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Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learned

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Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!

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Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learned

  1. 1. Lessons Learned DELEGATION AND EMPOWERMENT Viktor Bezhenar, Account Delivery Manager @Levi9, Kharkiv PM Day, March 2017
  2. 2. WHO I AM? • 5+ years in team leadership/management positions • Levi niner • CSM, CSPO by Scrum Alliance • Expertise in project, process, product management • Math Graduate KNU, 2012 • Management and Leadership PMD, MIM-Kyiv, 2015 • Experience in sales, marketing, technology • Entrepreneur by heart • Conference Speaker
  3. 3. DECEMBER 2015 • Started with a new project Scrum Team – 5 people • A few more dying assignments • Desire to change status quo
  4. 4. FEBRUARY 2017 Team Gouda Team Maasdam Nu Adverteren Click Tracker Team 3 SLA Outstaffing Schoolbank Startpagina Team 4 <=20 FTE <=40 FTE
  5. 5. HOW IT ENDED UP No Managers, only Scrum masters grown Managers & Scrum Masters for SLA & Click Tracker + growing SMs from the team leads
  6. 6. IF I WOULD NOT START TO DELEGATE I would rather not grow or I would burn out
  7. 7. HOW I WAS ABLE TO MANAGE ALL THAT?
  8. 8. BEING A MANAGER AS A CATALYST IT IS ALL ABOUT PEOPLE
  9. 9. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST Select People • One of the most important decisions you are making
  10. 10. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST Select People • One of the most important decisions you are making • Always be involved
  11. 11. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST Select People • One of the most important decisions you are making • Always be involved • Believe to your gut feeling
  12. 12. 4 CORE ACTIVITIES OF A MANAGER CATALYST Set Expectations • Share the project plans and goals
  13. 13. 4 CORE ACTIVITIES OF A MANAGER CATALYST Set Expectations • Share the project plans and goals • Create a transparent process and make sure it is clear and followed
  14. 14. 4 CORE ACTIVITIES OF A MANAGER CATALYST Set Expectations • Share the project plans and goals • Create a transparent process and make sure it is clear and followed • Share your and customer’s feedback
  15. 15. 4 CORE ACTIVITIES OF A MANAGER CATALYST Set Expectations • Share the project plans and goals • Create a transparent process and make sure it is clear and followed • Share your and customer’s feedback • Tell exactly what do you expect: • Make and keep the customer happy; • Gain the specific expertise • Being focused on maximization of deliverables • Building the best Scrum or whatever else
  16. 16. 4 CORE ACTIVITIES OF A MANAGER CATALYST Motivate, Encourage People • Help to set the goal
  17. 17. 4 CORE ACTIVITIES OF A MANAGER CATALYST Motivate, Encourage People • Help to set the goal • Show that you care about having this goal done and ready to support
  18. 18. 4 CORE ACTIVITIES OF A MANAGER CATALYST Motivate, Encourage People • Help to set the goal • Show that you care about having this goal done and ready to support • Don’t create a motivational debt by being bossy: people must be asked to do a job
  19. 19. 4 CORE ACTIVITIES OF A MANAGER CATALYST Motivate, Encourage People • Help to set the goal • Show that you care about having this goal done and ready to support • Don’t create a motivational debt by being bossy: people must be asked to do a job • When people have not agreed to do something you don’t have their commitment
  20. 20. 4 CORE ACTIVITIES OF A MANAGER CATALYST Develop People • Encourage them taking initiative
  21. 21. 4 CORE ACTIVITIES OF A MANAGER CATALYST Develop People • Encourage them taking initiative • Involve in decision making
  22. 22. 4 CORE ACTIVITIES OF A MANAGER CATALYST Develop People • Encourage them taking initiative • Involve in decision making • Be active on performance reviews • Give the feedback correctly
