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Empower Teams<br />© Jurgen Appelo version 0.99 management30.com<br />
story<br />
Management 3.0<br />
View #2: Empower Teams<br />Teams can self-organize, and this requires empowerment, authorization, and trust from manageme...
Agile software development works because of<br />self-organizing teams<br />
management<br />self-organization<br />self-organizationis often complex, not chaotic<br />Sometimes it needs a littlemana...
Managers are like gardeners<br />They let self-organization (anarchy) do useful work<br />while steering the system toward...
But HOWdo we grow<br />a valuable self-organizing system?<br />
Well, NOTby putting a<br />control center on top of a living system<br />
Distributed being<br />A complex system is more than the sum of its parts, and the “extra” stuff is distributed over the s...
Authorization<br />
We distribute authorization with...<br />Empowerment<br />Yes, there is that<br />buzzword again...<br />
Empowerment<br />is implementing distributed control by delegating authority<br />
Delegation<br />“Delegation (or deputation) is the assignment of authority and responsibility to another person (normally ...
Managers empower people,and distribute control,to prevent the system itselffrom breaking down.<br />
Question:<br />Does handing over power to others make you<br />powerless?<br />
Answer: NO<br />Non-Zero-Sum<br />Zero-Sum<br />Free markets<br />Social networks<br />Teamwork<br />…<br />We all win!<br...
Non-Zero-Sum<br />Powerful teams make their managers more powerful.<br />
Trust your people(communicate this clearly)<br />
2)	Earn trust from your people(consistent behavior)<br />
Help people to trust each other(mingle, don’t meddle)<br />
4)	Trust yourself(stay true to your own values)<br />
The four types of trust<br />
Techniques for delegation<br />
Key Decision Areas<br />Make explicit list with“areas of authorization”<br />Prepare project schedules<br />Select key tec...
Key Decision Areas<br />However…<br />Authorization per key decision area is not a “binary” thing<br />Reinertsen, Donald....
Situational Leadership<br />Four different “leadership styles”<br />Telling<br />Selling<br />Participating<br />Delegatio...
Situational Leadership<br />However…<br />It might be good to distinguish between informing people (push your opinion) vs....
RACI Matrix<br />Involvement depends on tasks<br />Responsible<br />Accountable<br />Consulted<br />Informed<br />Make exp...
RACI Matrix<br />However…<br />Key decision areas are better than tasks, and there should be no separation of accountable ...
We will now mergethe ideas behind the previous examples...<br />
The Seven Levels of Authority<br />Tell: make decision as the manager<br />Sell: convince people about decision<br />Consu...
Relocate to other office building<br />Replace waterfall with Scrum<br />Select new team members<br />Choose logo for busi...
The optimal level of authority depends on people’s competenceand the organizational impactof decisions<br />
Authority Boards<br />
Seven Levels of Authority<br />
Key Decision Areas<br />
teams or people<br />
flow from left to right<br />
Authority boards are<br />controlled by the manager<br />
Treat delegation as an<br />investment<br />
The ultimate goal is a<br />self-directed team<br />(but usually not attainable)<br />
Game: Delegation Poker<br />Find Delegation Poker Cards, and Delegation Poker Stories<br />One person picks a story and re...
Game: Delegation Poker<br />Keep track of the points people earned (optional)<br />Let both highest and lowest motivate th...
Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before deci...
Debrief<br />
Challenges<br />
Practices<br />
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Management 3.0 - Empower Teams

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This presentation is part of the Management 3.0 course, developed by Jurgen Appelo

http://www.management30.com/course-introduction/

Published in: Technology, Business
  • Play progressive jackpots online for your chance to make millions! START NOW https://t.co/wDd3A7WTP6
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  • Thanks Jurgen for your quick answer. We experiment with it then. ;)
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  • @mvandam Sorry, I have no further details. There are no additional rules or explanations at this point. You'll just have to experiment and define your own precise rules. :)
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  • Hi Jurgen. Great presentation. Do you have any more detailed examples of Leadership boards available? They would be helpful to really understand how this practice works.

    My main question is: in your example images you always placed only one team or individual per horizontal row. Is that the way it is supposed to work?

    Any more clarity you could be provide would be great.
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  • Jurgen...could you please upload the file again?
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Management 3.0 - Empower Teams

