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

phen

R. B

alza

c

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