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Extreme Leadership - How To Unleash The Full Potential In People And Teams
- 1. - how to unleash the full potential in people and teams Extreme Leadership
- 2. ”And remain completely silent for the next week, so that the inflammation in your vocal cords can heal properly.” Nice doctor, who gave me a lot of drugs 2
- 3. Sofie Ek 3 Senior manager Agile coach
- 5. What do all successful teams I ever worked with have in common? 5
- 6. Happiness 6
- 8. But seriously – what does? 8
- 9. What fundamental attitudes and values are requirements for happiness to be sustained in a team? 9
- 11. Purpose 11
- 12. 12
- 13. Respect 13
- 14. 14
- 15. Trust 15
- 16. Retrospective Prime Directive 16 “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”
- 17. Exploration 17
- 19. Ownership 19
- 20. Candy Crush Jelly Team Test 20
- 21. Togetherness 21
- 23. Try it! 23
Editor's Notes
- To me agile is about finding ways of working that embrace change
- If you want to practise extreme leadership, your mission becomes to create the prerequisites of happiness. Let’s wait with the beer and the fool and ask ourselves the following question:
- This is a figure that I use quite a lot with my teams. Every time you want to develop something – these three questions are very relevant. Which would you start with? Before you create och change anything – make sure you agree on the why. Sounds like a no-brainer, but I can’t tell you how often I see teams being asked to build something without ever discussing what problem they are trying to solve or what effect they are trying to create. The why always comes from a business need or a business opportunity. Now I feel developers in here thinking ”If that is the way we should think, we will never get to work on quality”. Yes you will! Quality can have huge impact on business – even if the end customer doesn’t experience problems, the developer could have spent their time making new awesome things if they weren’t busy fixing bugs! Ask yourself if your team knows why you are building stuff. Make sure you know.
- The kind of respect you get like this and the kind of respect I want to talk about are two very different beasts. Respect in a team comes in two parts – respect for each other as people and respect for the different roles and perspectives that we have. That is the whole point of having a team – to get many perspectives working together.
- If we take a look at this again. One of the most disrespectful things I see project owners do is to come up to a team and say this is what you are going to build and this is how you are going to do it. And if the product owner is a retired developer, she just might throw in an estimate just for good measure. ”You are going to build this, you are going to build it in this way and it is going to take two days. ” Now you are completely ignoring all the knowledge in the team that could have been utilized if you had come with the why instead. On the other hand, project owners often don’t get the respect they need or deserve for their role and their perspective. Prioritizing is about chosing something over something else. Clean cut decisions are rare. It is hard work. Ask yourself how you can increase the respect in your teams.
- This is like the worst thing you can say to someone. It’s just mean. But I often see the concept of trust being missused this way, as a guilt trip. Real trust does not look like this. I think you can strip away almost everything from the agile frameworks if you don’t think it adds anything, but there is one thing I would never take away, and that is the retros.
- There are good experiments and less good experiments. Having the mindset of explorers does not mean just walking off aimlessly into the jungle without a map. Create the time, the space and the context for contained experiments. In agile, we have the concept of ”failing fast”. That might sound a bit counter-intuitive – why would you want to do that? But building good products is about making good decisions – it is a game of information – you want to learn as much as possible about your options and you want to do it as fast as possible. Ask yourself how you can grow this kind of mindset in your teams – what would it take?
- You want to create an environment where contribution is valued in itself. Not just valuing good suggestions and ideas but valuing the act of contribution. If you put too much emphasis on the quality of the suggestion, you will foster a culture where only some people dare to suggest and you will lose out on many great ideas, because nobody spoke up. Sometimes, you have to plough trough a lot of crazy ideas to find the good one. Ask yourself if you are giving people credit for the quality of their ideas or for their contributing to the discussion. These two ways foster different cultures.
- Ownership is a very overused word for something that is actually quite rare. This is not what it means. Ownership is not the same thing as responsibility – you can give someone responsibility´, but ownership is something you take on volontaringly. Ownership comes from people daring to care. When you care about something, you are very exposed. You could get hurt. And nobody likes that. So what is the safe option here, if you don’t want to get hurt? You stop caring. ”I don’t care!” To make people dare to care, you have to create a safe environment where caring is encouraged.
- This drawing gives me the creeps. Forced team building is not a good way to build teams. First, you actually have to stop thinking about the team as something you build, something you construct. A team is just the sum of all relationships within the team. If you want to practise extreme leadership, it is you mission to care about these relationships. You want people to know each other, because there is no process or framework in the world that could ever beat the ease and efficiency of human relationships. People who know each other and trust each other get things done. It is as simple as that. How can you create this togetherness, this feeling of trust within your teams? Could the beer actually be an option at this point? Yes! If that is the glue you need to start making these real, human connections then by all means