3<br />Simple Habits<br />Of a
Highly Effective Team<br />Andy Harjanto<br />http://andyharjanto.com<br />

Thousands of Studies<br />On Team
Behaviors, Morale, Motivations<br />I’m not interested in<br />repeating any of these<br />

All of these based on<br
/>My 20 years of experience working<br />with a team of.. <br />Big and Small<br />Local and Global<br />Fortune 500 & Small Company<br />As Developer or Program Manager or Architect or Consultant or Testers or Founder<br />Used daily by 100s millions of users or only 10 users<br />Used by Enterprise or End Users<br />

Many Studies and Research offer<br
/>too many broad recommendations <br />Let’s be real and specific<br />

Let’s focus on ThreeCritical Behaviors<br
/>

You just need to remember
this word<br />POT<br />

But not this kind…<br />It’s
a kind that make<br />your team fly high <br />in auto pilot mode<br />

P OT<br />rogress<br />

You heard this so many
times<br />“We are making progress”<br />

But, do really we know
exactlywhat progress we made and how and when was achieved?<br />

Human Brains<br />Let’s make them
activeand happy<br />frequent, smallexciting activities,<br />accomplishments<br />

Milestone<br />Hmm…,<br />It seems<br />miles
and miles<br />away<br />3 months?<br />6 months?<br />9 months?<br />

When was the last time<br
/>you predict milestone date <br />correctly?<br />

And in the mean time,<br
/>the world, technologyare changing<br />

1 week<br />That’s your <br
/>milestone<br />microstone<br />

That’s short and frequent enough
<br />to remember team’s accomplishments<br />..and long enough to get a meaningful<br />task completed <br />

Work Items<br />..each belongs to
one of these buckets <br />This Week<br />Not This Week<br />

For a large work item,
cut it into pieces<br />It has no more than a week worth work<br />

Simplify. Don’t prioritize<br />Just focus
on these two buckets<br />Prioritization<br />Problem:Low priority items<br />never get done<br />

30 minutes<br />a day<br />That’s
all the team needs …<br />

to review new, existing work
items, to bucketize,<br /> and to celebrate accomplishments<br />

Keep Focus on the destination,
make sure <br />you don’t go the wrong way<br />

It’s much better <br />to
score many small wins <br />frequently than<br />one big one<br />onlyonce<br />

Still,<br />The Biggest Factor Affecting
ProgressIs<br />Human<br />Factor<br />

Progress Expectancy for <br />Each
Individual <br />Culture-Fit.Talent.Drive<br />Yet another topic for future discussions<br />

1 week<br />Let’s repeat<br />microstone<br
/>P forPROGRESS<br />2 buckets<br />for work-items<br />30 minutes<br />daily meeting<br />

POT<br />wnership<br />

Having a Sense of Belonging
is a Crucial <br />Factor in Team Morale <br />

Individual Contribution To The Team<br
/>plays important role in shapingup sense of belonging<br />

Problems are everywhere…<br />

inspire your team the culture
of… <br />

veni, <br />vidi, <br />vici<br
/>

Let’s translates it into a
contemporary <br />interpretation… <br />

I see<br />the problem<br />I
own<br />the problem<br />I solve<br />the problem<br />

How?<br />Follow these 4 simple
steps<br />

Step<br />When you see a
problem… <br />1<br />Write the problem<br />On a..<br />hallway whiteboard,Or shared databaseOr shared medium<br />

Discuss the problem<br />in team’s
<br />30 min<br />daily meeting<br />Step<br />2<br />

Step<br />3<br />1Owner<br />assign<br />Every
work item has one and only one ownerat any given time<br />

And don’t forget<br />to put
work item <br />in the right bucket<br />which implicitly<br />implies when the<br />resolution is <br />expected<br />

Owner is now<br />responsible for<br
/>finding solutions<br />within the expected<br />timeframe <br />Step<br />4<br />*Owner can work with others<br />

Tell the team<br />about accomplishments<br
/>and celebrate<br />a little victory<br />

Don’t fall into this trap<br
/>

Debating countless hours to make<br
/>decisions<br />Many decisions are reversible andhave little impact on the final results <br />

Writing a book/heavy spec<br />to
impress your team <br />Things are moving so fast, it willbe obsolete by the time you finish<br />&lt;10 slides are sufficient for explainingproblems, proposing customer experience <br />and describing solutions <br />

Hang on to your ego?<br
/>Team relies on you as owner to deliver <br />results on time. If you can’t deliver, pass thebaton as early as possible<br />

3vs<br />Let’s<br />summarize<br />(vini,vedi,vici)<br />Culture<br
/>O forOwnership<br />1 owner<br />for a given work item<br />4 steps<br />solving problems<br />write, discuss, assign, solve<br />

POT<br />ransparency<br />

Transparency<br />a foreign concept<br />in
workplace<br />

Concerns over information leak, <br
/>spreading bad news and chaos<br />

Online Users Are<br />Used To
Transparenciesfor Years<br />Self-Expression<br />Social-Circles<br />Broadcast Yourself<br />Sharing Content<br />Present Yourself<br />Sharing Pictures<br />Your Story<br />

Instant Notifications<br />Always Connected <br
/>Self-Reporting<br />Breaking News<br />Help Others<br />Low cost distribution<br />The results are undeniable <br />Immediate Feedback<br />Knowledge Sharing<br />Engaging<br />Quick Answers<br />Mobility<br />

What’s wrong with this picture…<br
/>

Low value information consumed <br
/>by many with great interest<br />

Yet, high value information is<br
/>hard to find in the work place<br />John just copied and shared <br />a document to a server<br />No one notice until <br />they visit the server <br />

However, constant stream of updates,
<br />like facebook, may not work in business settings well <br />Why?<br />

Online user can browse, dismiss<br
/>low value updates in <br />social networkingsettings<br />Heavy streams <br />of data hardly <br />matter<br />

In workplace, high value updates
require <br />attention and possibly actions <br />Predictable, low volume of updates are preferable<br />

Grouping is the natural way
for a teamto partition and collaborate<br />Sales<br />Engineer<br />Manufacture<br />Management<br />Transparency within a group is not only desirable, but <br />it also reduces amount of information to process <br />

This is another good reason
you should <br />break organization into a smaller group <br />12<br />..don’t get larger than<br />

Activities to Capture<br />…for all
group members to see or be notified<br />Uploading new documents<br />People joining group<br />Completing Work<br />New Work Items<br />Updating data<br />What on your mind updates <br />Creating Data<br />Comments<br />

Get Everybody To Engage in
Activities<br />Edit<br />Comments<br />Vote<br />Publish<br />

G<br />Let’s<br />summarize<br />rouping<br />design
for small size<br />T forTransparency<br />CapturingActivities<br />IncreaseParticipation<br />

Now<br />We’re all <br />well-connected,<br
/>well-informed,<br />driven toward<br />one goal <br />Get Things Done!<br />

So, remember this word<br />POT<br
/>Progress<br />Transparency<br />Ownership<br />

Next time, you hear: <br
/>“My team sucks”<br />Tell them: <br />“Quick, get them addicted to POT”<br />

For more presentation like this,
visit, <br />follow, subscribe to: <br />Blog: http://www.andyharjanto.com<br />Twitter: http://twitter.com/harjanto<br />Contact: andy@guppers.com<br />A service that uses POT as the foundation: <br />http://www.guppers.com<br />