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The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

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Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations.
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The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

  1. 1. The Hidden Ingredient in Hyper-Productive Teams Ron Lichty, Ron Lichty Consulting www.ronlichty.com Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 1
  2. 2. Ron Lichty, Managing Software People & Teams SOFTWEST Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 2
  3. 3. Coauthor, Study of Product Team Performance http://www.ronlichty.com/study.html 3Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  4. 4. Addison Wesley: http://www.ManagingTheUnmanageable.netRon Lichty: Hidden Ingredient in Hyper-Productive Teams 4
  5. 5. Rules of Thumb / Nuggets of Wisdom* * 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html 5Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  6. 6. Rules of Thumb / Nuggets of Wisdom* • Measure twice, cut once. • Life is simpler when you plow around the stump. • Brooks’s Law: Adding manpower to a late software project makes it later. – Frederick P. Brooks Jr. * 300 in the book / more: http://managingtheunmanageable.net/morerulesofthumb.html Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 6
  7. 7. Agenda • Teams – and hyper-productive teams • Agile Practices – and agile values • Being Agile • Fostering Greatness • Practice Greatness Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 7
  8. 8. Teams By Pictofigo (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commonsense, This file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license. Free to share and remix/adapt. http://commons.wikimedia.org/wiki/File:Pictofigo-Scrum.p Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 8
  9. 9. • Think about… The best team you’ve been on? The most high performance team? Brainstorm: What were the… • characteristics • relationships • qualities • ways of being . . . that made it stand out? At Your Tables… Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 9
  10. 10. Agile Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 10
  11. 11. Agile Practices Deliver Value Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 11 By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons, https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png
  12. 12. Agile Practices Deliver Value • Planning Daily • Planning Weekly (or biweekly or…) • Planning Publicly • Ordering Work Based on Customer Value • Together defining “Done” • Delivering Frequently • Sharing how we’re doing • Reflecting on how to do betterRon Lichty: Hidden Ingredient in Hyper-Productive Teams 12
  13. 13. Agile Practices Deliver Value • Standups – Standups matter: – Effective, Daily Standups --2015 Study of Product Team Performance Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 13
  14. 14. Agile Practices Deliver Value Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 14
  15. 15. Voting Machines Deliver Value, too 15Ron Lichty: Hidden Ingredient in Hyper-Productive Teams By Seattle Municipal Archives from Seattle, WA (Voting machine, 1971) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons
  16. 16. Voting Machines Deliver Value, too • But voting machines don’t make us a democracy Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 16
  17. 17. Similarly… Agile Practices Don’t Make Us Agile Agile Practices Don’t Deliver Great Teams Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 17
  18. 18. Agile Values Inspire Great Teams Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 18
  19. 19. Agile Values Inspire Great Teams • Build projects around motivated individuals • Trust… to get the job done • Face-to-face conversation • Self-organizing teams • The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 19
  20. 20. Self-Organizing Teams • If our self-organizing team were an acting troupe, … What kind of acting do we do? Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 20
  21. 21. Self-Organizing Teams • If our self-organizing team were an acting troupe, … What kind of acting do we do? • If our self-organizing team were a music group, … What kind of music do we perform? Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 21
  22. 22. Self-Organizing Teams • If our self-organizing team were an acting troupe, … What kind of acting do we do? • If our self-organizing team were a music combo, … What kind of music do we perform? • Who is the leader? Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 22
  23. 23. Best Teams • A relationship? between – Shared Leadership (Agile Values) – Best Team characteristics Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 23
  24. 24. Shared Leadership  Best Teams? • Build projects around motivated individuals • Trust… to get the job done • Face-to-face conversation • Self-organizing teams • The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 24
  25. 25. Projects Not Suitable for Agile? Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 25
  26. 26. Projects Not Suitable for Agile? • Micromanagement Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 26
  27. 27. Projects Not Suitable for Agile? • Micromanagement disrupts Agile • Micromanagement prevents Best Teams • Micromanagement prevents Learning • Micromanaged teams become order-takers Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 27
  28. 28. Projects Not Suitable for Agile? • Micromanagement disrupts Agile • Micromanagement prevents Best Teams • Micromanagement prevents Learning • Micromanaged teams become order-takers • Agile calls for everyone on the team to step up • Micromanagement causes everyone to step back Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 28
  29. 29. • Managers of teams • Project managers • Program managers • Scrum masters • Product managers? • Product owners? Shared Leadership… and Managers Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 29
  30. 30. • What do all those managers have in common? Shared Leadership… and Managers Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 30
