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Team alignment and engagement Agile Cymru 2016

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Alignment is the basis of team engagement

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Team alignment and engagement Agile Cymru 2016

  1. 1. Beliminal Team Alignment and Engagement July 2016
  2. 2. BeliminalAgile Cymru Team Alignment and Engagement - Outline What is a team ? Alignment, the basis of team engagement Deepening team engagement through meaningful work Relationships and connection
  3. 3. Beliminal Conditions for High Performing Teams Pub 2002, Based on 30 years research Work teams perform poorly when leaders have focused on the wrong things in designing or supporting them No leader can make a team perform well. But all leaders can create conditions that increase the likelihood that it will. Agile Cymru
  4. 4. Beliminal Conditions for increasing team success Being a Real Team Shared Task Bounded Stable Interdependent Agile Cymru Source: Hackman – Leading Teams
  5. 5. Beliminal Conditions for increasing team success Compelling Direction Clear goals Clearly state how the team contributes to the organization so that the team is aware of their own contribution to the overall mission. Agile Cymru Source: Hackman – Leading Teams
  6. 6. Beliminal Conditions for increasing team success Enabling Structure Collective work products Task is meaningful to me Autonomy is good - but the boundaries are clearly understood Norms of conducts – standards of behaviours Agile Cymru Source: Hackman – Leading Teams
  7. 7. Beliminal Conditions for increasing team success Supportive Context Positive Rewards for excellent team performance Training and technical expertise when it is needed - Team fitness Information is readily available to provide data to plan and execute the work Sufficient material resources Agile Cymru Source: Hackman – Leading Teams
  8. 8. Beliminal Conditions for increasing team success Expert Coaching Must be easily available and on demand Type and timing is important Beginning, Middle and End Agile Cymru Source: Hackman – Leading Teams
  9. 9. Beliminal Alignment, the basis of team engagement Agile Cymru
  10. 10. Beliminal Biggest Causes of Disengagement Staff cannot understand how they plug into the organisational strategy When they don’t understand why what is happening at work has an effect on them. Employees who don’t understand the roles they play in company success are more likely to become disengaged. Agile Cymru
  11. 11. Beliminal Alignment to Strategy & Direction Metrus Group Survey 2012 Only 14% of the organizations polled report that their employees have a good understanding of their company’s strategy and direction Forbes July 2013 Survey of 20 Australian Companies Even in high-performing companies with “clearly articulated public strategies,” only 29% of their employees can correctly identify their company’s strategy out of six choices. Agile Cymru
  12. 12. Beliminal What can I do? Derek Luckhurst ex (L&G) … The What, the Why, and the What Else What were the other options? Why were they rejected? What else did you think of? This lays the groundwork for trust, transparency and understanding … Agile Cymru
  13. 13. Beliminal Deepening Team Engagement Meaningful Work Agile Cymru
  14. 14. Beliminal Meaningful Work Doesn’t have to be a profound importance to Society Perceive your work as contributing value to something or someone who matters (team, self or family) • Useful and high quality product • Provide a service for your community • Focus on Customer Care Make it personal … Agile Cymru Source: HBR's 10 Must Reads on Teams - The Power of small wins
  15. 15. Beliminal What can I do? Purpose Statement … It says, “This is what we’re doing for someone else.” ING (“Empowering people to stay a step ahead in life and in business”) the Kellogg food company (“Nourishing families so they can flourish and thrive”) Align & support personal goals
  16. 16. Beliminal Aligning Team to Organisational Strategy Overall Product Purpose Reach Engagement Resources Team Purpose … We build a tool that enables high uptake of easy to make high quality formats Uptake : Number of users, # of content items created High Quality Formats : % of people finishing a quiz, quality of output Easy : Design Time, Qualitative Feedback, low # of support requests Agile Cymru
  17. 17. Beliminal Stripping work of its meaning …. Dismiss the importance of employees work or ideas Destroy sense of ownership, Frequent and abrupt reassignments Solutionising for teams The work may never see the light of day Neglect to inform team members of changes in customer priorities Confusion of long or short term goals, Constrained of ownership, lacking resources, lack sufficient time to focus on meaningful work, “punish” failure Agile Cymru Source: HBR's 10 Must Reads on Teams - The Power of small wins
