An explanation of three responsibilities for development managers and team leaders. http://www.noop.nl http://www.jurgenappelo.com

1. The Purpose of Leadership
Jurgen Appelo
jurgen@noop.nl
version 3
(and Governance)

2. Jurgen Appelo
writer, speaker,
entrepreneur...
www.jurgenappelo.com

3. Goal
What are the responsibilities of a team leader
with self-organizing teams?

4. First...
some background

5. “16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002

6. “16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002

7. “16 Basic Desires”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires
That Motivate Our Actions and Define Our
Personalities. City: Berkley Trade, 2002

8. “Self-DeterminationTheory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. .
Rochester: University of Rochester Press,
2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved

9. “Self-DeterminationTheory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The
Handbook of Self-Determination Research.
Rochester: University of Rochester Press,
2004

10. 10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable

11. “Drive”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth
About What Motivates Us. Riverhead, 2009

12. 10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable

13. 10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable

14. Agenda
Life
Protection
Purpose
Goals
Conclusion

15. The Game of Life
(John Conway)
http://www.bitstorm.org/gameoflife/

32. The Game of Life
1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
simple rules, great results

33. 1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
But does that mean...

34. 1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
No.

35. The actual rules => complicated code
The Game of Life

36. The constraints => a grid, 1 player
The Game of Life

37. Another
example

38. Settlers of Catan
It took minutes to define the constraints
It took years to create and tune the rules
(KlausTeuber)
http://www.wired.com/gaming/gamingreviews/magazine/17-04/mf_settlers

39. complex
non-adaptive
system
we adapt the rules

40. complex
adaptive
system
the system adapts itselfwe adapt the rules
complex
non-adaptive
system

41. A manager / team leader
is not a game designer
Don’t create rules

42. Define constraints (playing field, players)
Let the system create its own rules

43. “Self-organization requires that the system is
surrounded by a containing boundary.This condition
defines the "self" that will be developed during the
self-organizing process.”
http://amauta-international.com/iaf99/Thread1/conway.html

44. Tell1. : make decision as the manager
Sell2. : convince people about decision
Consult3. : get input from team before decision
Agree4. : make decision together with team
Advise5. : influence decision made by the team
Inquire6. : ask feedback after decision by team
Delegate7. : no influence, let team work it out
The Seven Levels of Authority

45. Example: my former business unit
Select product features sell
Select team members consult
Evaluate performance join
Set layout of team work area delegate

46. Example: my party
Date, time, and theme tell
No smoking tell
Food and drinks join
Music selection confirm

50. 1st responsibility of a team leader
Develop the self-organizing system
with constraints, not rules

51. Agenda
Life
Protection
Purpose
Goals
Conclusion

52. Protect people
against bad team formation
Protect people

53. Protect good teams
against non-team players
Protect people

54. Protect shared resources
Energy
?

55. Protect shared resources
BudgetsEnergy

56. Protect shared resources
BudgetsEnergy
Environment
?

57. Protect shared resources
Budgets
Office space
Energy
Environment

58. Protect shared resources
Budgets
Office space
Energy
Environment
Food
?

59. Protect shared resources
Budgets
Office space
System admins
Energy
Environment
Food

60. The 4 I’s
Institutions create trust to accept common rules
Coping with theTragedy of the Commons
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

61. The 4 I’s
Institutions create trust to accept common rules
Coping with theTragedy of the Commons
Information increase understanding of situation
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

62. The 4 I’s
Institutions create trust to accept common rules
Coping with the Tragedy of the Commons
Information increase understanding of situation
Identity increase social belonging across teams
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

63. The 4 I’s
Institutions create trust to accept common rules
Coping with theTragedy of the Commons
Information increase understanding of situation
Identity increase social belonging across teams
Incentives address the need to improve oneself
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html

64. 2nd responsibility of a team leader
Protect the self-organizing system
by caring for people
and shared resources

65. Agenda
Life
Protection
Purpose
Goals
Conclusion

66. “We humans are obsessed with purpose. […]The
question of purpose, which doesn’t necessarily have
to have an answer, is one that leaps to the front of
the human mind, whether it is appropriate or not.”
- Richard Dawkins
http://richarddawkins.net/articles/3956

67. What is the purpose of my car?
Extrinsic purpose => make me a happy driver
(also called teleology)
This purpose is assigned by the “caretaker”