  31. 31. • What do all those managers have in common? – we run things – we give direction – we tell people what to do – we like being the center of attention Shared Leadership… and Managers Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 31
  32. 32. “If you’re the ScrumMaster and everyone is looking at you, you’re doing it wrong.” --Marilson Campos Shared Leadership… and Managers Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 32
  33. 33. Managers and Agile • “A common misconception is that because of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” --Mike Cohn, Succeeding with Agile 33Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  34. 34. --Agile Learning Labs, Laura Powers 34Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  35. 35. Agile: “Servant Leaders” Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 35
  36. 36. Managers and Agile • Fostering an Agile Culture • Modeling, Defending, Evangelizing Agile Values • Empowering Self-Organization & Excellence 36Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  37. 37. Managers and Agile • Fostering an Agile Culture • Modeling, Defending, Evangelizing Agile Values • Empowering Self-Organization & Excellence • Removing Impediments 37Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  38. 38. Managers and Agile • Fostering an Agile Culture • Modeling, Defending, Evangelizing Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Scaling Scrum • Hiring and Firing 38Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  39. 39. Managers and Agile • Fostering an Agile Culture • Modeling, Defending, Evangelizing Agile Values • Empowering Self-Organization & Excellence • Removing Impediments 39Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  40. 40. Creating an Agile Culture • Theory Y: “enabling”, “empowering”, “developmental", “continuous improvement” -> Servant Leadership McGregor's X-Y Theory 40Ron Lichty: Hidden Ingredient in Hyper-Productive Teams Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net
  41. 41. Managers and Agile • Creating an Agile Culture Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... In Lean-Agile, the manager has two primary responsibilities: • setting the outcomes or goals expected of the team; • assisting the doers in creating a better process and workspace to get their jobs done... --Alan Shalloway, Net Objectives 41Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  42. 42. Leaders and Agile • Rules of Thumb Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done. Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 42
  43. 43. Empowerment Trust but verify. Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 43
  44. 44. Empowerment 44 Trust but verify. -RONALD REAGAN Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  45. 45. Empowerment 45 Trust but verify. -RONALD REAGAN quoting VALDIMIR LENIN Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  46. 46. Empowerment 46 Trust but verify. -RONALD REAGAN quoting VALDIMIR LENIN – imperative not to micromanage – the essence of delegation – setting expected outcomes for teams Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  47. 47. Empowerment 47 Trust but verify. -RONALD REAGAN quoting VALDIMIR LENIN I inspect what I expect. - ALAN LEFKOF, Netopia CEO, quoting LOU GERSTNER Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  48. 48. Creating an Agile Culture • Establishing Culture 48 http://www.ManagingTheUnmanageable.net Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  49. 49. Managers and Agile • Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work. --Esther Derby, co-founder, Scrum Alliance 49Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  50. 50. Managers and Agile • Removing Distractions and Impediments Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk 50Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  51. 51. Managers and Agile • Model, Defend, Evangelize Agile Values “Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.” --Diana Larsen, co-author, Agile Retrospectives 51Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  52. 52. Communicating • Create a culture of communication – at every level – with everyone • up, down, within and across • “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 52
  53. 53. Communication 53 You cannot overcommunicate. -RON LICHTY Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  54. 54. Communication: Virtual Teams • There is never enough communication • Commitment to communicate • No substitute for face-to-face meetings 54 The more distance between teammates, the more you have to formalize communication and make it explicit. -TED YOUNG, Development Manager & Agile Coach, Guidewire Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  55. 55. How Do We Foster Shared Leadership? • Foster an Agile Culture • Model, Defend, Evangelize Agile Values • Trust Our People • Shield Teams from Politics & Distraction • Remove Impediments • Empower Self-Organization & Excellence • Create a Culture of Communication Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 55
  56. 56. How Do We Do Shared Leadership? • Let’s personalize it: At your tables… – 2 minutes: • envision what shared leadership looks like – 5 minutes: create a poster • at least half: a single graphic, created by your whole table – everyone at your table contributes to the graphic – see if you can hand off “leadership” fluidly – everyone leads! • no more than half: words around your graphic – prepare how you’ll share it with us Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 56
  57. 57. How Do We Do Shared Leadership? • How did that go? • Share your posters, one table at a time Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 57
  58. 58. Ron Lichty Consulting • Mentoring, coaching, training, consulting: – http://ronlichty.com, Ron@RonLichty.com • The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb • The study: The Study of Product Team Performance – http://ronlichty.com/study.html • Training: The Agile Manager Managing Software People and Teams Zero to Agile in Three Days 58Ron Lichty: Hidden Ingredient in Hyper-Productive Teams
  59. 59. Ron Lichty: Hidden Ingredient in Hyper-Productive Teams 59

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