The Story of Teams Autonomy and Servant Leadership
When faced a tremendous growth, company may have a problem - how to motivate all their employees and set them for success? One of the possible solutions we experimented with at Booking.com was idea of having autonomous teams - teams without direct managers (team leads) and where each and every member was equally responsible for team dynamics and perfromance. We believed that through providing autonomy, people will drive their own and company's performance. It was partially true but also not. We had to stop the experiment, but we gained many useful learnings, which helped us improve the way teams are working. Not giving up with autonomy, Booking.com re-introduced team leads back as servant-leaders - people who drive and control team's autonomy and who can adjust to the situation. In this talk you will be guided through the story of team leaders evolution at Booking.com. You will learn how did autonomous teams perform and what was great about it, will also learn some lessons we learned, and get some insights on how teams are organised today in the organisation with more than 1,500 people in IT.
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The Story of Teams Autonomy and Servant Leadership
- 1. The Story of Teams Autonomy and Servant Leadership Georgiy Mogelashvili
- 2. Georgiy Mogelashvili 10+ years in IT 4 years at Booking.com 2,5 years as a Team Lead
- 3. 1. Three main stages of a Team Lead evolution at Booking.com 2. Autonomy – good or bad? 3. Servant Leadership Agenda
- 7. 2014 6,000+ employees 400+ in IT 2018 15,000+ employees 1,500+ in IT 2000 8 employees Today. >50% IT people work < 1 year! более 100 национальностей
- 8. 2014 • 1 office building • ~500 people in IT • 600.000 room/nights booked
- 9. TL PO
- 10. Senior TL Senior PO
- 11. STL SPO STL SPO CTO CPO
- 12. • Organize processes • Facilitation • People growth • Interact with other teams • Performance review • + Core contribution Team Lead Product Owner • Tasks prioritization • Maintain backlog • Control of metrics • Report to business
- 13. TL role. Tasks and responsibilities People growth Team performance Core contribution
- 14. 2015 – 2016 • Start growing • 1, 2, … 5 offices!! • ~1000 people in IT • 1.000.000+ room/nights booked a day!
- 15. Motivation?
- 18. No more team leads Every team member equally responsible for team dynamics What does it mean? Keep PO Still responsible for the product side Introduce with several teams and compare to others
- 19. Team Effectiveness Survey to probe on key indicators How to measure? Google Research: Perfect Team 82 teams 26 autonomous 54 in control group
- 20. Before TL PO
- 21. After PO STL
- 22. bootcAMP
- 23. • Team building • Boost soft skills (e.g. communication) • Define team vision • Set goals • Team agreements bootcAMP
- 24. Swiss army knife (a.k.a “Shrimp”)
- 25. Kickstarter
- 26. • Usually ex-team lead or someone experienced • Spends 2 – 3 months with a team • Sets up processes • All good–> goes to help another team Kickstarter
- 29. Magic?
- 31. Problems Teams composition often changes Рост без поддержки Нагрузка на STL PO излишне контролировали
- 32. Tuckman’s model Forming. Storming. Norming. Performing. Team just formed Conflicts happen Stability All great
- 33. PO
- 34. PO
- 35. PO
- 36. PO
- 37. PO
- 38. Problems Teams composition often changes Growth without support Нагрузка на STL PO излишне контролировали
- 39. Problems Teams composition often changes Growth without support Overloaded STLs PO излишне контролировали
- 40. Problems Teams composition often changes Growth without support Overloaded STLs Engagement dropped!
- 41. We needed a change
- 42. 2017
- 44. …the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible… © Wikipedia Servant-Leader.
- 45. “Distancing oneself from using power, influence and position to serve self, and instead gravitating to a position where these instruments are used to empower, enable and encourage those who are within one’s circle of influence”
- 46. Before (with team lead) TL PO
- 48. Now POTL
- 49. Servant-Leader. Roles & responsibility People growth Team performance Core contribution
- 51. Adaptability
- 52. How to build autonomy • Gain trust • Provide choice • Distribute responsibility • Give opportunities
- 53. • working alone • anarchy • carelessness Autonomy– IS NOT Product Owner • Приоритезация • Ведение беклога • Контроль метрик • Отчет перед бизнесом
- 54. We need team leads!
- 55. Grow inside. Identify talent TL bootcAMP Agile coach support
- 56. Hire. Source candidates worldwide Relocate to HQ in Amsterdam Teach and grow https://workingatbooking.com/
- 57. You can and need to change Autonomy is not scary Be a leader, not a boss! Summary.