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Using Lean to Create
High-Velocity Teams
Christina Wodtke
Author of Radical Focus and Pencil Me In
Lecturer at Stanford Un...
Enso:
A single hand in a
single stroke, made
many times until it is
what it needs to be.
Brush mediation.
It symbolizes
pe...
Nest:
Many straight twigs
still make a circle.
How can this be?
Can a team also learn
unity, oneness?
What do we
know about
teams and
teamwork?
Erin
Meyer’s
Culture
Map
Cultural
Shearing
Layers
“The problem is that we tend to
assume that our framing represents
the truth, rather than merely
presenting a subjective “...
ASSUMPTIONS!
What is a team?
1. Common PURPOSE
2. Performance GOALS
3. Complimentary SKILLS
4. Mutual ACCOUNTABILITY
The Wisdom of Team...
Set Objectives
and Key
Results
1. Common Purpose
2. Performance Goals
OKRs
O: Qualitative
goal (common
purpose)
KR: Success
criteria
(performance
goals)
Objective: Establish clear value to
distributers as a quality tea provider
KR:
Reorders at
85%
KR: 20% of
reorders self-
s...
3.
Complimentary
skills
4. Mutual
Accountability
Objective: Establish clear value to
distributers as a quality tea provider
KR: Reorders at 85% 5/10
KR: 20% of reorders se...
Learning
Team
Or Lean Team
Improves over time
Bruce Tuckman ‘Developmental sequence in small groups’
Forming a
Learning
Team
1.
Set Expertise Roles
Set Informal Roles
• Facilitator
• Tie-Breaker
• Spokesperson
• Schedule Keeper
• Office Housework
Design Norms
If you don’t design, you make assumptions. Assumptions lead to
errors. Errors lead to fights.
Norms Exercise
• Think of a great team. Write down three things
that made it great.
• Think of a dreadful team. Write down...
Performing in
a Learning
Team
2.
Feedback
“Shorten your time through the Feedback Loop.”
teIam
Mindful team take care of the us
AND the I.
Two kinds of feedback
Individual Team
Fast Feedback
But not too fast
Short Cycles
Reduce
quantity of
information
Reduce gap
between action
and evaluation
Reduce stakes
Actionable
Memorable
It...
Feedback Loop
Feedback Loop
When you
behavior I
reaction and it
consequences.
What can we do about
this?
Team Feedback
Feedback fast and slow
Weekly: Retrospective
Fast and frequent allows for iteration and growth
Adjourning
in a Mindful
Team
3.
Formal Feedback
“Shorten your time through the Feedback Loop.”
Team Feedback
Feedback fast and slow
Team Check In
“Quarterly seems to be a good starting point though. Every month seems too
often (people get fed up with it,...
Empathy
Warm-up
• Sometimes I pretend
• Sometimes I’m afraid
• Sometimes I wonder
• Sometimes I try
Carbon
Five
Dartboard
http://blog.carbonfive.com/2015/
07/29/the-product-dartboard/
Spotify Health
Check Model
https://labs.spotify.com
/2014/09/16/squad-
health-check-model/
Formal Team Member
Feedback
Empathic
Feedback
Canvas
Jherin Miller
The Models
Thank
You
@cwodtke | me@cwodtke.com
www.cwodtke.com
CHRISTINA WODTKE
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
Lean Teams are Learning Teams
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Lean Teams are Learning Teams

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Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)

Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?

Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.

What is the Lean Team?

-Hypothesizes about how we do our work, not just what work we’ll do.

-Holds no ao assumptions about the best way to get things done.

-Is constantly iterating.

-Commits to peer-to-peer accountability and coaching.

-Embraces diversity in experience and culture.

-Engages in formal reflection to increase learning velocity.

The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.

