Kharkiv PMDay 2017 Віктор Беженар - "Delegation and Empowerment: lessons learned"

1. Lessons Learned
DELEGATION AND EMPOWERMENT
Viktor Bezhenar, Account Delivery Manager @Levi9,
Kharkiv PM Day, March 2017

2. WHO I AM?
• 5+ years in team
leadership/management
positions
• Levi niner
• CSM, CSPO by Scrum Alliance
• Expertise in project, process,
product management
• Math Graduate KNU, 2012
• Management and Leadership
PMD, MIM-Kyiv, 2015
• Experience in sales, marketing,
technology
• Entrepreneur by heart
• Conference Speaker

3. DECEMBER 2015
• Started with a new project
Scrum Team – 5 people
• A few more dying assignments
• Desire to change status quo

4. FEBRUARY 2017
Team Gouda
Team Maasdam
Nu Adverteren
Click Tracker
Leyden SLA
Outstaffing
Schoolbank
Startpagina
Team 4
<=20 FTE <=40 FTE

5. HOW IT ENDED UP
No Managers,
only Scrum
masters grown
Managers &
Scrum Masters
for SLA & Click
Tracker + growing
SMs from the
team leads

6. IF I WOULD NOT START TO DELEGATE
I would rather not grow or I would burn out

7. HOW I WAS ABLE TO MANAGE ALL THAT?

8. BEING A MANAGER AS A CATALYST
IT IS ALL ABOUT PEOPLE

9. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making

10. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making
• Always be involved

11. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making
• Always be involved
• Believe to your gut feeling

12. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals

13. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed

14. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed
• Share your and customer’s feedback

15. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed
• Share your and customer’s feedback
• Tell exactly what do you expect:
• Make and keep the customer happy;
• Gain the specific expertise
• Being focused on maximization of
deliverables
• Building the best Scrum or whatever
else

16. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal

17. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support

18. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support
• Don’t create a motivational debt by being
bossy: people must be asked to do a job

19. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support
• Don’t create a motivational debt by being
bossy: people must be asked to do a job
• When people have not agreed to do
something you don’t have their commitment

20. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative

21. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative
• Involve in decision making

22. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative
• Involve in decision making
• Be active on performance reviews
• Give the feedback correctly

23. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Select People
Set
Expectations
Motivate and
Encourage
People
Develop
People

24. GARDEN AND GARDENER METAPHORE

25. YOU HAVE TO START IT UP

26. LIVING SYSTEMS GROW FAST IN THE BEGINNING
AND REACH A LEVEL OF MATURITY
Mature systems don’t need to be looked after as often as the young systems.
They are experienced enough to fix most of their own problems

27. • Occasionally show up on the
meetings
• Run some retros
• Have regular one on ones with the
Scrum Masters and key people
• Support if anything unexpected,
irregular happening
• Be present on the performance
reviews of your people
THEN YOU NEED TO CHECK UP

28. OTHERWISE
Your garden may grow in another direction

29. MANY LIVING TEAMS HAVE A CERTAIN LIFE
EXPECTANCY
When living systems get old, more and more time and
energy are needed to sustain them. So it is completely
fine to replace old by new.

30. HOW TO MAKE DELEGATION OF LEADERSHIP
POSSIBLE?
The primary focus of any manager should be to energize people,
to make sure that they actually want to do all that stuff

31. THE BEST MANAGERS ARE WIZARDS
They help heroes overcoming tough challenges, but they
never do the work for them

32. BE THE EXAMPLE AS A PROFESSIONAL
SHOW THE ATTITUDE
WITHOUT THAT YOUR STEP UP WILL BE AN
OCCASION BUT NOT A MERIT

33. 2 FEARS OF DELEGATION

34. FEAR 1: LOSS OF CONTROL
It is no single
person who
has a
complete
picture of
everything
happening..

35. BY GIVING AUTHORITY TO THE TEAM YOU
DELEGATE THE WORST: MICROMANAGEMENT
YOU CREATE A “MICROMANAGEMENT BY THE
TEAM”

36. FEAR 2: LOSS OF AUTHORITY AND POWER

37. GIVING POWER TO YOUR PEOPLE DOES NOT
DIMINISH YOUR OWN STATUS.
IT IS MORE LIKELY TO INCREASE IT.

38. SO ONCE AGAIN: HOW I WAS ABLE TO
SUCCESSFULLY MANAGE ALL THAT??

39. DECIDE WHAT TO DELEGATE

40. DECIDE WHEN TO DELEGATE

41. DECIDE WHOM TO DELEGATE

42. DECIDE HOW TO DELEGATE

43. APPLY AUTHORITY MATURITY MODEL

44. EXAMPLE FROM THE TMS ACCOUNT

45. • Be a manager as a catalyst – interact with your people within
4 core activities
LESSONS LEARNED

46. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
LESSONS LEARNED

47. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
LESSONS LEARNED

48. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
LESSONS LEARNED

49. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?
LESSONS LEARNED

50. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?
• Maturity & Authority model to monitor success
LESSONS LEARNED

51. GROW YOUR MATURE TEAMS
AND DELEGATE!
Viktor Bezhenar
Viktor Bezhenar
vityawassup
viktor.bezhenar@gmail.com