Post on 08-Aug-2015
transcript
Agenda
¨ Why Are Teams Important
¨ Servant Leadership
¨ People
¨ Product
¨ Process
¨ Project
¨ Team Lifecycle
¨ Team Dysfunction
¨ Team ‘Smells’
¨ Natural & Adaptive Behavior
¨ Team Based Performance Metrics
¨ There is an ‘I’ in ‘Team’
¨ Intrinsic Motivation
¨ Innovation
¨ T-Shaped Skill Sets
¨ Delegation
¨ Retrospectives
Teams
- despair.com
Why is Team Success so Important?
“The highest type of ruler is one of whose existence the people are barely aware…. The Sage is self-effacing and scanty of words. When his task is accomplished and things have been completed, all the people say, ‘We ourselves have achieved it!’”
- Lao-Tzu 5th Century BC
Servant Leadership
¨ Head off distractions. ¨ Protect the team from undue pressure. ¨ Foster collaboration. ¨ Hold people accountable. ¨ Support personal growth and
development. ¨ Procure resources.
Servant Leadership Responsibilities - People
- Gil Broza, The Human Side of Agile
¨ Ensure the flow of business value. ¨ Maintain alignment between tactical execution and strategic
intent. ¨ Keep the stakeholders in the loop. ¨ Coordinate externally.
Servant Leadership Responsibilities - Product
- Gil Broza, The Human Side of Agile
Servant Leadership Responsibilities - Process
¨ Assume process stewardship. ¨ Remove Impediments. ¨ Manage knowledge, information
sources, and artifacts. ¨ Track progress, trends, and
metrics. ¨ Lead meetings. ¨ Promote organizational Agility.
- Gil Broza, The Human Side of Agile
¨ Establish a suitable team and secure the sponsors’ support.
¨ Kick off the effort properly. ¨ Provide data for budgeting and
forecasting. ¨ Identify, manage, and mitigate big-
picture risks. ¨ Report needed information.
Servant Leadership Responsibilities - Project
- Gil Broza, The Human Side of Agile
¨ Attention to detail ¨ Big-picture thinking ¨ Forward thinking ¨ Effective communication ¨ Attention to process ¨ Sensitivity to risks
¨ Problem-solving leadership ¨ Dependability ¨ People ¨ Social sense
Servant Leadership Qualities
- Gil Broza, The Human Side of Agile
¨ Respect their decisions ¨ Let them complete their work in
quiet ¨ Allow your team the slack and
flexibility they need for self-organization
¨ Keep your promises
¨ Mentor and coach team members and the team as a whole
¨ Have their backs ¨ Bring weighty demands and needs
to their attention, and obtain their consent.
Building Trust with Your Team
- Gil Broza, The Human Side of Agile
¨ Ask for feedback ¨ Incorporate
appreciations ¨ Ask what you can do ¨ Watch for opportunities
to help
Understanding what the Team Needs
- Gil Broza, The Human Side of Agile
Ask your team members…
¨ Do you feel autonomous in your work? ¨ Do you feel healthy about your work? ¨ Are you passionate about your work? ¨ Do you feel heard? ¨ Are you encouraged to act as a leader? ¨ Do we have devoted customers?
Deal with Growing Pains
- Ste
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R. B
alza
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1 MTH 2 MTHS 2 MTHS = 5 MTHS
Emphasize Delivery (Feature) Teams
Recognize Team Dysfunction
- Patrick Lencioni
Become Aware of Team Smells
¨ Developers not assisting Testers
¨ People working in functional silos
¨ Excessive information handoffs
¨ Only BA in requirements discussions
¨ Only a few speak up in Retrospectives
¨ Team members show up late to meetings
¨ People multitasking in meetings
¨ Team Members hogging tasks
¨ Too much work in process (WIP) – not enough swarming
¨ Tech Leads sizing work for the whole team
¨ ScrumMasters assigning work to team members
¨ Etc.
Tribal Leadership
- Logan, King, Fischer-Wright, Tribal Leadership
Relationship to People Stage of Leadership Behavior % of Orgs. Team 5. Innocent
Wonderment “Life is great” 2%
Stable Partnership 4. Tribal Pride “We’re great (and they’re not)”
22%
Personal Domination
3. Lone Warrior “I’m great (and your not)”
49%
Separate 2. Apathetic Victim “My life sucks” 25%
Alienated 1. Despairing Hostility “Life sucks” 2%
Assess Natural & Adaptive Styles
Story Time
Using DISC in the work place
to improve team
performance.
Realize there is an ‘I’ in ‘Team’
Intrinsic – refers to behavior that is driven by internal rewards. In other words, the motivation to engage in a behavior arises from within the individual because it is intrinsically rewarding.
Extrinsic - occurs when we are motivated to perform a behavior or engage in an activity in order to earn a reward or avoid a punishment.
Motivation
- psychology.about.com
Purpose
Autonomy Mastery
Leadership Challenge
Motivated Performance
New Opportunity
Engage: 10,000 hrs.
- Pink, Drive
Drive – What Motivates Us?
Play Daniel Pink Video
Innovation
- App
elo,
Man
agem
ent 3
.0
Case Study
Microsoft’s transition from stack ranking to
team based performance.
Use Team Based Performance Metrics
Individual Performance
¨ Functional Proficiency
¨ Technical Competence
¨ Process Activity
¨ Individual Work Activities
¨ Individual Performance Review
¨ Individual Reward Determination
Team Performance
¨ Member Contribution
¨ Role Fit
¨ Team Outcomes
¨ Team Critical Process
¨ Team Performance Review
¨ Team Rewards
- Team-Based Performance Evaluation
Evolve to T-Shaped Skill Sets
Generalist/Broad Knowledge
Specialist
The ScrumMaster should assess the team to determine what skill(s) is either lacking and/or is an area of growth in order to mature and evolve the team. We want to build a team consisting of Specialized Generalist.
Master the Soft Skills
As a ScrumMaster, you can become more aware of your team’s soft skills be observing the following items: ¨ Personal accountability
¨ The degree of collaboration
¨ Interpersonal negotiation skills ¨ Conflict resolution
¨ People’s adaptability and flexibility ¨ The clarity of communications
¨ Creative thinking ¨ Inclusion
¨ Coaching and mentoring
- MindTools
Learn to Delegate
- App
elo,
Man
agem
ent 3
.0
Tell
Sell
Consult
Agree
Advise
Inquire
Delegate
Conduct Retrospectives
Soft is the New Hard
Final Word on Team Work
- despair.com
Q & A
References
¨ Agile Coaching by Rachel Davies and Liz Sedley
¨ Agile Retrospectives: Making Good Teams Great by Esther Derby, Diana Larsen
¨ Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition by Lyssa Adkins
¨ Drive: The Surprising Truth About What Motivates Us by Daniel Pink
¨ Leading Geeks: How to Manage and Lead People Who Deliver Technology by Paul Glen, David H. Maister, Warren Bennis
¨ Management 3.0: Leading Agile Developers, Developing Agile Leaders by Jurgen Appelo
¨ Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King, Halee Fischer-Wright
¨ The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni
Thank You
¨ Tom Wessel, Davisbase Consulting
¨ tom.wessel@davisbase.com
¨ http://www.davisbase.com
¨ 704-254-2514