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Respect for People
Lean’s Neglected Pillar
Jon Terry
Introductions
Before joining Planview as Chief Evangelist, Lean-Agile Strategy,
Jon Terry was co-CEO and co-founder of LeanKit. Before
LeanKit, Jon held a number of senior IT positions with hospital-
giant HCA and its logistics subsidiary, HealthTrust Purchasing
Group. He was among those responsible for launching HCA’s
adoption of Lean-Agile methods. Jon earned his Global
Executive MBA from Georgetown University and ESADE
Business School in Barcelona, Spain, and his Masters Certificate
in Project Management from George Washington University. He
is a Project Management Professional, a Certified Scrum Master,
a Kanban Coaching Professional, is certified in the Lean
Construction Institute’s Last Planner Method, and trained in the
SAFe Lean Systems Engineering method.
Emerging Leaders
Chris Riesgo Claire George
David NealAlex GlabmanCarl Nightingale
Jim Cowart
Kai Passo Katie St. Francis
Liz Llewellyn-Maxwell Naomi Crowson Mohammed Khalid
Michael Cavopol
Yes. Sure. Of Course. But How?
Not Much Help Here
Nor Here
The Toyota Way has two
main pillars: continuous
improvement and respect
for people. - Katsuaki
Watanabe
Motivation
Belief in the intrinsic
motivation of clear purpose
vs extrinsic motivation
driven by rewards &
punishment
Customers
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Autonomy with
Safety
Make Team
Success The
Goal
Humble,
Hungry, Smart
Build People,
Then Products
Ensure
Cross-Team
Alignment
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
ContinuousImprovement
RespectForPeople
Relentless
Focus on Delivery
RespectForPeople
Visualize
Workflow
Eliminate
Waste
Experiment
to Create
Knowledge
Build
Quality In
Defer
Commitment
Deliver JIT
Optimize the
Whole
Customers
Measure to Manage
Focus on rapid flow of
value & fast feedback
loops vs up-front planning
& high utilization of all
resources
Success Factors
Building blocks of a Lean-Agile culture
Allocate work to teams,
not people to projects
Respect for whom?
1. Go See - Profound knowledge about potential
process or product improvements starts with observation
2. Ask Why - Ask open-ended questions based on
observing actions, not on assumptions. Use 5 Why's to
find root cause and real needs vs surface asks
3. Show Respect- Assume the team on the
ground knows more about their specific context than you
or their manager. But avoid embarrassing them, too
Team?
Bad
Typical ad hoc, time-sliced
allocation of individuals to work
forces a person to be part of many
‘teams’, preventing development of
team culture and not allowing
process stability for kaizen
Context
Switching
Team?
Best
Dedicated, long-lived cross-
functional product teams of 5-9
people (up to 15 for big hairy
problems) who have the skills
needed to handle 80% of work
without dependencies
Context
Switching
Team?
Acceptable
Service centers where rare
specialists work together as a team
to manage a shared queue of
demand coming from other teams.
Component teams if you must
Context
Switching
Factors to Consider
● Ideal team is 5-9 cross functional and product focused - if speed is crucial
& architecture is decoupled
● OK to grow to 15 if you can’t otherwise cover all functions or dependencies
● Above that is sharply less productive and predictable
● Bigger teams can generate scope creep as people end up with slack time
in which to start non-prioritized work. "Hey, I've got some free time!"
