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QA Fest 2017. Claudiu Draghia. Management !=managing horses

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You might wonder why this title? Because the word manage comes from the Italian maneggiare (to handle, especially tools or a horse) and because if there is a team it does not need to be managed, it needs a goal and support. This talk if for you if are in a “management” or leadership position, if you are working within a team, if you want to work in a team but cannot move on from being a group, if you are working within a team and cannot find your place and especially if you want to have some knowledge in what it takes to create a team.

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QA Fest 2017. Claudiu Draghia. Management !=managing horses

  1. 1. Managing a team is not managing horses Claudiu Draghia brainforit.com
  2. 2. About me brainforit.com I worked as Quality Manager @ I have my own projects brainForIT.com
  3. 3. Why the title • Manage etymology • 1560s, probably from Italian maneggiare "to handle," especially "to control a horse," • Influenced by French manège "horsemanship" (earliest English sense was of handling horses), which also was from Italian. • Extended to other objects or business from 1570s brainforit.com
  4. 4. brainforit.com The difference between a group and a team.
  5. 5. brainforit.com The difference between a group and a team. 2.928 Jobs that have in their description “TEAM” 102 + “SCRUM TEAM” 149
  6. 6. brainforit.com The difference between a group and a team. What did I do to understand Teams better? Is the team important for testing?
  7. 7. What to do with all these knowledge? brainforit.com
  8. 8. What to do with all these knowledge? brainforit.com
  9. 9. brainforit.com What to do with all these knowledge? aboutTEAMS.brainforit.com
  10. 10. brainforit.com aboutTEAMS.brainforit.com
  11. 11. Warning 1 brainforit.com Trying to acquire experience with theory, it’s like trying to satisfy your hunger by reading the menu.
  12. 12. Warning 2 brainforit.com 0 20 40 60 80 100 Romania Ukraine Germany Geert Hofstede Cultural dimensions
  13. 13. Team Effectiveness Models refers to the system(s) of getting people to work together effectively and efficiently 10 models that overlap or are complementary
  14. 14. brainforit.com A clear picture of Team Effectiveness Models managingTEAMS.brainforit.com/all models
  15. 15. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress )
  16. 16. Performing Norming Storming Forming brainforit.com Tuckman's stages Bruce Tuckman in 1965 Cog’s ladder Polite stage Why we're here stage Power stage Cooperation stage Esprit stage
  17. 17. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do
  18. 18. brainforit.com GRPI Model Rubin, Plovnick, and Fry 1977 Goals Roles Procedures Interpersonal relationship
  19. 19. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do People need to be reminded more often then they need to be instructed.
  20. 20. Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do People have to hear things seven times before they believe it. brainforit.com
  21. 21. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do • You need to keep your ears and eyes open for trouble
  22. 22. brainforit.com Lencioni Model Patrick Lencioni 2005 Inattention to results Lack of commitment Fear of conflict Absence of trust Avoidance of accountability
  23. 23. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do • You need to keep your ears and eyes open for trouble • Certain behaviors and activities need to be encouraged
  24. 24. Guide: Understand team effectiveness brainforit.com rework.withgoogle.com
  25. 25. Identify dynamics of effective teams brainforit.com Team members feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.
  26. 26. Identify dynamics of effective teams brainforit.com Team members reliably complete quality work on time
  27. 27. Identify dynamics of effective teams brainforit.com Team members understand job expectations, the process for fulfilling these expectations
  28. 28. Identify dynamics of effective teams brainforit.com Financial security, supporting family, helping the team succeed, or self- expression for each individual
  29. 29. Identify dynamics of effective teams brainforit.com Seeing that one’s work is contributing to the organization’s goals can help reveal impact
  30. 30. brainforit.com Team effectiveness models • To get to the point of being a team a group has to go through several stages ( Regress ) • There are certain activities that you should do • You need to keep your ears and eyes open for trouble • Certain behaviors and activities need to be encouraged • You need management support and coaching
  31. 31. brainforit.com T7 Model Task Thrust Trust Talent Teaming execute successfully common purpose in each other collective skills operate effectively Michael Lombardo and Robert Eichinger 1995
  32. 32. brainforit.com Real Team Expert Coaching Hackman Richard Hackman 2002
  33. 33. brainforit.com What should be your takeaways? aboutTEAMS.brainforit.com
  34. 34. Growth mindset brainforit.com effort, criticism, success of others (not)