  1. 1. Empower Teams<br />© Jurgen Appelo version 0.99 management30.com<br />
  2. 2. story<br />
  3. 3. Management 3.0<br />
  4. 4. View #2: Empower Teams<br />Teams can self-organize, and this requires empowerment, authorization, and trust from management.<br />
  5. 5. Agile software development works because of<br />self-organizing teams<br />
  6. 6. management<br />self-organization<br />self-organizationis often complex, not chaotic<br />Sometimes it needs a littlemanagement<br />
  7. 7. Managers are like gardeners<br />They let self-organization (anarchy) do useful work<br />while steering the system toward valuable results<br />
  8. 8. But HOWdo we grow<br />a valuable self-organizing system?<br />
  9. 9. Well, NOTby putting a<br />control center on top of a living system<br />
  10. 10. Distributed being<br />A complex system is more than the sum of its parts, and the “extra” stuff is distributed over the system. It cannot be attributed to any single authoritative part. <br />Control from the bottom up<br />In a complex system, everything happens at once, and problems ignore any central authority. Therefore overall governance must be spread among all the parts.<br />Kelly, Kevin. Out of Control.<br />Boston: Addison-Wesley, 1994, page 469<br />
  11. 11. Authorization<br />
  12. 12. We distribute authorization with...<br />Empowerment<br />Yes, there is that<br />buzzword again...<br />
  13. 13. Empowerment<br />is implementing distributed control by delegating authority<br />
  14. 14. Delegation<br />“Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.”<br />http://en.wikipedia.org/wiki/Delegation<br />
  15. 15. Managers empower people,and distribute control,to prevent the system itselffrom breaking down.<br />
  16. 16. Question:<br />Does handing over power to others make you<br />powerless?<br />
  17. 17. Answer: NO<br />Non-Zero-Sum<br />Zero-Sum<br />Free markets<br />Social networks<br />Teamwork<br />…<br />We all win!<br />Football<br />Elections<br />Judiciary<br />…<br />I win and you lose<br />http://en.wikipedia.org/wiki/Zero-sum<br />
  18. 18. Non-Zero-Sum<br />Powerful teams make their managers more powerful.<br />
  19. 19. Trust your people(communicate this clearly)<br />
  20. 20. 2) Earn trust from your people(consistent behavior)<br />
  21. 21. Help people to trust each other(mingle, don’t meddle)<br />
  22. 22. 4) Trust yourself(stay true to your own values)<br />
  23. 23. The four types of trust<br />
  24. 24. Techniques for delegation<br />
  25. 25. Key Decision Areas<br />Make explicit list with“areas of authorization”<br />Prepare project schedules<br />Select key technologies<br />Set documentation standards<br />Etc…<br />People should not walk into“invisible electric fences”<br />Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.<br />
  26. 26. Key Decision Areas<br />However…<br />Authorization per key decision area is not a “binary” thing<br />Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.<br />
  27. 27. Situational Leadership<br />Four different “leadership styles”<br />Telling<br />Selling<br />Participating<br />Delegation<br />Work your way to level 4<br />http://en.wikipedia.org/wiki/Situational_leadership_theory<br />
  28. 28. Situational Leadership<br />However…<br />It might be good to distinguish between informing people (push your opinion) vs. consulting them (pull their opinions)<br />
  29. 29. RACI Matrix<br />Involvement depends on tasks<br />Responsible<br />Accountable<br />Consulted<br />Informed<br />Make explicit what people can expect from whom<br />http://en.wikipedia.org/wiki/Responsibility_assignment_matrix<br />
  30. 30. RACI Matrix<br />However…<br />Key decision areas are better than tasks, and there should be no separation of accountable versus responsible in Agile teams<br />
  31. 31. We will now mergethe ideas behind the previous examples...<br />
  32. 32. The Seven Levels of Authority<br />Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before decision<br />Agree: make decision together with team<br />Advise: influence decision made by the team<br />Inquire: ask feedback after decision by team<br />Delegate: no influence, let team work it out<br />
  33. 33. Relocate to other office building<br />Replace waterfall with Scrum<br />Select new team members<br />Choose logo for business unit<br />Select architecture or component<br />Sprint length and deliveries<br />Coding guidelines and pairing<br />EXAMPLE<br />
  34. 34. The optimal level of authority depends on people’s competenceand the organizational impactof decisions<br />
  35. 35. Authority Boards<br />
  36. 36. Seven Levels of Authority<br />
  37. 37. Key Decision Areas<br />
  38. 38. teams or people<br />
  39. 39. flow from left to right<br />
  40. 40. Authority boards are<br />controlled by the manager<br />
  41. 41. Treat delegation as an<br />investment<br />
  42. 42. The ultimate goal is a<br />self-directed team<br />(but usually not attainable)<br />
  43. 43. Game: Delegation Poker<br />Find Delegation Poker Cards, and Delegation Poker Stories<br />One person picks a story and reads it out loudOR tell a story from personal experience<br />Everyone choose (privately) one of the 7 cards<br />After everyone has decided, show all cards<br />Everyone earn points except the highest minority(see examples…)<br />
  44. 44.
  45. 45.
  46. 46.
  47. 47.
  48. 48. Game: Delegation Poker<br />Keep track of the points people earned (optional)<br />Let both highest and lowest motivate their choices<br />Play it again for the same topic (optional)<br />30 minutes<br />
  49. 49. Tell: make decision as the manager<br />Sell: convince people about decision<br />Consult: get input from team before decision<br />Agree: make decision together with team<br />Advise: influence decision made by the team<br />Inquire: ask feedback after decision by team<br />Delegate: no influence, let team work it out<br />
  50. 50. Debrief<br />
  51. 51.
  52. 52. Challenges<br />
  53. 53. Practices<br />
  54. 54. Feedback<br />

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