of objectives.
What exactly do we want to do today (or this month)? How will we know we have done a good job?
The third challenge is a shared work focus. How are we going to do it.

Some purposes are not shared. If I feel that my boss's purpose is "a large salary and a golden parachute", I might end being among the 17% who are actively sabotaging his efforts.

Fungus