The Habits of
Great Agile Team Leads
Yael Rabinovitch
Lead Coach
AgileSparks
yael@agilesparks.com
Sagi Smolarski
Lead Coac...
The Team
Lead in Agile
Picture CC - https://www.flickr.com/photos/2create/ - Louis Du Mont
Agile (and Scrum in Particular)...
Your Role
is
to
D E L I V
E R
not
(only)
Push team
to imprOVE
GROWTH =
TEACH THE
TEAM to OWN
improveMENT
GROWTH =
TEACH THE
TEAM to OWN
improveMENT
Push team
to im...
Habit #1:
GROW & IMPROVE
YOUR TEAM
GROW & IMPROVE
YOUR TEAM
Habit #1:
Create Slack so we
can invest in
improvement
Create Slack so we
can invest in
improvementYou Cannot teach a zebra to RIDE ...
GET FEEDBACK . . .
. . . ON EVERYTHING
GET FEEDBACK . . .
. . . ON EVERYTHING
“Feedback is the food of champions”
NO Feedb...
Experiences
Jurgen Appelo
Challenge INDIVIDUALS’ COMFORT
ZONEChallenge INDIVIDUALS’ COMFORT ZONE
Visualize & Track Improvements
The Team Should Own this board
Where Do We Stand?
My team has implemented Tangible
improvements in the last month...
Yes/No?
Habit #2:Habit #2:
SHOW
ME THE
VALUE!
The Value Scale
Value to our client
FEEDBACK FROM our client
INTERNAL FEEDBACK
LOWER SCheduling RISK
IMPROVES OUR ABILITY ...
The Value Scale
Value to our client
FEEDBACK FROM our client
INTERNAL FEEDBACK
LOWER SCheduling RISK
IMPROVES OUR ABILITY ...
The Value Scale
Value to our client
FEEDBACK FROM our client
INTERNAL FEEDBACK
LOWER SCheduling RISK
IMPROVES OUR ABILITY ...
Where Do We Stand?
THE TEam MEMBERS UNDERSTAND THE
VALUE OF
ALL THE WORK WE DO
Yes/No?
Habit #3:
Engage the team
in solving problems
collaboratively
Principles behind the Agile Manifesto
“The best architectures, requirements, and
designs emerge from self-organizing
teams”
Visual group memory
Group memory :
Record ideas and decisions made during a meeting,
written on boards in full view for th...
Use Parking lot to focus discussions
Dot Voting – Prioritize to Focus
Fist of five -
Voting for team consensus
Does most of the decisions are done by the
team lead ?
Where Do We Stand?
“Always look
on the bright
side of life”
Habit #4:
Be positive: Believe in
your team
dare having high
Manager’s
Expectations
Manager’s
Behavior
Self
Expectations
Self behavior:
Effort,
motivation,
learning,
responsibility
Th...
Grow your expectations
ommunicate consistently
ouR firm belief in the
employee's ability to
perform the job.
o him and to others
Acknowledge don’t praise
Specific, Fact base validation VS.
General Reports what was observed
VS. Gives the power to judge...
Coach, Train,
Guide, follow-up….
Can you attribute major achievement you did at
work to a manager that believed in you and had
challenging expectations fro...
Hav
e
Fun!
Habit #5Habit #5
Why?
It is your role to energize team
members
HOW?
CelebrateCelebrate
Identify Small Opportunities to
celebrate:
→ The First Unit Test
→ 10 Days with No Build Failure
→ The ...
GamifyGamify
E.G. Planning Poker
Can you think of other
ways?
SHARE FROM
THEIR PERSONAL
LIFE
SHARE FROM
THEIR PERSONAL
LIFE
Build Shared
Experiences
Build Shared
Experiences
shared experiences → does not only mean fun days for
the team
shared exp...
HIRE FUN
PEOPLE
ALSO
Measure Happiness
Where Do We Stand?
I Can Remember our team laughing together
in the last WEEK
Yes/No?
Take the Team Lead Survey
email us…
Agile Team Lead Training Program
www.agilesparks.com
Share & Discuss:
sagi@agilesparks...
5 habits of successful team leads - Sagi Smolarski & Yael Rabinovitz - Agile Israel 2014
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5 habits of successful team leads - Sagi Smolarski & Yael Rabinovitz - Agile Israel 2014

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Agile is providing little guidance on the role of the Team Lead, leaving it up to individuals and organizations to improvise or rely on old-school paradigms. Based on our combined experience working with over a hundred teams, come hear which practices we believe are key to succeeding in this role, and how to be a truly great Team Lead.

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5 habits of successful team leads - Sagi Smolarski & Yael Rabinovitz - Agile Israel 2014