● Component teams are inherently dependent upon one another, limiting
sequencing options and reducing predictability
● Cross functional does require a strong focus on skills development to
allow staffing of truly independent teams while encouraging consistency
Work Cells: Stability for delivery & kaizen
Career Management
Hiring
Training
Standards
Mentoring
Squad
Delivery
Has skills for 80% of work - X-
Functional or Service Center
Located together (physically or
virtually)
Work assigned to the squad not
squad members
Member can belong to only 1 squad
Guild
Guilds and Squads
Web 1 Web 2 Mobile
Arch, Tools
& Auto
Analytics
Platform
Ops
Business
Enablement
Product Management
Design / Architecture
Development
Testing
Deployment / Operations
Mentoring Management
Foundation for a healthy human system
The role of management is to
change the process rather
than badgering individuals to
do better - Edwards Deming
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Humble. Hungry. Smart
A Lean-Agile company has no
place for brilliant jerks. You
are the gatekeeper
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Towards Mastery
The people build the product,
the manager’s job is to build
the people
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Purpose Ad Nauseum
If they don’t know The Goal
they can’t find the bottleneck
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
No norming without storming
To achieve implicit trust a
leader must mine for conflict
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Autonomy not anarchy
Establish boundaries then
allow space for failure in
order to achieve innovation
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Elevate yourself out of a job
Successful leaders move
beyond team supervision to
focus on company goals
Customers
Build People,
Then Products
Build a
Cohesive
Team
Create Clarity
& Over-
Communicate
Grant the Team
Autonomy with
Safety
Ensure
Cross-Team
Alignment
Hire Ideal
Team Players
Watch the
Baton not the
Runner
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Productivity not busyness
Our focus is the throughput of
the cross-functional team not
activity of its members
Respectful People
Respect is a two way street
Not finance. Not strategy. Not
technology. It is teamwork
that remains the ultimate
competitive advantage, both
because it is so powerful and
so rare. - Patrick Lencioni
Humble. Hungry. Smart
Not everyone is a social
butterfly, but you absolutely
can get better
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Be respect worthy
In the tech world, if you’re not
staying ahead of the trends
you’re falling behind
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Be purpose driven
If the mission is unclear, don’t
stop asking until you
understand
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Invest in relationships
Strive for implicit trust. It’s
not easy. Keep working at it
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Dissent Beforehand
Absolutely discuss and
dissent when planning with
your team. But once you
decide, it’s done
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to
Team Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
No False Harmony
If you bottle up disagreement
it will explode in a crisis. Get
it out when things are safe.
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
Only the end result matters
Individual productivity is
irrelevant if the team isn’t
winning
Customers
Build Trust
with
Teammates
Understand
the Purpose
Commit to Team
Decisions
Make Team
Success Your
Goal
Be a Ideal
Team Player
Continuously
Develop Your
Strengths
Engage in
Constructive
Conflict
Mentoring
Management
RespectForPeople
ContinuousImprovement
Relentless
Focus on Delivery
leankit.com/learn
• Articles
• E-books
• Webinars
• Templates
• Case Studies
Key Reading
The Ideal Team Player
- Patrick Lencioni
Turn the Ship Around
- David Marquet & Stephen Covey
Team of Teams: New Rules of Engagement for a Complex World
- Stanley McChrystal et al
The Essential Drucker
- Peter Drucker
Drive: The Surprising Truth About What Motivates Us
- Daniel Pink
Online
The fundamental task of
management remains the
same: to make people
capable of joint performance
through common goals,
common values, the right
structure, and the training and
development they need to
perform and to respond to
change - Peter Drucker
Jon Terry: Respect for People Lean's Neglected Pillar

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Jon Terry: Respect for People Lean's Neglected Pillar

  • 1. Respect for People Lean’s Neglected Pillar Jon Terry
  • 2. Introductions Before joining Planview as Chief Evangelist, Lean-Agile Strategy, Jon Terry was co-CEO and co-founder of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital- giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean-Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
  • 3. Emerging Leaders Chris Riesgo Claire George David NealAlex GlabmanCarl Nightingale Jim Cowart Kai Passo Katie St. Francis Liz Llewellyn-Maxwell Naomi Crowson Mohammed Khalid Michael Cavopol
  • 4. Yes. Sure. Of Course. But How?