  35. 35. Introvert vs shy brainforit.com Introverts Are most alive and their most switched- on and their most capable when they're in quieter, more low-key environments. Shy Fear of social judgment.
  36. 36. 30% to 50% of people are introverts Introvert vs shy brainforit.com Introverts Are most alive and their most switched- on and their most capable when they're in quieter, more low-key environments.
  37. 37. Moses, Jesus, Buddha, Mohamed Introvert vs shy brainforit.com transcendent power of solitude
  38. 38. Growth mindset brainforit.com effort, criticism, success of others (not)
  39. 39. Goals brainforit.com •Personal related •Company related Is there a clear line between these two? The dentist story
  40. 40. Goals brainforit.com OKRs Objectives Key Results Measurable A little uncomfortable Public evaluation of results Derived from company goals Defined quarterly Public
  41. 41. Goals brainforit.com It’s not that we don’t want to.. we don’t have the time/resources/will/effort Break down your big goals into small daily tasks. Schedule time to do those daily tasks. Enter your daily tasks into your calendar each day.
  42. 42. brainforit.com Goals Draw your future
  43. 43. brainforit.com
  44. 44. Moving Motivators Management 3.0 brainforit.com
  45. 45. Moving Motivators Management 3.0 brainforit.com Does this influence my work in a good way? If this is really important for me, what have I done about it? Is there something I can improve?
  46. 46. Fixed vs Growth mindset brainforit.com Your goals will reflect your mindset
  47. 47. Fixed vs Growth mindset brainforit.com Avoid challenges Embrace challenges Challenges
  48. 48. Fixed vs Growth mindset brainforit.com Give up easily Persist in the face of setbacks Obstacles
  49. 49. Fixed vs Growth mindset brainforit.com See effort as fruitless or worse See effort as the path to mastery Effort
  50. 50. Fixed vs Growth mindset brainforit.com Ignore useful negative feedback Learn from criticism Criticism
  51. 51. Feedback brainforit.com Compliment Compliment Criticism Sandwich / hamburger
  52. 52. Feedback brainforit.com Describe your context List your observations Express your emotions Sort by value End with suggestions wrap
  53. 53. in software testingFeedback Describe your context List your observations Express your emotions Sort by value End with suggestions brainforit.com I started testing on build… I feel we are I have found several more bugs and I have some questions Here they are… It will be very helpful if the first 3 bugs could be fixed by … not done yet with the functionality
  54. 54. Growth mindset • Your mindset depends on how you look at challenges, obstacles, • Use the power of YET brainforit.com effort, criticism, (not) success of others
  55. 55. Growth mindset • Your mindset depends on how you look at challenges, obstacles, • Use the power of YET • With a growth mindset intelligence can be developed brainforit.com effort, criticism, success of others (not)
  56. 56. brainforit.com Growth mindset With a growth mindset intelligence can be developed
  57. 57. Growth mindset • Your mindset depends on how you look at challenges, obstacles, • Use the power of YET • With a growth mindset intelligence can be developed • Growing is a human need brainforit.com effort, criticism, success of others (not)
  58. 58. Tony Robbins’s 6 human needs Certainty/Comfort Uncertainty/Variety Significance Love & Connection Contribute beyond yourself brainforit.com Grow
  59. 59. Growth mindset • Your mindset depends on how you look at challenges, obstacles, • Use the power of YET • With a growth mindset intelligence can be developed • Growing is a human need • Change slows down (but not as fast as we think) brainforit.com effort, criticism, success of others (not)
  60. 60. brainforit.com Dan Gilbert’s “end of history” illusion Change Predicted Change Reported Change
  61. 61. brainforit.com Dan Gilbert’s “end of history” illusion it probably has to do with the ease of remembering versus the difficulty of imagining
  62. 62. Final words brainforit.com • You can contribute to your group becoming a team There are Team Effectiveness Models that can guide your journey • Set and reach your goals Mindset and values •Make the team happen
  63. 63. Final words brainforit.com aboutTEAMS.brainforit.com claudiu@brainforit.com
  64. 64. references • Geert Hofstede Cultural dimensions • Erikson's stages of psychosocial development • Tony Robbins: 6 Basic Needs That Make Us Tick • Dan Gilbert The psychology of your future self • Carol Dweck, The power of believing that you can improve • Nigel Holmes' interpretation of Carol Dweck's "Mindset“ • Draw your future - Take control of your life Patti Dobrowalski • Cog's ladder • Shifting from Unilateral Control to Mutual Learning By Fred Kofman • Guide: Understand team effectiveness • Every Generation Wants Meaningful Work — but Thinks Other Age Groups Are in It for the Money Kelly Pledger Weeks • Management 3.0 • How google set OKRs • Motivational psychologist: This is why you're not achieving your goals • Moving Motivators • Susan Cain The power of introverts brainforit.com

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