Management 3.0 - Empower Teams

Empower Teams
© Jurgen Appelo version 0.99 management30.com

Management 3.0

View #2: Empower Teams
Teams can self-organize, and this requires empowerment, authorization, and trust from management.

Agile software development works because of
self-organizing teams

management
self-organization
self-organizationis often complex, not chaotic
Sometimes it needs a littlemanagement

Managers are like gardeners
They let self-organization (anarchy) do useful work
while steering the system toward valuable results

But HOWdo we grow
a valuable self-organizing system?

Well, NOTby putting a
control center on top of a living system

Distributed being
A complex system is more than the sum of its parts, and the “extra” stuff is distributed over the system. It cannot be attributed to any single authoritative part.
Control from the bottom up
In a complex system, everything happens at once, and problems ignore any central authority. Therefore overall governance must be spread among all the parts.
Kelly, Kevin. Out of Control.
Boston: Addison-Wesley, 1994, page 469

Authorization

We distribute authorization with...
Empowerment
Yes, there is that
buzzword again...

Empowerment
is implementing distributed control by delegating authority

Delegation
“Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.”
http://en.wikipedia.org/wiki/Delegation

Managers empower people,and distribute control,to prevent the system itselffrom breaking down.

Question:
Does handing over power to others make you
powerless?

Answer: NO
Non-Zero-Sum
Zero-Sum
Free markets
Social networks
Teamwork
…
We all win!
Football
Elections
Judiciary
…
I win and you lose
http://en.wikipedia.org/wiki/Zero-sum

Non-Zero-Sum
Powerful teams make their managers more powerful.

Trust your people(communicate this clearly)

2) Earn trust from your people(consistent behavior)

Help people to trust each other(mingle, don’t meddle)

4) Trust yourself(stay true to your own values)

The four types of trust

Techniques for delegation

Key Decision Areas
Make explicit list with“areas of authorization”
Prepare project schedules
Select key technologies
Set documentation standards
Etc…
People should not walk into“invisible electric fences”
Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.

Key Decision Areas
However…
Authorization per key decision area is not a “binary” thing
Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.

Situational Leadership
Four different “leadership styles”
Telling
Selling
Participating
Delegation
Work your way to level 4
http://en.wikipedia.org/wiki/Situational_leadership_theory

Situational Leadership
However…
It might be good to distinguish between informing people (push your opinion) vs. consulting them (pull their opinions)

RACI Matrix
Involvement depends on tasks
Responsible
Accountable
Consulted
Informed
Make explicit what people can expect from whom
http://en.wikipedia.org/wiki/Responsibility_assignment_matrix

RACI Matrix
However…
Key decision areas are better than tasks, and there should be no separation of accountable versus responsible in Agile teams

We will now mergethe ideas behind the previous examples...

The Seven Levels of Authority
Tell: make decision as the manager
Sell: convince people about decision
Consult: get input from team before decision
Agree: make decision together with team
Advise: influence decision made by the team
Inquire: ask feedback after decision by team
Delegate: no influence, let team work it out

Relocate to other office building
Replace waterfall with Scrum
Select new team members
Choose logo for business unit
Select architecture or component
Sprint length and deliveries
Coding guidelines and pairing
EXAMPLE

The optimal level of authority depends on people’s competenceand the organizational impactof decisions

Authority Boards

Seven Levels of Authority

Key Decision Areas

teams or people

flow from left to right

Authority boards are
controlled by the manager

Treat delegation as an
investment

The ultimate goal is a
self-directed team
(but usually not attainable)

Game: Delegation Poker
Find Delegation Poker Cards, and Delegation Poker Stories
One person picks a story and reads it out loudOR tell a story from personal experience
Everyone choose (privately) one of the 7 cards
After everyone has decided, show all cards
Everyone earn points except the highest minority(see examples…)

Game: Delegation Poker
Keep track of the points people earned (optional)
Let both highest and lowest motivate their choices
Play it again for the same topic (optional)
30 minutes

Tell: make decision as the manager
Sell: convince people about decision
Consult: get input from team before decision
Agree: make decision together with team
Advise: influence decision made by the team
Inquire: ask feedback after decision by team
Delegate: no influence, let team work it out

Debrief

Challenges

Practices

Feedback

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Management 3.0 - Empower Teams

by Jurgen Appelo

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