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Leadership Self Organizing Teams

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Notes on slide 1

JB Tweet had a big impact on my presentation.

Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)

I use these

FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.

Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback

Shared Vision is a state, not a statement

Shared Vision is a State not a statement

How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?

Remember the social connections that Juta talked aboutStory of discussion with Els in the morningI’ll check inI’m GLAD that I’m at Agile Eastern EuropeI’m SAD, AFRAID that Tom Poppendieck had a stroke last weekI’m GLAD he’s OK nowI’m SAD I could not play my leadership GameI’m GLAD, AFRAID this gave me the opportunity to create this talkI’m AFRAID as this is the first iteration of this talkI’m GLAD I did a lot of dry run’sI’m MAD & GLAD JB tweet has moved me to change my slidesI’m AFRAID I changed my talk after my last Dry RUNI’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I wo’nt see my family for 5 daysI’m GLAD to see so many people in this roomI’m IN

How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?

In eight of the nine tasks we examined across the three experiments higher incentives led to worse performance

Instead of adding head count, make the heads we have count

Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?

Seek first to understandThen to be understood

How did you recognize that trust?What did that level of trust do for the team?

the clothes of the “king”HALFWAY

CEO SARA LEE

STORY Some time ago I had a boss that told he team very early and very clearly that we had to firepeople even before the we knew how many, and who. I ‘m pretty sure that most people of the team where really happy with how Geert approached this.To fast: put everyone’s salaries on the table in an existing company(this might work in a new company)

Story how I tell my kids when I do something wrong(when I get too quickly angryIn IBM WATSON did not fire somewone who made a screw up of 10 Billion USD He said he invested that money into that guy’s training

Foto DJ Lodejo+ verhaal Erik Tjampens

Under promise & over deliverTalk from edison

Foto Kaizen (Bootcamp?)Story Watson IBM C4 no, I invested 10 Billion in you

Will you perfect my …I will give it a x out of 10What I like about it is …To give it a ten I would need…

Treat grownup’s like children and they behave like children

Begin with the end in mindAcceptance criteriaWhat is the succesful outcome of this talk?When in doubt between two things you want, use the 10 years rule. Which one of the 2 choices would you regret?

When you something good happens look out the windowWhen something bad happens, look in the mirror

55% is body languageExample communication Game, where someone who could not We have 2 ears and only 1 mouthThere is a reason for that

I want to be with my kids every birthdayOn the 12 October this year, I’m invited to have this talk in GeneveIt’s my daughter’s second birthdaySo I decided that my family would join me to Geneve.So that free talk costs me 5 times more moneyI do this because that is a promise I made myself

Story of Jim: a coffee and donut selling guy in NY.His income doubled by trusting his customers

Ask 4 people to be mad at a ...

Story of the spiders in space

The ability to respondUse the space between stimilus and respons

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Leadership Self Organizing Teams - Presentation Transcript