#enterprise #startup #leanteams

Published in: Business
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Lean Teams are Learning Teams

  1. 1. Using Lean to Create High-Velocity Teams Christina Wodtke Author of Radical Focus and Pencil Me In Lecturer at Stanford University
  2. 2. Enso: A single hand in a single stroke, made many times until it is what it needs to be. Brush mediation. It symbolizes perfection and imperfection, oneness, unity.
  3. 3. Nest: Many straight twigs still make a circle. How can this be? Can a team also learn unity, oneness?
  4. 4. What do we know about teams and teamwork?
  5. 5. Erin Meyer’s Culture Map
  6. 6. Cultural Shearing Layers
  7. 7. “The problem is that we tend to assume that our framing represents the truth, rather than merely presenting a subjective “map.” In truth, however, each frame offers its own image of reality.” Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy
  8. 8. ASSUMPTIONS!
  9. 9. What is a team? 1. Common PURPOSE 2. Performance GOALS 3. Complimentary SKILLS 4. Mutual ACCOUNTABILITY The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
  10. 10. Set Objectives and Key Results 1. Common Purpose 2. Performance Goals
  11. 11. OKRs O: Qualitative goal (common purpose) KR: Success criteria (performance goals)
  12. 12. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% KR: 20% of reorders self- serve KR: Revenue of 250K
  13. 13. 3. Complimentary skills
  14. 14. 4. Mutual Accountability
  15. 15. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: Revenue of 250K 5/10 Key Risk Factors: Need new self-serve system up in first month Priorities this week Next 4 weeks - Projects OKR Confidence Team Health: Distributor satisfaction Health: Org Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Weekly OKR Check-ins
  16. 16. Learning Team Or Lean Team Improves over time
  17. 17. Bruce Tuckman ‘Developmental sequence in small groups’
  18. 18. Forming a Learning Team 1.
  19. 19. Set Expertise Roles
  20. 20. Set Informal Roles • Facilitator • Tie-Breaker • Spokesperson • Schedule Keeper • Office Housework
  21. 21. Design Norms If you don’t design, you make assumptions. Assumptions lead to errors. Errors lead to fights.
  22. 22. Norms Exercise • Think of a great team. Write down three things that made it great. • Think of a dreadful team. Write down three things that made is horrid. • Get in groups, and share. • Make rules for how you wish to work together
  23. 23. Performing in a Learning Team 2.
  24. 24. Feedback “Shorten your time through the Feedback Loop.”
  25. 25. teIam Mindful team take care of the us AND the I.
  26. 26. Two kinds of feedback Individual Team
  27. 27. Fast Feedback But not too fast
  28. 28. Short Cycles Reduce quantity of information Reduce gap between action and evaluation Reduce stakes Actionable Memorable Iterative
  29. 29. Feedback Loop
  30. 30. Feedback Loop
  31. 31. When you behavior I reaction and it consequences. What can we do about this?
  32. 32. Team Feedback Feedback fast and slow
  33. 33. Weekly: Retrospective Fast and frequent allows for iteration and growth
  34. 34. Adjourning in a Mindful Team 3.
  35. 35. Formal Feedback “Shorten your time through the Feedback Loop.”
  36. 36. Team Feedback Feedback fast and slow
  37. 37. Team Check In “Quarterly seems to be a good starting point though. Every month seems too often (people get fed up with it, and the data doesn’t change fast enough to warrant it). Bi-annually seems too seldom (too much happens within that period). But, again, it varies.” – Spotify Labs
  38. 38. Empathy Warm-up • Sometimes I pretend • Sometimes I’m afraid • Sometimes I wonder • Sometimes I try
  39. 39. Carbon Five Dartboard http://blog.carbonfive.com/2015/ 07/29/the-product-dartboard/
  40. 40. Spotify Health Check Model https://labs.spotify.com /2014/09/16/squad- health-check-model/
  41. 41. Formal Team Member Feedback
  42. 42. Empathic Feedback Canvas
  43. 43. Jherin Miller
  44. 44. The Models
  45. 45. Thank You @cwodtke | me@cwodtke.com www.cwodtke.com CHRISTINA WODTKE

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