68. What is the purpose of a blob fish?
Intrinsic purpose => survive and reproduce
(also called teleonomy)
This purpose is actually just a “trend”

70. What is the purpose of my kids?
Intrinsic purpose => survive and reproduce

71. What is the purpose of my kids?
Intrinsic purpose => survive and reproduce
Extrinsic purpose => make me a happy father

72. What is the purpose of my kids?
Intrinsic purpose => survive and reproduce
Extrinsic purpose => make me a happy father
Emergent purpose => wear pink clothes
say “no” to everything

73. What is the purpose of a team?
?

74. What is the purpose of a team?
Deliver business value?

75. What is the purpose of a team?
Have a great job?

76. What is the purpose of a team?
Earn a good living?

77. What is the purpose of a team?
Do as little as possible?

78. What is the purpose of a team?
Work for shareholder value?

79. What is the purpose of a team?
Deliver on time, within budget?

80. What is the purpose of a team?
Sustain the economy and environment?

81. 3 kinds of purpose for a team

82. Intrinsic purpose of a team
Produce software
a “trend” among teams

83. Extrinsic purpose of a team
Make money (example)
assigned by caretaker

84. Emergent purpose of a team
Be a winning team (example)
chosen by the team

85. 3rd responsibility of a team leader
Direct the self-organizing system
by caring for the whole

86. Agenda
Life
Protection
Purpose
Goals
Conclusion

87. We all care about our purpose
Therefore we set goals

88. Let’s ignore the (subtle) differences for now…
goal
vision
mission
objective
intent
target
aim

89. Keep it simple
Commander’s intent
A goal in just a few
lines of text

90. Goal checklist
specific and understandable
simple and concise
manageable and measurable
memorable and reproducible
attainable and realistic
ambitious and stimulating
actionable and assignable
agreed-upon and committable
relevant and useful
time-bound and time-specific
tangible and real
excitable and igniting
inspiring and visionary
value-based and fundamental
revisitable and assessable
OK, maybe that’s a bit too much guidance…

91. Bad example 1
We are committed to providing
outstanding customer
experience, to being a great
place to work, a thoughtful
steward of the environment and
a caring citizen in the
communities where we live and
work.We are passionate about
sustainably connecting people
and places and improving the
quality of life around the world.

92. Bad example 2
As a company, and as individuals, we
value integrity, honesty, openness,
personal excellence, constructive self-
criticism, continual self-improvement,
and mutual respect. We are
committed to our customers and
partners and have a passion for
technology. We take on big
and pride ourselves on seeing them
through. We hold ourselves
accountable to our customers,
shareholders, partners, and employees
by honoring our commitments,
providing results, and striving for the
highest quality.

93. Good example 1
Our mission is to organize the world’s
information and make it universally
accessible and useful.

94. Good example 2
We help people save money so they
can live better.

95. Do not allow individual stakeholder goals to
replace extrinsic and emergent goals

96. Goals are not meant to...
Intimidate people if they cannot achieve them

97. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline

98. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses

99. Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
Overload people with too many objectives

100. “Management by Objectives”
Everything starts with the purpose of a business.
Peter F. Drucker

101. “ELIMINATE Management by Objectives”
Eliminate numerical goals, quotas and bonuses.
W. Edwards Deming

102. “ELIMINATE Management by
Objectives”
Eliminate numerical goals, quotas
and bonuses.
W. Edwards Deming
?
“Management by Objectives”
Everything starts with the purpose of
a business.
Peter F. Drucker

103. Purpose is important
but should not be pushed with incentives
Thus...
http://www.amazon.com/gp/product/1594488843?ie=UTF8&tag=noopnl-
20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1594488843

104. Remember to communicate your goals

105. Agile Goals
1. Serve a higher purpose, not the leader’s own
agenda
2. Context-dependent criteria, not only SMART
3. Not connected to incentives, no extrinsic
motivation
4. Communicated and updated frequently

106. Compromise on extrinsic and emergent goals

107. Agenda
Life
Protection
Purpose
Goals
Conclusion

108. develop the team
set constraints,
not rules

109. protect people,
and shared resources

110. direct the team
with extrinsic goals

111. 3 responsibilities for a team leader

112. Emergent purpose of a team

113. the end

114. Q & A

115. m30.me/happiness

116. @jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl

117. http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at jurgen@noop.nl.