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Tips for creating a Self Organizing Teams

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Kjiv (AgileEE)
Geneve (AgileTourGeneve),
Agilis2009 (Iceland)
Scandinavian Developer Conference 2010
Agile Tour Bordeaux 2010


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  • The normal way of leading is one person that leads a team/company.
  • There is also another way of leading, that we find normal in another part of our lives: and that is parenting.Parents typically have 2 till 5 children (With the exceptional 17 as on his picture)
  • We want to promote to try pair coahcing or leading also in the work part Just like with parents, pilots, police etc..
  • I’m doing this because I noticed that people are scared to change best practises
  • Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
  • 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 statementVision Partagé
  • 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?
  • Who knows these 4 feelings?EN COLÈRE, TRISTE, CONTENT, EFFRAYÉStory of discussion with Els in the morningI’ll check inJe suis CONTENT d’être a AgileTour GeneveJe suis CONTENT J’ai pris ma family avec Je suis EFFRAYÉ mes enfants vont faire trop de bruitJe suis CONTENT on a eu un Weekend formidable a GeneveJe suis CONTENT Geneve est avait des festivité pour les enfantsJe suis EN COLÈRE, TRISTE mon all-in-one est tombé en panne vendredit passe Je suis EFFRAYÉ, c’est la premiere iteration français de cette presentationJe suis content la premiere iteration Anglais en Kyjv etais un grand succesJe suis CONTENT et EFFRAYÉ en capture cette presentation sur cameraJe suis CONTENT de voir tant de monde dans cette salleJe suis present
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • 1945Part of Gestalt Theory In eight of the nine tasks we examined across the three experiments higher incentives led to worse performanceFirst group: I’m going time you to establise normsTo the second group: if you are in the top 25% of the fastest time you get 5 dollar. If you are the fastest: you get 2 dollar it is a nice motivatorQuestion: How much faster is the second group.Answer: it took them on average 3,5 minutes LONGERThat is not how it supposed to work, right.If you want people to perform better, you reward people.But that is not happen here.It block’s creativity.It is being replicated over and over and over again for over 40 yearsOne of the most robust
  • Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
  • Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
  • Instead of adding head count, make the heads we have count
  • la prise de conscience de soi ● la foi ● l'espoir ● la passion ● la volonté de prendre soin de moi ● le courage ● la sagesse ● la paix ● la joie ● la maturité ● une présence maximale ● la volonté de m'aimer ● la volonté de m'apprécier ● le pouvoir de sentir ce que je ressens ● le pouvoir de croire en moi-même ● l'intégrité ● le plaisir ● la facilité ● le pouvoir de m'accepter ● l'honnêteté envers moi-même ● la patience envers moi-même
  • Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
  • Seek first to understandThen to be understood
  • Seek first to understandThen to be understood
  • How did you recognize that trust?What did that level of trust do for the team?
  • confianceThe next slides are on how to create the trust
  • entretien directementthe clothes of the “king”HALFWAY
  • Montrez du respectCEO SARA LEEServeur
  • Creeer du transparanceSome 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)
  • Bons mauxStory 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
  • montrez le loyalityFoto DJ Lodejo+ verhaal Erik Tjampens
  • Sous promesse ; delivrez au-dessus Under promise & over deliver
  • Edison had 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…
  • confrontez la réalitéTreat 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?
  • ResponsabilitéWhen 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
  • EngagementsI 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
  • prolongez la confianceStory 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 ...
  • The ability to respondUse the space between stimilus and respons
  • Rudder
  • The ability to respondUse the space between stimilus and responsWe have 6 ways to fail and 1 way to succeedStory of the spiders in space
  • Transcript

