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Awesome People Management with Agile
Meri Williams discusses effective people management within an agile framework, emphasizing the importance of good managers, who should foster an environment of purpose, autonomy, mastery, and inclusion. The presentation outlines predictors of high performance, including clear expectations, opportunities for development, and recognition, while highlighting the negative impact of poor management. Ultimately, the goal is to create a supportive atmosphere where individuals can thrive and contribute meaningfully.
Awesome People Management with Agile
- 1. AWESOME PEOPLE MANAGEMENTWITH AGILE Agile on the Beach Falmouth, Sept 2014 Meri Williams, ChromeRose @Geek_Manager
- 2. http://www.flickr.com/photos/kodomut/3667608102/ Meri Williams,ChromeRose @Geek_Manager
- 3. I SPENT MYFIRST 10 YEARS OF MY CAREER IN A BIG CORP… … FAMOUS FOR INVESTING HEAVILY IN ITS PEOPLE AND FOR DEVELOPING LEADERS Meri Williams, ChromeRose @Geek_Manager
- 4. MATURE PEOPLE DEVELOPMENT Everyone had: – A workplan – A personal development plan – A career plan, complete with skills matrices – A manager (most of whom did give a crap) – A coach and often a mentor too – Monthly 1:1s, quarterly reviews, annual reviews – 10 days a year to spend on training, etc etc Meri Williams, ChromeRose @Geek_Manager
- 5. THE GOOD MeriWilliams, ChromeRose @Geek_Manager
- 6. THE BAD MeriWilliams, ChromeRose @Geek_Manager
- 7. THE UGLY MeriWilliams, ChromeRose @Geek_Manager
- 8. YOU CAN ADJUSTTHIS KIND OF APPROACH WHEN YOU WORK IN AN AGILE WAY … BUT IT STILL DOESN’T FEEL QUITE RIGHT Meri Williams, ChromeRose @Geek_Manager
- 9. SOME WOULD ARGUETHAT WE DON’T NEED MANAGERS AT ALL IN AGILE. I ARGUE WE NEED GOOD MANAGERS, AND TO BANISH BAD BOSSES Meri Williams, ChromeRose @Geek_Manager
- 10. WE ALL HATEBAD BOSSES WE DESCRIBE THEM AS • Clueless • Empty suits • Pointless • Seagulls Meri Williams, ChromeRose @Geek_Manager
- 11. Meri Williams, ChromeRose@Geek_Manager
- 12. https://twitter.com/Caterina/status/6715084157 Meri Williams,ChromeRose @Geek_Manager
- 13. GOOD MANAGERS ARE BULLSHIT UMBRELLAS. BUT THEY ARE ALSO A LOT MORE THAN THAT. Meri Williams, ChromeRose @Geek_Manager
- 14. Traditional management beliefs are a pile of crap http://commons.wikimedia.org/wiki/File:Elephant_Dung.JPG Meri Williams, ChromeRose @Geek_Manager
- 15. Sooo…. WHAT DOESWORK? Meri Williams, ChromeRose @Geek_Manager
- 16. Across industries, across countries, the best performing teams answer certain questions positively Meri Williams, ChromeRose @Geek_Manager
- 17. Predictors of HighPerformance 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my development? 12. At work, have I had opportunities to learn and grow? Meri Williams, ChromeRose @Geek_Manager
- 18. Meri Williams, ChromeRose@Geek_Manager
- 19. UNDERSTAND MOTIVATION •Purpose • Autonomy • Mastery Meri Williams, ChromeRose @Geek_Manager
- 20. MOTIVATION = +PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
- 21. Predictors of HighPerformance (remix) PURPOSE • Does the mission/purpose of my company make me feel like my work is important? AUTONOMY • Do I know what is expected of me at work? • At work, do my opinions seem to count? MASTERY • Do I have the materials & equipment I need to do my work right? • At work, do I have the opportunity to do what I do best every day? • Is there someone at work who cares about my development? • Are my co-workers committed to doing quality work? • In the last 6 months, have I talked with someone about my development? • At work, have I had opportunities to learn and grow? Meri Williams, ChromeRose @Geek_Manager
- 22. And What Else? OTHER FACTORS: • In the last 7 days, have I received recognition or praise for good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Do I have a best friend at work? ESSENTIALLY, AM I RESPECTED & REWARDED HERE? CAN I BE MYSELF AND SUCCEED HERE? I CALL THIS INCLUSION. Meri Williams, ChromeRose @Geek_Manager
- 23. Your job asa manager… CREATE SPACE FOR YOUR PEOPLE TO BE THE BEST THEY CAN BE Meri Williams, ChromeRose @Geek_Manager
- 24. Maybe you’re nota manager. As an individual, you need to… FIND & SHAPE SPACE WHERE YOU CAN BE THE BEST YOU CAN BE Meri Williams, ChromeRose @Geek_Manager
- 25. https://www.flickr.com/photos/psd/8451589322/in/set-72157633230231221 Meri Williams,ChromeRose @Geek_Manager
- 26. SPACE TO BEAWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
- 27. REMINISCENT OF AGILEMANIFESTO? Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan http://agilemanifesto.org/ Meri Williams, ChromeRose @Geek_Manager
- 28. VALUE INDIVIDUALS &INTERACTIONS Do great 1:1s Make them more like personal retrospectives They are about the individual & their skills, growth & development. Not a status update. Care about the whole person. Everyone needs to be themselves at work. Meri Williams, ChromeRose @Geek_Manager
