The agile way of supporting personal growth

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Dominik "Dodo" Dopplinger

My take on supporting personal growth in an agile environment

Leadership & Management

© Catalysts GmbH
© Catalysts GmbH
The agile way of supporting personal growth
Dominik "Dodo" Dopplinger
Dominik „Dodo“ Dopplinger
Scrum Master & Team Lead
dominik.dopplinger@catalysts.cc

© Catalysts GmbH Dominik "Dodo" Dopplinger

© Catalysts GmbH
Leader-leader mindset
Dominik "Dodo" Dopplinger
Don‘t grow follower
Don‘t be a proxy
move authority to the
information
Delegate with the „why?“
hand over responsibilities
systematically

© Catalysts GmbH
Leader-leader mindset
Dominik "Dodo" Dopplinger
help to overcome fears
convice, don‘t overrule
ideas instead of
commands
emancipation
inspire, enthuseencourange to decide

© Catalysts GmbH
Adapt leadership over time
Evaluate regularly
Situational leadership
Dominik "Dodo" Dopplinger

© Catalysts GmbH Dominik "Dodo" Dopplinger
https://heavy.com/games/2018/11/move-snorlax-pokemon-lets-go/

© Catalysts GmbH
Autonomy
Mastery
Purpose

© Catalysts GmbH
“If you aim at nothing you will hit it every time.”
Zig Ziglar
Setting goals
Dominik "Dodo" Dopplinger
• OKRs
• 1-minute goals
• discuss independently from payment

© Catalysts GmbH
Feedback
Dominik "Dodo" Dopplinger

© Catalysts GmbH
Giving feedback
Dominik "Dodo" Dopplinger
direct, specific, immediate
1-minute-redirect
instead of sandwich
personal growth by giving
feedback
don‘t praise behind the back
1-minute-praisings

© Catalysts GmbH
Receiving feedback
Dominik "Dodo" Dopplinger
don‘t relativize,
don‘t justify,
don‘t defend
Every opinion is legit
Create rooms
Be thankful
„yes, and“

© Catalysts GmbH
Take time
Dominik "Dodo" Dopplinger
All our leaders
„have no time“
Regular 1-on-1‘s
As long as needed
stop being an expert,
become a trainer and coach

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This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work. Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives. Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences. Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively. Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.

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The agile way of supporting personal growth

1. © Catalysts GmbH © Catalysts GmbH The agile way of supporting personal growth Dominik "Dodo" Dopplinger Dominik „Dodo“ Dopplinger Scrum Master & Team Lead dominik.dopplinger@catalysts.cc

4. © Catalysts GmbH Leader-leader mindset Dominik "Dodo" Dopplinger Don‘t grow follower Don‘t be a proxy move authority to the information Delegate with the „why?“ hand over responsibilities systematically

5. © Catalysts GmbH Leader-leader mindset Dominik "Dodo" Dopplinger help to overcome fears convice, don‘t overrule ideas instead of commands emancipation inspire, enthuseencourange to decide

9. © Catalysts GmbH “If you aim at nothing you will hit it every time.” Zig Ziglar Setting goals Dominik "Dodo" Dopplinger • OKRs • 1-minute goals • discuss independently from payment

13. © Catalysts GmbH Giving feedback Dominik "Dodo" Dopplinger direct, specific, immediate 1-minute-redirect instead of sandwich personal growth by giving feedback don‘t praise behind the back 1-minute-praisings

15. © Catalysts GmbH Receiving feedback Dominik "Dodo" Dopplinger don‘t relativize, don‘t justify, don‘t defend Every opinion is legit Create rooms Be thankful „yes, and“

17. © Catalysts GmbH Take time Dominik "Dodo" Dopplinger All our leaders „have no time“ Regular 1-on-1‘s As long as needed stop being an expert, become a trainer and coach

Editor's Notes

Why? Experts are hard to find, harder to hold Challenges change regularly Technologies even mor eoften Profession of constant learning and growth Train people in a way, you need them Binding employees
Story of Lieutenant David Marquet Preparations, new Ship (Santa Fee, instead of Olympia), new ship had bad reputation and high turnover
Realize, when you block personal growth Klaus with merge requests I by my positioning vacuum
Autonomy Mastery -> Flow Purpose -> Why? no rewards and punishments
payment -> motivation 2.0. Kills intrinsic motivation
Clear role definition with expectations
Mistakes happen. Don‘t be surprised Riding a bike -> don‘t be afraid to fall Celebrate failure. They are good stories. Team resposibility Own mistakes from others -> what could the leader have done? Backing -> turned over a switch (Arnold) Psychological safety, building trust
Who has annual feedback talks with HR or a leader who knows little about your day-to-day work 1-minute redirect: as soon as possible First half minute: Specificall talk about the unwanted behavior you observed, about the own emotions and the impact on the result. Wait a moment to let it settle Second half minute: Reassure that your team member is better thentheir faults. Reassure your trust in them. Stop. 1-minute praising: as soon as possible Specifically talk about the wanted behavior you have observed, about your own emotions. Pause. Encourage to do it more often. Reassure trust. praising behind your back -> Danis Kindergarten
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