  • 7. The Toyota Way has two main pillars: continuous improvement and respect for people. - Katsuaki Watanabe
  • 8. Motivation Belief in the intrinsic motivation of clear purpose vs extrinsic motivation driven by rewards & punishment Customers Build a Cohesive Team Create Clarity & Over- Communicate Autonomy with Safety Make Team Success The Goal Humble, Hungry, Smart Build People, Then Products Ensure Cross-Team Alignment RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 9. ContinuousImprovement RespectForPeople Relentless Focus on Delivery RespectForPeople Visualize Workflow Eliminate Waste Experiment to Create Knowledge Build Quality In Defer Commitment Deliver JIT Optimize the Whole Customers Measure to Manage Focus on rapid flow of value & fast feedback loops vs up-front planning & high utilization of all resources
  • 10. Success Factors Building blocks of a Lean-Agile culture
  • 11. Allocate work to teams, not people to projects
  • 12. Respect for whom? 1. Go See - Profound knowledge about potential process or product improvements starts with observation 2. Ask Why - Ask open-ended questions based on observing actions, not on assumptions. Use 5 Why's to find root cause and real needs vs surface asks 3. Show Respect- Assume the team on the ground knows more about their specific context than you or their manager. But avoid embarrassing them, too
  • 13. Team? Bad Typical ad hoc, time-sliced allocation of individuals to work forces a person to be part of many ‘teams’, preventing development of team culture and not allowing process stability for kaizen Context Switching
  • 14. Team? Best Dedicated, long-lived cross- functional product teams of 5-9 people (up to 15 for big hairy problems) who have the skills needed to handle 80% of work without dependencies Context Switching
  • 15. Team? Acceptable Service centers where rare specialists work together as a team to manage a shared queue of demand coming from other teams. Component teams if you must Context Switching
  • 16. Factors to Consider ● Ideal team is 5-9 cross functional and product focused - if speed is crucial & architecture is decoupled ● OK to grow to 15 if you can’t otherwise cover all functions or dependencies ● Above that is sharply less productive and predictable ● Bigger teams can generate scope creep as people end up with slack time in which to start non-prioritized work. "Hey, I've got some free time!" ● Component teams are inherently dependent upon one another, limiting sequencing options and reducing predictability ● Cross functional does require a strong focus on skills development to allow staffing of truly independent teams while encouraging consistency
  • 17. Work Cells: Stability for delivery & kaizen Career Management Hiring Training Standards Mentoring Squad Delivery Has skills for 80% of work - X- Functional or Service Center Located together (physically or virtually) Work assigned to the squad not squad members Member can belong to only 1 squad Guild
  • 18. Guilds and Squads Web 1 Web 2 Mobile Arch, Tools & Auto Analytics Platform Ops Business Enablement Product Management Design / Architecture Development Testing Deployment / Operations
  • 19. Mentoring Management Foundation for a healthy human system
  • 20. The role of management is to change the process rather than badgering individuals to do better - Edwards Deming
  • 21. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Humble. Hungry. Smart A Lean-Agile company has no place for brilliant jerks. You are the gatekeeper
  • 22. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Towards Mastery The people build the product, the manager’s job is to build the people
  • 23. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Purpose Ad Nauseum If they don’t know The Goal they can’t find the bottleneck
  • 24. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery No norming without storming To achieve implicit trust a leader must mine for conflict
  • 25. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Autonomy not anarchy Establish boundaries then allow space for failure in order to achieve innovation
  • 26. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Elevate yourself out of a job Successful leaders move beyond team supervision to focus on company goals
  • 27. Customers Build People, Then Products Build a Cohesive Team Create Clarity & Over- Communicate Grant the Team Autonomy with Safety Ensure Cross-Team Alignment Hire Ideal Team Players Watch the Baton not the Runner Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery Productivity not busyness Our focus is the throughput of the cross-functional team not activity of its members
  • 28. Respectful People Respect is a two way street
  • 29. Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. - Patrick Lencioni
  • 30. Humble. Hungry. Smart Not everyone is a social butterfly, but you absolutely can get better Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 31. Be respect worthy In the tech world, if you’re not staying ahead of the trends you’re falling behind Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 32. Be purpose driven If the mission is unclear, don’t stop asking until you understand Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 33. Invest in relationships Strive for implicit trust. It’s not easy. Keep working at it Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 34. Dissent Beforehand Absolutely discuss and dissent when planning with your team. But once you decide, it’s done Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 35. No False Harmony If you bottle up disagreement it will explode in a crisis. Get it out when things are safe. Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 36. Only the end result matters Individual productivity is irrelevant if the team isn’t winning Customers Build Trust with Teammates Understand the Purpose Commit to Team Decisions Make Team Success Your Goal Be a Ideal Team Player Continuously Develop Your Strengths Engage in Constructive Conflict Mentoring Management RespectForPeople ContinuousImprovement Relentless Focus on Delivery
  • 37. leankit.com/learn • Articles • E-books • Webinars • Templates • Case Studies Key Reading The Ideal Team Player - Patrick Lencioni Turn the Ship Around - David Marquet & Stephen Covey Team of Teams: New Rules of Engagement for a Complex World - Stanley McChrystal et al The Essential Drucker - Peter Drucker Drive: The Surprising Truth About What Motivates Us - Daniel Pink Online
  • 38. The fundamental task of management remains the same: to make people capable of joint performance through common goals, common values, the right structure, and the training and development they need to perform and to respond to change - Peter Drucker