  23. 23. 4 CORE ACTIVITIES OF A MANAGER CATALYST Select People Set Expectations Motivate and Encourage People Develop People
  24. 24. GARDEN AND GARDENER METAPHORE
  25. 25. YOU HAVE TO START IT UP
  26. 26. LIVING SYSTEMS GROW FAST IN THE BEGINNING AND REACH A LEVEL OF MATURITY Mature systems don’t need to be looked after as often as the young systems. They are experienced enough to fix most of their own problems
  27. 27. • Occasionally show up on the meetings • Run some retros • Have regular one on ones with the Scrum Masters and key people • Support if anything unexpected, irregular happening • Be present on the performance reviews of your people THEN YOU NEED TO CHECK UP
  28. 28. OTHERWISE Your garden may grow in another direction
  29. 29. MANY LIVING TEAMS HAVE A CERTAIN LIFE EXPECTANCY When living systems get old, more and more time and energy are needed to sustain them. So it is completely fine to replace old by new.
  30. 30. HOW TO MAKE DELEGATION OF LEADERSHIP POSSIBLE? The primary focus of any manager should be to energize people, to make sure that they actually want to do all that stuff. And doing all that stuff requires motivation.
  31. 31. THE BEST MANAGERS ARE WIZARDS They help heroes overcoming tough challenges, but they never do the work for them
  32. 32. BE THE EXAMPLE AS A PROFESSIONAL SHOW THE ATTITUDE WITHOUT THAT YOUR STEP UP WILL BE AN OCCASION BUT NOT A MERIT
  33. 33. 2 FEARS OF DELEGATION
  34. 34. FEAR 1: LOSS OF CONTROL It is no single person who has a complete picture of everything happening..
  35. 35. BY GIVING AUTHORITY TO THE TEAM YOU DELEGATE THE WORST: MICROMANAGEMENT YOU CREATE A “MICROMANAGEMENT BY THE TEAM”
  36. 36. FEAR 2: LOSS OF AUTHORITY AND POWER
  37. 37. GIVING POWER TO YOUR PEOPLE DOES NOT DIMINISH YOUR OWN STATUS. IT IS MORE LIKELY TO INCREASE IT.
  38. 38. SO ONCE AGAIN: HOW I WAS ABLE TO SUCCESSFULLY MANAGE ALL THAT??
  39. 39. DECIDE WHAT TO DELEGATE
  40. 40. DECIDE WHEN TO DELEGATE
  41. 41. DECIDE WHOM TO DELEGATE
  42. 42. DECIDE HOW TO DELEGATE
  43. 43. APPLY AUTHORITY MATURITY MODEL
  44. 44. EXAMPLE FROM THE TMS ACCOUNT
  45. 45. • Be a manager as a catalyst – interact with your people within 4 core activities LESSONS LEARNED
  46. 46. • Be a manager as a catalyst – interact with your people within 4 core activities • Attitude, interest, energy and professionalism – you will not go far without that LESSONS LEARNED
  47. 47. • Be a manager as a catalyst – interact with your people within 4 core activities • Attitude, interest, energy and professionalism – you will not go far without that • Understand the living systems cycle – be there till it is not mature, then make a check ups LESSONS LEARNED
  48. 48. • Be a manager as a catalyst – interact with your people within 4 core activities • Attitude, interest, energy and professionalism – you will not go far without that • Understand the living systems cycle – be there till it is not mature, then make a check ups • Giving power to the people = increasing your own power LESSONS LEARNED
  49. 49. • Be a manager as a catalyst – interact with your people within 4 core activities • Attitude, interest, energy and professionalism – you will not go far without that • Understand the living systems cycle – be there till it is not mature, then make a check ups • Giving power to the people = increasing your own power • A main questions to answer before you delegate: WHAT? WHEN? WHOM? HOW? LESSONS LEARNED
  50. 50. • Be a manager as a catalyst – interact with your people within 4 core activities • Attitude, interest, energy and professionalism – you will not go far without that • Understand the living systems cycle – be there till it is not mature, then make a check ups • Giving power to the people = increasing your own power • A main questions to answer before you delegate: WHAT? WHEN? WHOM? HOW? • Maturity & Authority model to monitor success LESSONS LEARNED
  51. 51. GROW YOUR MATURE TEAMS AND DELEGATE! Viktor Bezhenar Viktor Bezhenar vityawassup viktor.bezhenar@gmail.com

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