Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

High Trust - Low Performance, the sinister side of agile.

819 views

Published on

Its official! Agile teams are high performing; they self-select, self-organize and self-regulate, high trust leads to phenomenal results.  But there is another, almost sinister, side to the equation, something every business fears; that agile conceals or invites poor individual performance.  This is the fear that stalls adaptions, discourages change, and causes behaviors to creep back towards command and control.
Despite Agile theories, teams can be surprisingly slow to call out negative behaviors.  So how can you spot under performance in an agile environment?  Perhaps even more challenging; how do you do something about it?

Published in: Leadership & Management
  • Be the first to comment

High Trust - Low Performance, the sinister side of agile.

  1. 1. The sinister side of agile… https://www.flickr.com/photos/john_c/4198628250/
  2. 2. High Trust - Low Performance, the sinister side of agile. John Clapham, Cotelic Its official! Agile teams are high performing; they self-select, self- organize and self-regulate, high trust leads to phenomenal results. But there is another, almost sinister, side to the equation, something every business fears; that agile conceals or invites poor individual performance. This is the fear that stalls adaptions, discourages change, and causes behaviors to creep back towards command and control. Despite Agile theories, teams can be surprisingly slow to call out negative behaviors. So how can you spot under performance in an agile environment? Perhaps even more challenging; how do you do something about it?
  3. 3. John Clapham @JohnC_Bristol Cotelic www.cotelic.uk High trust, low performance, the sinister side of agile.
  4. 4. https://www.flickr.com/photos/sybrenstuvel/2468506922/
  5. 5. Why does low performance even matter?
  6. 6. 1. It’s common.
  7. 7. 2. It’s highly detrimental.
  8. 8. 2. It’s highly detrimental - To the team
  9. 9. 2. It’s highly detrimental: - To the team - To the business
  10. 10. 2. It’s highly detrimental: - To the team - To the business - To perception of agile
  11. 11. 2. It’s highly detrimental: - To the team - To the business - To perception of agile - To the individual
  12. 12. 3. It spreads, quickly.
  13. 13. 4. It could be you. https://www.flickr.com/photos/paulobrandao/3043399920
  14. 14. We’ll look at: - What is under performance? - Why is agile susceptible? - What can we do?
  15. 15. What is under performance? https://www.flickr.com/photos/nolifebeforecoffee/124659356/in/photostream/
  16. 16. Goofing, dossing, slacking, bunking, skiving, shirking, hooky, compiling, procrastinating, goldbricking, cyber-slacking, buying more post-its.
  17. 17. Adding value in ways people don’t understand?
  18. 18. A need for support and development?
  19. 19. People who don’t measure up to expectations?
  20. 20. People who don’t measure up to your expectations?
  21. 21. Today we’re interested in: - Can’t do. (Capability) - Won’t do. (Conduct) - Consistently. (Possibly with concealment)
  22. 22. Today we’re interested in: - Can’t do. (Capability) - Won’t do. (Conduct) - Consistently (possibly with concealment) …but not the occasional hangover
  23. 23. How do organisations typically approach performance?
  24. 24. The performance management circus… https://www.flickr.com/photos/raindog/2871133190
  25. 25. - Fixed, cascaded targets. - Infrequent review. - Solutions, not problems. - Measure individual in isolation. - Subjective measures.
  26. 26. Time passes until…
  27. 27. Judgement.
  28. 28. - One person’s opinion - Dubious Evidence - Covers many months - Inconsistent across reviewers
  29. 29. The third deadly disease: “Evaluation of performance, merit rating or annual review” - Deming
  30. 30. “I love my annual review” - No one.
  31. 31. “I love my annual review” - No one. Ever.
  32. 32. Muddles different concerns: - Performance management - Personal development (Learning) - Business goals - Development Feedback - Remuneration
  33. 33. The process tends to: - Reward conformity. - Anchor thinking. - Reduce motivation - Use a ton of time.
  34. 34. Why is agile susceptible? https://www.flickr.com/photos/john_c/4198628250/
  35. 35. To be useful conventional review relies on a present reviewer, setting, seeing and understanding outputs and value.
  36. 36. https://www.flickr.com/photos/ekaterina_photos/4137220278
  37. 37. No managers, no referees.
  38. 38. Engagement often drops during change…
  39. 39. Engagement often drops during change... …making reduced performance more likely
  40. 40. “…Nothing helps people do their best, despite their short comings, as much as group pressure and a team environment” - Schwaber & Beedle
  41. 41. …but people can be slow to call out under performance.
  42. 42. Why? - Don’t know what’s expected of others
