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Brilliant People Management in an Agile Setting

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Agile people management is two things -- applying agile principles to managing people, and also figuring out how to manage people working with agile approaches. Traditional once-a-year reviews with annual targets are hardly very agile (or useful). How do we create space for our people to be awesome? Do we even need managers at all in agile?

Published in: Leadership & Management
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Brilliant People Management in an Agile Setting

  1. 1. Meri Williams, ChromeRose @Geek_Manager AWESOME PEOPLE MANAGEMENT WITH AGILE agile.delivery London, June 2016
  2. 2. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/kodomut/3667608102/
  3. 3. Meri Williams, ChromeRose @Geek_Manager I SPENT MY FIRST 10 YEARS OF MY CAREER IN A BIG CORP… … FAMOUS FOR INVESTING HEAVILY IN ITS PEOPLE AND FOR DEVELOPING LEADERS
  4. 4. Meri Williams, ChromeRose @Geek_Manager 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
  5. 5. Meri Williams, ChromeRose @Geek_Manager THE GOOD
  6. 6. Meri Williams, ChromeRose @Geek_Manager THE BAD
  7. 7. Meri Williams, ChromeRose @Geek_Manager THE UGLY
  8. 8. Meri Williams, ChromeRose @Geek_Manager YOU CAN ADJUST THIS KIND OF APPROACH WHEN YOU WORK IN AN AGILE WAY … BUT IT STILL DOESN’T FEEL QUITE RIGHT
  9. 9. Meri Williams, ChromeRose @Geek_Manager SOME WOULD ARGUE THAT WE DON’T NEED MANAGERS AT ALL IN AGILE. I ARGUE WE NEED GOOD MANAGERS, AND TO BANISH BAD BOSSES
  10. 10. Meri Williams, ChromeRose @Geek_Manager WE ALL HATE BAD BOSSES WE DESCRIBE THEM AS • Clueless • Empty suits • Pointless • Seagulls
  11. 11. Meri Williams, ChromeRose @Geek_Manager
  12. 12. Meri Williams, ChromeRose @Geek_Manager https://twitter.com/Caterina/status/6715084157
  13. 13. Meri Williams, ChromeRose @Geek_Manager GOOD MANAGERS ARE BULLSHIT UMBRELLAS. BUT THEY ARE ALSO A LOT MORE THAN THAT.
  14. 14. Meri Williams, ChromeRose @Geek_Manager Traditional management beliefs are a pile of crap http://commons.wikimedia.org/wiki/File:Elephant_Dung.JPG
  15. 15. Meri Williams, ChromeRose @Geek_Manager WHAT DOES WORK? Sooo….
  16. 16. Meri Williams, ChromeRose @Geek_Manager Across industries, across countries, the best performing teams answer certain questions positively
  17. 17. Meri Williams, ChromeRose @Geek_Manager Predictors of High Performance 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?
  18. 18. Meri Williams, ChromeRose @Geek_Manager
  19. 19. Meri Williams, ChromeRose @Geek_Manager UNDERSTAND MOTIVATION • Purpose • Autonomy • Mastery
  20. 20. Meri Williams, ChromeRose @Geek_Manager 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
  21. 21. Meri Williams, ChromeRose @Geek_Manager Predictors of High Performance (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?
  22. 22. Meri Williams, ChromeRose @Geek_Manager 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.
  23. 23. Meri Williams, ChromeRose @Geek_Manager CREATE SPACE FOR YOUR PEOPLE TO BE THE BEST THEY CAN BE Your job as a manager…
  24. 24. Meri Williams, ChromeRose @Geek_Manager FIND & SHAPE SPACE WHERE YOU CAN BE THE BEST YOU CAN BE Maybe you’re not a manager. As an individual, you need to…
  25. 25. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/psd/8451589322/in/set-72157633230231221
  26. 26. Meri Williams, ChromeRose @Geek_Manager SPACE TO BE AWESOME = + 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
  27. 27. Meri Williams, ChromeRose @Geek_Manager REMINISCENT OF AGILE MANIFESTO? 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/
  28. 28. Meri Williams, ChromeRose @Geek_Manager 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.
  29. 29. Meri Williams, ChromeRose @Geek_Manager CULTIVATE INCLUSION Help people to succeed as themselves. Best predictor of recruitment AND retention? Someone’s ability to agree with: “Someone like me can be successful here”
  30. 30. Meri Williams, ChromeRose @Geek_Manager “OK, BUT HOW ARE YOU GOING TO BEND ‘WORKING SOFTWARE’ TO BE ABOUT PEOPLE, MERI?”
  31. 31. Meri Williams, ChromeRose @Geek_Manager
  32. 32. Meri Williams, ChromeRose @Geek_Manager WHY DO WE VALUE WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION?
  33. 33. Meri Williams, ChromeRose @Geek_Manager WE DON’T KNOW WHAT WE WANT ‘TIL IT’S DONE. To horribly misquote Joni Mitchell…
  34. 34. Meri Williams, ChromeRose @Geek_Manager WE NEED THE FEEDBACK LOOP. WE HAVE TO ITERATE AND LEARN.
  35. 35. Meri Williams, ChromeRose @Geek_Manager
  36. 36. Meri Williams, ChromeRose @Geek_Manager 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.
  37. 37. Meri Williams, ChromeRose @Geek_Manager IS YOUR WORK DESIGNED IN A WAY THAT MAKES IT EFFECTIVE DELIBERATE PRACTICE? CHALLENGING? FEEDBACK? LEARNING? Ask yourself…
  38. 38. Meri Williams, ChromeRose @Geek_Manager AGILE MANIFESTO 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/
  39. 39. Meri Williams, ChromeRose @Geek_Manager PUT DOWN YOUR SWORD. YOU ARE NOT A ROMAN GENERAL.
  40. 40. Meri Williams, ChromeRose @Geek_Manager VALUE THE WHAT OVER 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/)
  41. 41. Meri Williams, ChromeRose @Geek_Manager CLUE / SKILLS MATRIX
  42. 42. Meri Williams, ChromeRose @Geek_Manager
  43. 43. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/8250578@N06/8625641442/
  44. 44. Meri Williams, ChromeRose @Geek_Manager
  45. 45. Meri Williams, ChromeRose @Geek_Manager http://www.flickr.com/photos/provoost/2246718091/
  46. 46. Meri Williams, ChromeRose @Geek_Manager SKILL DEVELOPMENT
  47. 47. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/psd/9613972159/
  48. 48. Meri Williams, ChromeRose @Geek_Manager
  49. 49. Meri Williams, ChromeRose @Geek_Manager https://www.flickr.com/photos/psd/8642795506/
  50. 50. Meri Williams, ChromeRose @Geek_Manager
  51. 51. Meri Williams, ChromeRose @Geek_Manager SPACE TO BE AWESOME = + 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
  52. 52. Meri Williams, ChromeRose @Geek_Manager 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 (direct less, coach more) • Remember the bigger picture, help people have a fulfilling career
  53. 53. Meri Williams, ChromeRose @Geek_Manager GO! FIND/SHAPE/MAKE SPACE BE AWESOME BE INCLUSIVE And thank you for listening  Any questions?

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