  1. www.PairCoaching.net
    Tips for creating a self-organizing team
    Yves Hanoulle
  2. PairCoaching.net
  3. Me.About()
    Yves Hanoulle
    Project Coach
    Training, Coaching & Consultancy Services
    on agile & Team practices
    in EMEA.
    Partner of Els Ryssen
    Father of Joppe 2002, Bent 2004, Geike 2007
  4. You.About()
    Who are you?
    What makes you different?
    What is the successful outcome
    of this course?
  5. Agenda
    Agile manifesto
    Acceptance criteria
    Video of an Agile(?) leader
    Building sofware is easy
    Agile Tools for kids
    Team life cycle
    Situational Leadership
  6. great practices instead of BEST Practices
  7. The agile manifesto
    Individuals and interactionsWorking softwareCustomer collaborationResponding to change
    over processes and tools
    comprehensive documentation
    over contract negotiation
    over following a plan
    http://agilemanifesto.org/
  8. Principles behind the Agile Manifesto
    Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    Business people and developers must work together daily throughout the project.
    Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
    Working software is the primary measure of progress.
    Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    Continuous attention to technical excellence and good design enhances agility.
    Simplicity--the art of maximizing the amount of work not done--is essential.
    The best architectures, requirements, and designs emerge from self-organizing teams.
    At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  9. Building great software is easy
  10. Agile tools for kids
  11. Team Life Cycle
    Norming
    Storming
    Forming
    Performing
  12. Situational Leadership
  13. Shared Vision
    Please stand if you have ever been on a team with a shared vision
    Please sit down when what I say is NOT true from your experience on that team
  14. Being on a team that has a shared vision is at
    least ___ times as good
    as being on a team that doesn't
  15. Please share with us...
    what, in your experience, is a shared vision?
    what is it like to be on a team with a shared vision?
    what does it take to get to a shared vision?
  16. Emotions at work
    Please say Oh my god ! if you ever had a team member hiding how he felt.
  17. Great practice
    Being on a team that states feelings,
    is better than
    being on a team where feelings get in the way
  18. Check in
  19. Decision Making
    Please say YES! if you have been on a team that made decisions without pain
  20. Great Practice
    Being on a team that makes unanimous decisions
    quickly, without redundant blather, is better than
    being on a team that does not
  21. Decider
  22. Motivation
  23. Alignment
    Personal goals motivate people;
    team goals motivate teams.
    Team goals are derived from Visions.
    Visions are derived from personal goals.
  24. Alignment
  25. How to create a shared vision
    Checking In
    Deciding
    Aligning disclosing motive and setting goals
    Envisioning creating shared vision
  26. Conflict Resolution
    Please put your hand up if you have experienced conflict within a team
  27. Great Practice
    Being on a team that is able to use the energy
    from conflict, and resolves every conflict directly
    and efficiently, is better ...
  28. Talking Stick
  29. Asking for help
    Will you….
    Will you help me with…
    Not “Can you”
  30. Trust
    Whistle if you have been on a team that had a
    high level of trust among all team members
  31. Great Practice
    Being on a team that has a high level of
    among the team members is better .
  32. Relationship Trust
    Talk Straight
    Demonstrate Respect
    Create transparency
    Right Wrongs
    Show Loyality
    Deliver Results
    Get Better
    Confront Reality
    Clarify Expectations
    Practice Accountability
    Listen First
    Keep Commitments
    Extend trusts
  33. Talk Straight
    60%
  34. Demonstrate Respect
  35. Create transparency
  36. Right Wrongs
  37. Show Loyality
  38. Deliver Results
  39. Get Better
  40. The Perfection Game
  41. Confront Reality
  42. Clarify expectations
  43. Practice accountability
    Succes has many fathers, Failure is an orfen
  44. Insight: Team == Product
    All business service clients
    must call methods of
    this big static class.
    Why is it so ?
    You would have
    to ask Steve.
    Oh that is
    impossible,
    he is always
    busy...
    OK, let’s ask him.
  45. Listen first
    55%
  46. Keep Commitments
  47. Extends Trust
  48. Meals
  49. Make me responsible
  50. Trim tabber
  51. Agile Hitler
  52. Christopher Avery
  53. Responsability
    Space
  54. One day in my life
  55. Minimizing the damage
    Get awards out of people’s faces
    Offer rewards after the facts (As a surprise)
    Never turn the quest for rewards into a contest
    Make rewards as similar as possible as the task
    Give people as much choice as possible about how rewards are used
    Try to immunize individuals against the motivational killing effects of rewards
  56. The Praise problem
    Don’t praise people, only what people do
    Make praise as specific as possible
    Avoid phony praise
    Avoid praise that sets up a competition
  57. Formal (Positional) Power
    Sanctional Power
    Competence Power
    Informational Power
    Reference Power (Charisma)
    5 types of Power
  58. Tipping Point
  59. The Five dysfunctions of A team
    Absence of Trust
    Fear of Conflict
    Lack of Commitment
    Avoidance of accountability
    Inattention to Results
  60. Griefwork
  61. Resources:Books
    Software for your head
    The Speed of Trust
    The 7 habits of highly effective people
    The five dysfunctions of a team
    Situational Leadership
    Teamwork is an individual skill
    Wave Rider
    X-Teams
    Leading Geeks
  62. Resources: URL
    The Core Protocols: http://alturl.com/b9fn
    Bruce Tuckman
    http://en.wikipedia.org/wiki/Forming-storming-norming-performing
    Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory
    Dan Pink on TED about Intrinsic vs Extrinsic motivation
    http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/
  63. Copyright Pictures:
    © Hamed Saber http://www.flickr.com/photos/hamed
    © Ed Yourdon http://www.flickr.com/photos/yourdon/
    © Jan Tielens http://www.flickr.com/photos/neleenjan/
  64. Free Lifetime support
    Twitter: http://twitter.com/YvesHanoulle
    SlideShare: http://slideshare.net/YvesHanoulle
    Linkedin: http://www.linkedin.com/in/YvesHanoulle
    Web: http://www.PairCoaching.net
    Blog: http://PairCoaching.wordpress.com
    Flickr: http://www.Flickr.com/YvesHanoulle
    Books: http://www.librarything.com/catalog.php?view=YvesHanoulle
    Mail : FirstName at Paircoaching dot net
    Mobile: +32 476 43 38 32
    Skype: YvesHanoulle
  65. PairCoaching.net the way to leading greatness
    Thank you !!
    www.PairCoaching.net

+ Yves HanoulleYves Hanoulle, 2 months ago

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