10. Delegation Poker
version 1.01
This game is part of the
Management 3.0
course. You can find a
description of the game
at the following
location:
http://www.management30
.com/delegation-poker/
11. 1.Tell: you tell how it has to be done, you decide
2.Sell: you sell a decision, but you decide
3.Consult: You consult the other before making the decision
4.Agree: All agree on the decision (best via consensus)
5.Advise:You advise the others, but the others decide (even
without your agreement)
6.Inquire: ask feedback after decision by team
others decide and inform you about the decision
7.Delegate: no influence, let team work it out
others decide and it can be that you even don't get
informed about it
12. Game: Delegation Poker
Good news!? You have been promoted to manager, and you
have to deal with various and different situations you face.
1. Everyone read the displayed story
2. Everyone choose (privately) one of the 7 cards
3. After everyone has decided, show all cards
4. look at the highest number that was played
5. If the highest number is minority then the score is not counted
6. Keep track of the points people earned
30 minutes
13. Highest number is 7
1 out of 5 choose 7
7 is minority
Everyone scores except 7
14. Highest number is 6
3 out of 5 choose 6
6 is majority
Everyone scores
15. Highest number is 4
2 out of 5 choose 4
4 is minority
Everyone scores except 4
16. Delegation Poker Stories
1. Create Design: A new team consists of five
developers, none of them with experience in Agile
software development. They are going to build a
small e- commerce web application. The team has
learned about emergent design, and they tell you
(their manager) that they want to make their own
decisions about software design issues. You have a
little experience with design yourself, but not
much. What authority level will you give them?
17. 2. Create Architecture: An experienced software
team is asked to build a component that monitors
and regulates the flow of car traffic with smart
traffic lights. There is nothing they can reuse, so
they have to start from scratch. What authority
level for creating the architecture will you give
them now?
18. 3. Choose a New CRM application: Your CRM
application has reached its limits and can’t cope
anymore with the rapidly evolving business needs.
The management appointed you and your team to
lead the study of which tool is best suited for the
organization. This is a first time you deal with such
a project, with global impact on the whole
organization. What authority level for doing the
study will you give them?
19. 4. Organize Entertainment: A new team
consists of a mix of experienced and inexperienced
employees. They plan to organize a game night for
all employees at the office on a Friday night. There
is a fixed budget available. How will you authorize
the team to organize this event?
20. 5. Form Teams: A number of experienced agile
employees claim that the traditional way of
forming teams by management doesn’t work well.
They believe they are capable of forming their own
teams around the projects that are handed to
them. What will you do?
21. 6. Hire Employees: You wish to involve existing
team members in the recruitment and hiring of
new employees. What authority level will you give
them for decisions concerning various job
candidates?
22. 7. Design Product: You’re starting a new
business unit within your company, and you were
able to select a few employees to join you in
building and launching an innovative new product.
A new logo is needed to represent that product.
What authority level will you give the team to
design the logo?
23. 8. Design Process: One of your teams has
delivered an application with major bugs in it,
which cost their customer a lot of money. The team
claims that the custom in-house process was to
blame, and for their next project they want full
authority over their own process, so that they can
implement a bigger and stricter process. What will
you do?
24. 9. Select Tools: Your experienced agile team
wants to throw out the standard development
environment which is in use at your company, and
they want to switch to another they think is a
better match with their project. How will you
authorize them?
25. 10. Organize Trips: Some employees get
together and plan to organize a day trip to the local
zoo for all employees and their families. They ask
the company to provide a small fixed budget for
tickets and some food. What authority level will
you give them?
27. Intro
Delegation
poker Game
How to reach
to self
organization
Techniques
for
delegation
Take away
Our Journey…
5 min
28. self-organization happen through gradual
delegation of authority
management self-organization
self-organization is often complex, not chaotic
Sometimes it needs a little management
and lot of empowerement
41. Situational Leadership
However…
It might be good to distinguish between informing people
(push your opinion) vs. consulting them (pull their opinions)
42. Now let’s get inspired by the two
previous techniques and try to come
up with something that adresses
their limitations
43. Key Decision areas instead
of tasks
Introduce the advise, inquire and
the consult
50. Intro
Delegation
poker
Game
How to
reach to self
organization
Techniques
for
delegation
Take away
Our Journey…
10 min
51. Take away
• Delegation is not something trivial
• Delegation depends on the team maturity and level of
experience
• Self-organization happens through gradual
delegation of authority
• Self-organization happens through
empowerment
• Empowerment requires the existence
of 4 types of trust
• Delegation board serves as roadmap
for self-organization
54. Thanks to
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Editor's Notes
This is an agile principle, what do you think self organized teams are?
Agile teams are self organized in a given framework, in the light of achieving the ultimate objective which is deliver the maximum amount of value to the customer.
What we gonna see today throughout the game are the challenges faced in having self organized teams and then come up with maybe something that can help to reach to this stage a self organized team!
The game will let us identify where to put the cursor, is it towards a complete anarchy or a complete dictatorship…
If the people with the highest number are not a minority, everybody wins points.
But you only win points according to your card’s value.
Another example: suppose only one person chooses 7.
Make sure everyone pays attention to these examples. They make it quite clear how it works.
Suppose 3 people at the table choose 6, the others choose 4 and 5.
You always look at the highest number that was played, in this case 6.
Make sure everyone pays attention to these examples. They make it quite clear how it works.
Suppose 3 people at the table choose 6, the others choose 4 and 5.
You always look at the highest number that was played, in this case 6.
Most Agile books seem to assume that organizations come from the ordered part of the spectrum, and have to “let go” over strict management. But many other organizations (like in my own experience) are in the chaotic part of the spectrum. They need a little bit more management. (I did that by imposing Scrum, and it worked.)
See book: page 102-103
Some managers forget to tell their teams that they trust them.
If you explicitly tell people you trust them you may increase their commitment and loyalty.
See book: page 138-139
I have seen managers requiring certain behavior from employees (for example, “be more disciplined”) while they rarely showed such behavior themselves (for example, never being on time in meetings).
You destroy trust if you don’t lead by example and show the behavior you also expect from others.
See book: page 139-140
Sometimes team members keep asking the manager to help them solve issues. This may be an indication that they don’t trust each other enough to make good decisions. You can increase trust between people in a team by not giving them solutions to their problems. Let them figure it out together first.
See book: page 140
This seems a bit cheesy. But I have it from a book by Scott Berkun. If you don’t trust your own behavior, if you don’t live up to your own value system, then how can you expect other people to trust you?
Trust yourself first, before building trust relationships with others.
See book: page 140-141
So these are the four types of trust. A manager needs to work on all of them.
Now we get more practical...
Adaptive leadership refers to the concept of adapting how we lead a team based on the specific circumstances and how mature the team is in its formation. Team formation follows the stages of Forming, Storming, Norming and Performing
Adaptive leadership refers to the concept of adapting how we lead a team based on the specific circumstances and how mature the team is in its formation. Team formation follows the stages of Forming, Storming, Norming and Performing
Put the 7 levels of authority horizontally on a board.
Determine which teams or individuals are authorized to do what, and at what level.
Put the 7 levels of authority horizontally on a board.
Determine which teams or individuals are authorized to do what, and at what level.
Aligns manager vision with team vision through a common ground on maturity levels on key decision areas
Aligns manager vision with team vision through a common ground on maturity levels on key decision areas
Removes doubts about roles and responsibilitiesPeople should not walk into “invisible electric fences”
Serves as roadmap for gradual delegation of authority and empowerment.
You must treat delegation as an investment. It doesn’t pay back for itself immediately. It takes a while...
See book: page 133-134