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
  • Tips for creating a Self Organizing Teams

    1. 1. Tips for creating a self-organizing team<br />Yves Hanoulle<br />
    2. 2.<br />2<br />
    3. 3. Me.About()<br />Yves Hanoulle<br />Project Coach<br />Training, Coaching & Consultancy Services <br /> on agile & Team practices<br />in EMEA. <br />Certified Core Trainer<br />Social Media YvesHanoulle<br />Partner of Els Ryssen<br />Father of Joppe 2002, Bent 2004, Geike 2007<br />3<br />
    4. 4. You.About ( 3 minutes)<br />Who are you?<br />What makes you different?<br />What would be the successful outcome of this talk for you?<br />4<br />
    5. 5. Disclaimer<br />You don’t have to believe in the sea to get wet<br />You only have to get <br />IN <br />to get wet<br />5<br />
    6. 6. 2 Leadership models<br />Work<br />1 manager<br />5 to 5000 <br />6<br />
    7. 7. 2 Leadership models<br />Home<br />2 parents<br />1 to 5 children (or 17)<br />Raising children as a single parent is hard<br />7<br />
    8. 8. Who’s right?<br />I propose you try Pair Coaching inside your company<br />8<br />
    9. 9. The agile manifesto<br />Individuals and interactionsWorking softwareCustomer collaborationResponding to change<br />over processes and tools<br />comprehensive documentation <br />over contract negotiation <br />over following a plan <br /><br />9<br />
    10. 10. Principles behind the Agile Manifesto<br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. <br />10<br />
    11. 11. great practices instead of BEST Practices<br />11<br />
    12. 12. Building great software is easy<br />12<br />
    13. 13. Team Life Cycle<br />Norming<br />Storming<br />Forming<br />Performing<br />13<br />
    14. 14. Situational Leadership<br />14<br />
    15. 15. Satir<br />15<br />
    16. 16. Shared Vision<br />Please stand if you have ever been on a team with a shared vision<br />Please sit down when what I say is NOT true from your experience on that team<br />16<br />
    17. 17. Being on a team that has a shared vision is at<br />least ___ times as good<br />as being on a team that doesn't<br />17<br />
    18. 18. Please share with us...<br />what, in your experience, is a shared vision?<br />what is it like to be on a team with a shared vision?<br />what does it take to get to a shared vision?<br />18<br />
    19. 19. Emotions at work<br />Please say Oh my god ! if you ever had a team member hiding how he felt.<br />1 2 3<br />19<br />
    20. 20. Great practice<br />Being on a team that states feelings, <br />is better than<br />being on a team where feelings get in the way<br />20<br />
    21. 21. Check in<br />21<br />
    22. 22. Decision Making<br />Please say YES! if you have been on a team that made decisions without pain<br />1 2 3<br />22<br />
    23. 23. Great Practice<br />Being on a team that makes unanimous decisions<br />quickly, without redundant blather, is better than<br />being on a team that does not<br />23<br />
    24. 24. Decider<br />24<br />
    25. 25. Motivation<br />25<br />
    26. 26. 26<br />
    27. 27. There is a mismatch between what science knows and what business does<br />27<br />
    28. 28. Minimizing the damage<br />Get awards out of people’s faces<br />Offer rewards after the fact (As a surprise)<br />Never turn the quest for rewards into a contest<br />Make rewards as similar as possible to the task<br />Give people as much choice as possible about how rewards are used<br />Try to immunize individuals against the motivational killing effects of rewards<br />28<br />
    29. 29. The Praise problem<br />Don’t praise people, only what people do<br />Make praise as specific as possible<br />Avoid phony praise<br />Avoid praise that sets up a competition<br />29<br />
    30. 30. Alignment<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. <br />Visions are derived from personal goals.<br />30<br />
    31. 31. Alignment<br />31<br />
    32. 32. I want INTEGRITY<br />Professional<br />By the end of 2009 I have 5 personal coaching sessions every week<br />I do my self-organisation session @ Agile 2010<br />I am coaching a team in EMEA before 2010<br />Personal<br />I will check in with each family member at least once a day<br />I use the perfection game for all feedback in my relation<br />In 2010 the rebuilding of our house is started<br />32<br />