- 29. CULTIVATE INCLUSION Helppeople to succeed as themselves. Best predictor of recruitment AND retention? Someone’s ability to agree with: “Someone like me can be successful here” Meri Williams, ChromeRose @Geek_Manager
- 30. “OK, BUT HOWARE YOU GOING TO BEND ‘WORKING SOFTWARE’ TO BE ABOUT PEOPLE, MERI?” Meri Williams, ChromeRose @Geek_Manager
- 31. Meri Williams, ChromeRose@Geek_Manager
- 32. WHY DO WEVALUE WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION? Meri Williams, ChromeRose @Geek_Manager
- 33. To horribly misquoteJoni Mitchell… WE DON’T KNOW WHAT WE WANT ‘TIL IT’S DONE. Meri Williams, ChromeRose @Geek_Manager
- 34. WE NEED THEFEEDBACK LOOP. WE HAVE TO ITERATE AND LEARN. Meri Williams, ChromeRose @Geek_Manager
- 35. Meri Williams, ChromeRose@Geek_Manager
- 36. DELIBERATE PRACTICE •You must be motivated to attend to the task and exert effort to improve your performance. • The design of the task should take into account your pre-existing knowledge so that the task can be correctly understood after a brief period of instruction. • You should receive immediate informative feedback and knowledge of results of your performance. • You should repeatedly perform the same or similar tasks. Meri Williams, ChromeRose @Geek_Manager
- 37. Ask yourself… ISYOUR WORK DESIGNED IN A WAY THAT MAKES IT EFFECTIVE DELIBERATE PRACTICE? CHALLENGING? FEEDBACK? LEARNING? Meri Williams, ChromeRose @Geek_Manager
- 38. AGILE MANIFESTO Individualsand interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan http://agilemanifesto.org/ Meri Williams, ChromeRose @Geek_Manager
- 39. PUT DOWN YOURSWORD. YOU ARE NOT A ROMAN GENERAL. Meri Williams, ChromeRose @Geek_Manager
- 40. VALUE THE WHATOVER THE HOW Know when people need telling what to do (Hint: it’s not often) Help them get what they need the rest of the time (Hint: not just someone else telling them what to do) Learn coaching skills (Hint: start with GROW: http://blog.geekmanager.co.uk/2014/01/20/stealing-from-sports-really-useful- coaching-dareconf-mini/) Meri Williams, ChromeRose @Geek_Manager
- 41. CLUE / SKILLSMATRIX Meri Williams, ChromeRose @Geek_Manager
- 42. Meri Williams, ChromeRose@Geek_Manager
- 43. http://www.flickr.com/photos/8250578@N06/8625641442/ Meri Williams,ChromeRose @Geek_Manager
- 44. Meri Williams, ChromeRose@Geek_Manager
- 45. http://www.flickr.com/photos/provoost/2246718091/ Meri Williams,ChromeRose @Geek_Manager
- 46. SKILL DEVELOPMENT MeriWilliams, ChromeRose @Geek_Manager
- 47. https://www.flickr.com/photos/psd/9613972159/ Meri Williams,ChromeRose @Geek_Manager
- 48. Meri Williams, ChromeRose@Geek_Manager
- 49. https://www.flickr.com/photos/psd/8642795506/ Meri Williams,ChromeRose @Geek_Manager
- 50. Meri Williams, ChromeRose@Geek_Manager
- 51. SPACE TO BEAWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
- 52. AGILE PEOPLE MANAGEMENT • Do awesome 1:1s = personal retrospectives • Cultivate inclusion • Help make work deliberate practice • Figure out where people are on the clue/skills matrix, and help accordingly • Learn to coach • Remember the bigger picture, help people have a fulfilling career Meri Williams, ChromeRose @Geek_Manager
- 53. GO! FIND/SHAPE/MAKE SPACE BE AWESOME BE INCLUSIVE And thank you for listening Any questions? Meri Williams, ChromeRose @Geek_Manager
Editor's Notes
- #4 They were consistently recognized as one of the best places to work, and produced more leaders of companies than almost any other company
- #6 Individual focus Active investment Detailed plan
- #7 Fragile / static Needed constant revisiting to keep workplan in particular up-to-date Focus on workplan changes meant development plan often overshadowed Overly structured, so some managers ended up “going through the motions”
- #8 Saw some crazy procrastination to see the forms avoided over the years Managers ended up running on empty, suffering from emotional burnout
- #19 Great, now I’m drowning in questions to ask myself all the time! Thanks Meri!!
- #33 One of the main reasons we value working software over comprehensive documentation is that we learnt along the way that however hard we worked, however good we were, we simply could not write the correct spec upfront. This is because until we build it we don’t really know what is needed … The people development side of this is that you need to grow, and learn, and get feedback to understand how and what you need to change.
- #43 If someone knows what to do and has the skills to do it, your job is to be a cheerleader Encourage them, make sure others know they are doing the right thing, get them the support they need
- #44 And if shit gets in their way? Be a BULLDOZER
- #45 Direction giver, pair them up with those they can learn from Those lacking direction and skills need maps, community, peers to learn from
- #47 Learning to drive analogy