  1. 1. The Habits of Great Agile Team Leads Yael Rabinovitch Lead Coach AgileSparks yael@agilesparks.com Sagi Smolarski Lead Coach AgileSparks sagi@agilesparks.com
  2. 2. The Team Lead in Agile Picture CC - https://www.flickr.com/photos/2create/ - Louis Du Mont Agile (and Scrum in Particular) is saying very little about the role of the team lead in agile. As part of our work with close to a hundred teams and team leads, we have Witnessed Differences between the practices and mindset of team Leads, Which can have a significant impact on the success of the team
  3. 3. Your Role is to D E L I V E R not (only)
  4. 4. Push team to imprOVE GROWTH = TEACH THE TEAM to OWN improveMENT GROWTH = TEACH THE TEAM to OWN improveMENT Push team to imprOVE This is very important and so is this! Leadership Invariably Involves Growth
  5. 5. Habit #1: GROW & IMPROVE YOUR TEAM GROW & IMPROVE YOUR TEAM Habit #1:
  6. 6. Create Slack so we can invest in improvement Create Slack so we can invest in improvementYou Cannot teach a zebra to RIDE A BIKE when it is being chased by a hungry lion… Agile provide tools to balance demand and supply - Use them to create slack You Cannot teach a zebra to RIDE A BIKE when it is being chased by a hungry lion… Agile provide tools to balance demand and supply - Use them to create slack
  7. 7. GET FEEDBACK . . . . . . ON EVERYTHING GET FEEDBACK . . . . . . ON EVERYTHING “Feedback is the food of champions” NO Feedback → No Improvement Incorporate feedback into everything the team Does → Features / User Stories USAGE TRACKING → Sprint (e.g. retrospective) → Meetings (ROI) → Quality (RCA for escaping defects) ...
  8. 8. Experiences Jurgen Appelo
  9. 9. Challenge INDIVIDUALS’ COMFORT ZONEChallenge INDIVIDUALS’ COMFORT ZONE
  10. 10. Visualize & Track Improvements The Team Should Own this board
  11. 11. Where Do We Stand? My team has implemented Tangible improvements in the last month... Yes/No?
  12. 12. Habit #2:Habit #2: SHOW ME THE VALUE!
  13. 13. The Value Scale Value to our client FEEDBACK FROM our client INTERNAL FEEDBACK LOWER SCheduling RISK IMPROVES OUR ABILITY TO DELIVER VALUE FASTER IT MUST GET DONE / NOT CLEAR / ??? GREA T AVOID
  14. 14. The Value Scale Value to our client FEEDBACK FROM our client INTERNAL FEEDBACK LOWER SCheduling RISK IMPROVES OUR ABILITY TO DELIVER VALUE FASTER IT MUST GET DONE / NOT CLEAR / ??? GREA T AVOID % of Velocity 60% 30% 5% 0% 0% 5%
  15. 15. The Value Scale Value to our client FEEDBACK FROM our client INTERNAL FEEDBACK LOWER SCheduling RISK IMPROVES OUR ABILITY TO DELIVER VALUE FASTER IT MUST GET DONE / NOT CLEAR / ??? GREA T AVOID 75 % % of Velocity 0% 0% 5% 5% 5%
  16. 16. Where Do We Stand? THE TEam MEMBERS UNDERSTAND THE VALUE OF ALL THE WORK WE DO Yes/No?
  17. 17. Habit #3: Engage the team in solving problems collaboratively
  18. 18. Principles behind the Agile Manifesto “The best architectures, requirements, and designs emerge from self-organizing teams”
  19. 19. Visual group memory Group memory : Record ideas and decisions made during a meeting, written on boards in full view for the group members Prevents common meeting problems: 1. More interesting 2. Repetitions 3. Everyone's contribution is captured 4. Loss of focus 5. Drawings 6. Creates a list to process (rank, select…) 7. Disruption by latecomers 8. Record history
  20. 20. Use Parking lot to focus discussions
  21. 21. Dot Voting – Prioritize to Focus
  22. 22. Fist of five - Voting for team consensus
  23. 23. Does most of the decisions are done by the team lead ? Where Do We Stand?
  24. 24. “Always look on the bright side of life” Habit #4: Be positive: Believe in your team dare having high
  25. 25. Manager’s Expectations Manager’s Behavior Self Expectations Self behavior: Effort, motivation, learning, responsibility The effect of Positive expectations Managers get the performance they expect Robert K. Merton 1948 Pygmalion Effect or Self-fulfilling prophecy Golem effect J. Sterling Livingston “Pygmalion in Management”
  26. 26. Grow your expectations
  27. 27. ommunicate consistently ouR firm belief in the employee's ability to perform the job. o him and to others
  28. 28. Acknowledge don’t praise Specific, Fact base validation VS. General Reports what was observed VS. Gives the power to judge Matter of fact VS. Extravagant
  29. 29. Coach, Train, Guide, follow-up….
  30. 30. Can you attribute major achievement you did at work to a manager that believed in you and had challenging expectations from you ? Where Do We Stand?
  31. 31. Hav e Fun! Habit #5Habit #5
  32. 32. Why? It is your role to energize team members
  33. 33. HOW?
  34. 34. CelebrateCelebrate Identify Small Opportunities to celebrate: → The First Unit Test → 10 Days with No Build Failure → The 100th Story Completed → PI Day … Create a Team Celebration culture
  35. 35. GamifyGamify E.G. Planning Poker Can you think of other ways?
  36. 36. SHARE FROM THEIR PERSONAL LIFE SHARE FROM THEIR PERSONAL LIFE
  37. 37. Build Shared Experiences Build Shared Experiences shared experiences → does not only mean fun days for the team shared experiences → meanS shared hardship
  38. 38. HIRE FUN PEOPLE ALSO
  39. 39. Measure Happiness
  40. 40. Where Do We Stand? I Can Remember our team laughing together in the last WEEK Yes/No?
  41. 41. Take the Team Lead Survey email us… Agile Team Lead Training Program www.agilesparks.com Share & Discuss: sagi@agilesparks.com yael@agilesparks.com
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