    33. 33. How to create a shared vision<br />Checking In<br />Deciding<br />Aligning: disclosing motive and setting goals<br />Envisioning: creating shared vision <br />33<br />
    34. 34. Conflict Resolution<br />Please put your hand up if you have experienced conflict within a team<br />34<br />
    35. 35. Great Practice<br />Being on a team that is able to use the energy<br />from conflict, and resolves every conflict directly<br />and efficiently, is better ...<br />35<br />
    36. 36. Talking Stick<br />36<br />
    37. 37. Talking Stick Vs Listen Protocol<br />01 A: States Sentence <br />02 B: Repeat Sentence in his own words<br />03 B: Is that Correct?<br />04 A: that is correct!<br />05 B: Is there more?<br />04 A: that is NOT correct<br />05 GOTO 01<br />06 A: YES<br />07 GOTO 01<br />06 A: NO<br />07 C=A<br />08 A=B<br />09 B=C<br />10 GOTO 01<br />37<br />
    38. 38. Asking for help<br />Will you….<br />Will you help me with…<br />Not “Can you”<br />38<br />
    39. 39. No Rescueing<br />39<br />
    40. 40. Trust<br />Whistle if you have been on a team that had <br />A high level of trust among all team members<br />40<br />
    41. 41. Great Practice<br />Being on a team that has a high level of <br />among the team members is better .<br />41<br />
    42. 42. Relationship Trust<br />Talk Straight<br />Demonstrate Respect<br />Create transparency<br />Right Wrongs<br />Show Loyality<br />Deliver Results<br />Get Better<br />Confront Reality<br />Clarify Expectations<br />Practice Accountability<br />Listen First<br />Keep Commitments<br />Extend trusts<br />42<br />
    43. 43. Talk Straight<br />60%<br />
    44. 44. Demonstrate Respect<br />
    45. 45. Create transparency<br />
    46. 46. Right Wrongs<br />
    47. 47. Show Loyality<br />
    48. 48. Deliver Results<br />
    49. 49. Get Better<br />
    50. 50. The Perfection Game<br />
    51. 51. Confront Reality<br />
    52. 52. Clarify expectations<br />
    53. 53. Practice accountability<br />Succes has many fathers, Failure is an orfen<br />
    54. 54. Insight: Team == Product<br />All business service clients <br />must call methods of <br />this big static class.<br />Why is it so ?<br />You would have <br />to ask Steve. <br />Oh that is <br />impossible, <br />he is always <br />busy...<br />OK, let’s ask him.<br />
    55. 55. Listen first<br />55%<br />
    56. 56. Keep Commitments<br />
    57. 57. Extend Trust<br />
    58. 58. Meals<br />
    59. 59. Make me responsible<br />
    60. 60. Agile Hitler<br />
    61. 61. Responsibility <br />Space<br />
    62. 62. Trim tabber<br />
    63. 63. Christopher Avery<br />
    64. 64. One day in my life <br />
    65. 65. Formal (Positional) Power<br />Sanctional Power<br />Competence Power<br />Informational Power<br />Reference Power (Charisma)<br />5 types of Power<br />
    66. 66. Tipping Point<br />
    67. 67. The Five dysfunctions of a team<br />Absence of Trust<br />Fear of Conflict<br />Lack of Commitment<br />Avoidance of accountability<br />Inattention to Results <br />
    68. 68. Griefwork<br />
    69. 69. Resources:Books<br />Software for your head<br />The Speed of Trust<br />The 7 habits of highly effective people<br />The five dysfunctions of a team<br />Situational Leadership<br />Teamwork is an individual skill<br />Wave Rider<br />X-Teams<br />Leading Geeks<br />
    70. 70. Resources: URL<br /><br />The Core Protocols:<br />Bruce Tuckman<br /><br />Situational Leadership Hersey-Blanchard<br />Dan Pink on TED about Intrinsic vs Extrinsic motivation<br />Agile Hitler<br /><br />
    71. 71. Copyright Pictures:<br />© Hamed Saber<br />© Ed Yourdon<br />© Jan Tielens<br />
    72. 72. the way to leading greatness<br />Thank you !!<br />
    73. 73. Conferences History<br />Kjiv (AgileEE) <br />Geneve (AgileTourGeneve), <br />Agilis2009 (Iceland)<br />Scandinavian Developer Conference 2010<br />Agile Tour Bordeaux 2010<br />
    74. 74. YvesHanoulle<br />Promoting PairCoaching<br />Organizing Coach Retrait<br />Agile Retroflection of the Day:!/Retroflection<br />Agile Calendar:<br />Agile Games Google group:<br />Who Is:<br />Agile T-shirts:<br />Agile Booklists:<br />All comments on books I read:<br />Personal Twitter:<br />Contact me on Linkedin:<br />Phone: 0032 476 43 38 32<br /><br />74<br />