  43. 43. Why? - Don’t know what’s expected of others - Somebody else’s problem (e.g manager)
  44. 44. Why? - Don’t know what’s expected of others - Somebody else’s problem (e.g manager) - Conflict Avoidance - in many guises.
  45. 45. Why? - Don’t know what’s expected of others - Somebody else’s problem (e.g manager) - Conflict Avoidance - in many guises. - Personal benefit
  46. 46. What can we do? https://www.flickr.com/photos/nolifebeforecoffee/4429865345/
  47. 47. “…adequate performance gets a generous severance package” -Netflix
  48. 48. https://www.flickr.com/photos/paige-pics/2283584007
  49. 49. Create a culture where under performance is: - Unlikely - Identified quickly - Raised - Dealt with.
  50. 50. Positive frame: Create a culture where performance is:
  51. 51. Create a culture where performance is: Described Identified Raised Evolved
  52. 52. Create a culture where performance is: Described Identified Raised Evolved
  53. 53. https://www.flickr.com/photos/sybrenstuvel/2468506922/
  54. 54. Unlikely https://www.flickr.com/photos/pupski/40895275
  55. 55. +
  56. 56. Bring together self interest and business value.
  57. 57. How do you build a great agile performance appraisal system?
  58. 58. Don’t.
  59. 59. Build a system to encourage high performance: - Hire well - A great welcome - Clear sense of purpose - Good leaders and coaches
  60. 60. Beware surveys: Happiness != Engagement
  61. 61. https://www.flickr.com/photos/endoftheline/3301038664 Who coaches the coaches?
  62. 62. Separate personal development feedback and appraisal feedback.
  63. 63. Identified Quickly https://www.flickr.com/photos/smeerch/142099531
  64. 64. Regular, real time, plain speaking feedback
  65. 65. True 360 feedback – peers, stakeholders, leaders, and more.
  66. 66. “Think about what you need to accomplish, and make sure others know and understand.” - Drucker
  67. 67. Self select goals together, carefully.
  68. 68. Make goals and results public.
  69. 69. “With a little creativity, there is every reason to believe that we can design for each employee a place to positively present her strengths, her skills, her accomplishments and her aspirations.” – Marcus Buckingham
  70. 70. Use tools as feedback drones to improve mastery.
  71. 71. Remember the simple things:
  72. 72. Remember the simple things: - Role model
  73. 73. Remember the simple things: - Role model - Be clear and follow up.
  74. 74. Remember the simple things: - Role model - De clear and follow up - Give support
  75. 75. Raised https://www.flickr.com/photos/biphop/658382615
  76. 76. Avoid the stigma – is it bad performance, or just misaligned?
  77. 77. “Think of what you owe others, make sure others know what you expect.” - Drucker
  78. 78. Let the team be anti bodies: - Coach behaviours - Understand what does/doesn’t contribute positively - Encourage open discussion - Know they can call in (effective) support
  79. 79. Dealt With https://www.flickr.com/photos/timparkinson/181387692
  80. 80. “Feedback not blame fuels high performance” - Sukhwant Bal
  81. 81. Be ready to learn why what you see as under performance isn’t.
  82. 82. Grow or go?
  83. 83. Summing Up…
  84. 84. Agile and new methods demand changes to the way we think about performance.
  85. 85. They thrive on trust, but trust may be deliberately or inadvertently abused.
  86. 86. Empowering teams means people taking responsibly for their own performance.
  87. 87. …and a commitment to encouraging and supporting others.
  88. 88. This requires a clear sense of purpose, and open discussion of goals and performance.
  89. 89. Don’t we owe that to ourselves and our teams?
  90. 90. John Clapham @JohnC_Bristol Cotelic www.cotelic.uk Thanks!
  91. 91. Further reading… My blog: http://johnclapham.wordpress.com/ Experience DevOps workshops: http://web.experiencedevops.org/
  92. 92. References… Seven deadly diseases of management https://www.deming.org/theman/theories/deadlydiseases Drive – Dan Pink http://www.danpink.com/books/drive The Essential Drucker – Peter F Drucker http://www.goodreads.com/book/show/48016.The_Essential_Drucker Agile Software Development with Scrum – Ken Schwaber Mike Beedle (The black book!) http://books.google.co.uk/books/about/Agile_Software_Development_with_Scrum.html? id=lO3XLgAACAAJ What if performance management focussed on strengths? – Marcus Buckingham http://www.gfcbusinessconnect.com/2014/02/23/what-if-performance-management- focused-on-strengths/
  93. 93. References… Scarf in 2012: Updating the social neuroscience of collaborating with others. http://www.davidrock.net/files/09_SCARF_in_2012_US.pdf How Google use OKR http://www.businessinsider.com/googles-ranking-system-okr-2014-1 From Performance Management to Leading Performance - Kati Vilkki, Esther Derby http://www.agilealliance.org/files/8613/8151/8040/From_Performance_Management_to _Leading_Performance.pdf

×