  18. 18. Beliminal Relationships & Connection Agile Cymru
  19. 19. Beliminal Quality of Relationships I asked you to think about your values at the beginning of the presentation … If you were honouring those values how would you want to be with each other if you were a team ?? Agree a set of team values Agile Cymru
  20. 20. Beliminal Quality of Relationships How would you teams feel if you worked like that every day? How many experience those shared values on a daily basis? Agile Cymru
  21. 21. Beliminal Lessons from the longest study on happiness Robert Waldinger : Director of a the Harvard Study of Adult Development a 75 year old study Started in 1938 268 Harvard Sophomores 456 12-16 yo boys from inner city Boston Good relationships keep us happier and healthier. Close Relationships Quality not Quantity of Relationships Stable, supportive marriages Society places a lot of emphasis on wealth and "leaning in" to our work People who fared the best were the people who leaned in to relationships, with family, with friends, with community." Agile Cymru
  22. 22. Beliminal Poor quality relationships John & Julie Gottman 40 Years of relationship research 69% of relationship issues are perpetual Predicted with 91% accuracy if a relationship would last Successful Relationships: • 5:1 Ratio of positive to negative interactions • Increasing positive interactions during conflict • Reducing negative interactions during conflict Agile Cymru
  23. 23. Beliminal 4 relationship toxins Blame or Criticism Defensiveness Contempt Stonewalling Agile Cymru
  24. 24. Beliminal Blame or Criticism A complaint addresses a specific failed action. A criticism adds some negative words about your partner’s character or personality. People are often critical if they have an unmet want or need We often make up our own story about what is happening beyond what is true Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  25. 25. Beliminal Defensiveness Defending one’s position with no attempt to move to problem solving We often defend ourselves when being criticised We may not know how to move beyond our feelings of vulnerability to listen to what the other person is saying We defend our actions in an attempt to be understood It’s ineffectual because the other person doesn't feel heard Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  26. 26. Beliminal Contempt Includes sarcasm, belittling, mocking, cynicism, name calling, and hostile humor. Contempt is often a direct put down of another person. It often happens when we are feeling powerless or inferior. It serves the purpose of making the person who is being contemptuous feel more in control or superior. Unfortunately, those feelings are often short-lived and contempt can do considerable damage to the relationship. Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  27. 27. Beliminal Stonewalling Includes cutting off communication, the silent treatment, refusing to engage and withdrawal. The desire of the person who is stonewalling is to feel safe. Trying to improve performance can feel unsafe. Stonewalling is toxic because there is no way for the relationship system to connect or move toward joint problem solving. Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  28. 28. Beliminal Antidotes to Team Toxins Make Requests - Address the behaviour you don’t like - Use “I “ Statements 2% Truth - Often we can’t identify with criticism - What if 2% of what they say is true Ventilate - Provide a safe container to clear what they are feeling - As a coach be neutral Take a time out - If emotion is too high to access clear thinking Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  29. 29. Beliminal Antidotes to Team Toxins Notice Rather than interpret - What are the facts - Distinguish between facts, thoughts and feelings Curiosity - Inquisitive interest in other people's concerns Find common ground - pay attention to shared interests and common ground Reach Out - Repair Bids Articulate Emotions - When feelings are shared openly and honestly trust is built Agile Cymru Source: Barbara Blumenthal, CRR Global & Gottman
  30. 30. Beliminal Not Feeling Valued Feeling spoken to with condescension and lack of respect Being treated unfairly Not feeling appreciated Not being listened to or feeling heard Someone else taking credit for my work Being kept waiting Someone else’s sloppy work on a project I’m overseeing Feeling criticized or blamed Unrealistic deadlines People who think they know it all Agile Cymru Source : Schwartz, McCarthy, Gomes, - The Way We're Working Isn't Working
  31. 31. Beliminal What are your key take aways ? What action are you going to take based on what you have learnt? Agile Cymru
  32. 32. Thankyou BeliminalAgile Cymru Relationship Systems Work for Agile Coaches http://crruk.arlo.co/schedule

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