    • 1. Tips for creating a self-organizing team
      Yves Hanoulle
    • 2. PairCoaching.net
      2
    • 3. Me.About()
      Yves Hanoulle
      Project Coach
      Training, Coaching & Consultancy Services
      on agile & Team practices
      in EMEA.
      Certified Core Trainer
      Social Media YvesHanoulle
      Partner of Els Ryssen
      Father of Joppe 2002, Bent 2004, Geike 2007
      3
    • 4. You.About ( 3 minutes)
      Who are you?
      What makes you different?
      What would be the successful outcome of this talk for you?
      4
    • 5. Disclaimer
      You don’t have to believe in the sea to get wet
      You only have to get
      IN
      to get wet
      5
    • 6. 2 Leadership models
      Work
      1 manager
      5 to 5000
      6
    • 7. 2 Leadership models
      Home
      2 parents
      1 to 5 children (or 17)
      Raising children as a single parent is hard
      7
    • 8. Who’s right?
      I propose you try Pair Coaching inside your company
      8
    • 9. 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/
      9
    • 10. 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.
      10
    • 11. great practices instead of BEST Practices
      11
    • 12. Building great software is easy
      12
    • 13. Team Life Cycle
      Norming
      Storming
      Forming
      Performing
      13
    • 14. Situational Leadership
      14
    • 15. Satir
      15
    • 16. 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
      16
    • 17. Being on a team that has a shared vision is at
      least ___ times as good
      as being on a team that doesn't
      17
    • 18. 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?
      18
    • 19. Emotions at work
      Please say Oh my god ! if you ever had a team member hiding how he felt.
      1 2 3
      19
    • 20. Great practice
      Being on a team that states feelings,
      is better than
      being on a team where feelings get in the way
      20
    • 21. Check in
      21
    • 22. Decision Making
      Please say YES! if you have been on a team that made decisions without pain
      1 2 3
      22
    • 23. Great Practice
      Being on a team that makes unanimous decisions
      quickly, without redundant blather, is better than
      being on a team that does not
      23
    • 24. Decider
      24
    • 25. Motivation
      25
    • 26. 26
    • 27. There is a mismatch between what science knows and what business does
      27
    • 28. Minimizing the damage
      Get awards out of people’s faces
      Offer rewards after the fact (As a surprise)
      Never turn the quest for rewards into a contest
      Make rewards as similar as possible to 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
      28
    • 29. 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
      29
    • 30. Alignment
      Personal goals motivate people;
      team goals motivate teams.
      Team goals are derived from Visions.
      Visions are derived from personal goals.
      30
    • 31. Alignment
      31
    • 32. I want INTEGRITY
      Professional
      By the end of 2009 I have 5 personal coaching sessions every week
      I do my self-organisation session @ Agile 2010
      I am coaching a team in EMEA before 2010
      Personal
      I will check in with each family member at least once a day
      I use the perfection game for all feedback in my relation
      In 2010 the rebuilding of our house is started
      32
    • 33. How to create a shared vision
      Checking In
      Deciding
      Aligning: disclosing motive and setting goals
      Envisioning: creating shared vision
      33
    • 34. Conflict Resolution
      Please put your hand up if you have experienced conflict within a team
      34
    • 35. Great Practice
      Being on a team that is able to use the energy
      from conflict, and resolves every conflict directly
      and efficiently, is better ...
      35
    • 36. Talking Stick
      36
    • 37. Talking Stick Vs Listen Protocol
      01 A: States Sentence
      02 B: Repeat Sentence in his own words
      03 B: Is that Correct?
      04 A: that is correct!
      05 B: Is there more?
      04 A: that is NOT correct
      05 GOTO 01
      06 A: YES
      07 GOTO 01
      06 A: NO
      07 C=A
      08 A=B
      09 B=C
      10 GOTO 01
      37
    • 38. Asking for help
      Will you….
      Will you help me with…
      Not “Can you”
      38
    • 39. No Rescueing
      39
    • 40. Trust
      Whistle if you have been on a team that had
      A high level of trust among all team members
      40
    • 41. Great Practice
      Being on a team that has a high level of
      among the team members is better .
      41
    • 42. 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
      42
    • 43. Talk Straight
      60%
    • 44. Demonstrate Respect
    • 45. Create transparency
    • 46. Right Wrongs
    • 47. Show Loyality
    • 48. Deliver Results
    • 49. Get Better
    • 50. The Perfection Game
    • 51. Confront Reality
    • 52. Clarify expectations
    • 53. Practice accountability
      Succes has many fathers, Failure is an orfen
    • 54. 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.
    • 55. Listen first
      55%
    • 56. Keep Commitments
    • 57. Extend Trust
    • 58. Meals
    • 59. Make me responsible
    • 60. Agile Hitler
    • 61. Responsibility
      Space
    • 62. Trim tabber
    • 63. Christopher Avery
    • 64. One day in my life
    • 65. Formal (Positional) Power
      Sanctional Power
      Competence Power
      Informational Power
      Reference Power (Charisma)
      5 types of Power
    • 66. Tipping Point
    • 67. The Five dysfunctions of a team
      Absence of Trust
      Fear of Conflict
      Lack of Commitment
      Avoidance of accountability
      Inattention to Results
    • 68. Griefwork
    • 69. 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
    • 70. Resources: URL
      http://agilemanifesto.org/
      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/
      Agile Hitler
      http://paircoaching.wordpress.com/2009/05/21/the-downfall-of-agile-hitler/
    • 71. 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/
    • 72. PairCoaching.net the way to leading greatness
      Thank you !!
    • 73. Conferences History
      Kjiv (AgileEE)
      Geneve (AgileTourGeneve),
      Agilis2009 (Iceland)
      Scandinavian Developer Conference 2010
      Agile Tour Bordeaux 2010
    • 74. YvesHanoulle
      Promoting PairCoaching
      Organizing Coach Retrait
      Agile Retroflection of the Day: https://twitter.com/#!/Retroflection
      Agile Calendar: http://www.hanoulle.be/2010/11/agile-conferences-calendar/
      Agile Games Google group: www.agilegames.org
      Who Is: http://www.hanoulle.be/who-is/
      Agile T-shirts: http://www.flickr.com/groups/1703249@N24/
      Agile Booklists: http://www.hanoulle.be/2011/08/agile-2011-booklist/
      All comments on books I read: https://kindle.amazon.com/profile/Yves-Hanoulle/192415
      Personal Twitter: https://twitter.com/YvesHanoulle
      Contact me on Linkedin: http://www.linkedin.com/in/yveshanoulle
      Phone: 0032 476 43 38 32
      www.hanoulle.be
      74