SlideShare a Scribd company logo
1 of 38
How to develop diverse team?
The retrospective
The retrospective
Intro
Most decisions are
made intentionally.
However, there are
moments which provoke
thoughts and
understanding why.
Intro01.
Recruitment02.
Dailychallenges
Reinventing LineManagement
Q&A
03
04
05
Intro
About me
Intro
Some numbers
Intro
• Built a QA team for 10 years
• From 1 to 70 engineers
• Has been building a cross-functional team for a 1.5 year
• a team of 50 engineers, including TPMs, BAs, devs, ...
• Interesting details
• More than 10 years as Manager
• 8 locations
• Poland, UK, India, Brasil
• Built a lot of blended teams with clients
• Experience with outsourcing and team scaling (up / down)
Recruitment
The fightbetweensamenessand contrariety
Between sameness and
contrariety
Recruitment
• I need help as the company grows
• Several interviews in a short time
• Still remember two of them which were totally
different
Do you know yourself?
Hire to extendyour skills,challenge ideas and let
them drive change.
Thinkingabout diversityat the beginningnot in the
course of the journey.
Fresh blood
Recruitment
It is always a challenge for a company which
• Has low rotation
• Is successful in skilling up interns
• Is mature and innovative (process, technology,
...)
• ...
Senior is a game changer who allowsus to make a
step forward.
It’s goodto gain someone like this once per year.
The return of prodigal son
Recruitment
• The loss of good engineers hurts
• But what should we do if they want to come
back?
Prodigalsons return having learntsomething which
can be beneficialto your organizationandknow
how to implement it.
And yes, they probably leave you again after a few years.
Daily challenges
Because we develop a teamthrough small,everyday
decisions
When there is no chemistry
Daily challenges
• Diversity causes lack of chemistry between
some team members
• Or personal conflicts arise
Team cooperationisfar more importantthanthe
chemistry withyour boss.
Beresonable, of course.
Choose your Deputy
Daily challenges
• Even a boss needs to go on holiday and log out
of the mailbox
• Good boss trains his successor
• Growing practice requires more and more work
• the limit was about 50 engineers
Head andDeputy shouldhave different drivers,
differentvisionand needs. Findwhere 'wants'cover
'don’ts'.
Two Zbyszeks aretoo much anddo not work well.
All roads lead to Rome
Daily challenges
• The company delivers a lot of projects and
recognizes a set of good practices
• The Head has a lot of exprience and delivers
several successful projects
• Each engineer, different experience, a different
approach
Your road is faster justfor you.
Work as a consultant,share your experience but at
the end allowpeople to choose their solution.
Make people responsible for their choices, not yours.
A startingpointbased ongood practicesand
empowerment to change is better than startingfrom
scratch.
Ask to share the reasons for the change as knowledge sharing practice
It’s about you not them
Daily challenges
• Variety of remote teams and reasons:
• New office, outsourcing, blended team with client
• Scaling possibilities, knowledge, time zones, ...
• How to setup cooperation properly?
• Routine to solve issues by inviting remote people to
our headquarters to work with the core team
Let your people feel the painof remote teams to
encourage to change/ solve the cooperationissue.
It’s crucial to build trust.
The dream job
Daily challenges
• T-Shape, whole-team approaches
• cause more generic/engineering approach from
people
• And require more flexibility from employees
• There are engineers who would like to be
narrow specialists
It’s importanttosay NO ifpeople's visionof them
does notmeet the companyneeds / ways of
working
Evenif it means they leavethe company
Empathy makes the change
Daily challenges
• Approach to Accessibility
• Pass the client's technical requirement / audit
• Does it mean that our solution really helps disabled
persons?
• Engineers show no clear interest to upskill in
this area
Create a placefor empathy andlet the team decide.
Meeting people with disabilities promotes understanding and is like a
wind ofchange
Are we ready for an
Asperger person?
Daily challenges
We had to answer a few questions
• Is there a place or enough tasks?
• Is our team prepared and ready?
• Do we have people with enough empathy?
It’s a team decisionas they need to face the issue
daily,not the manager’s who can only support.
I do notknowyour expectations.Communicate
them.
Mymain lessons learnt from the cooperation with an Asperger
person
Do not treat me differently,treat me equallyand
give honest feedback even if it is awkward
My main lessons learnt from the cooperation with an Asperger
person
Reinvent Line Management
Typical Line Management
issues
Reinvent Line Management
• Line Managers rarely work with mentees
• Employee assessment based on gathered feedback
as they do not work together
• Variety of LM who are rather subjective
• Head wasn’t able to challenge the assessment
• LM is not seen as Leader/Mentor anymore
• No continuous contact, small talk, ...
Career Paths as excell
checklist
Reinvent Line Management
• Switch from skills to behaviours wasn’t enough
• Diversity makes the excell rules stop working
• A lot of exceptions during the assessment process
• Career paths not up to date
• Change is constant (company and business)
• The yearly objectives as fiction
Choose your Leader
Reinvent Line Management
• Encourage to change Line Manager depending
on the employee's current needs
• We are all engineers – choose a leader that
helps you achieve your goals
• If a dev wants to be better in testing, let them choose
a tester
• Back to small talk, daily communication
• LM seen as a Leader / Mentor again
Visualisation is the key
Reinvent Line Management
Assesment rules
Reinvent Line Management
• All Leaders are involved
• Leaders have an impact on everyone during the
assessment
• challenge the position (positive and negative)
• Group of Leaders accept the visualisation as the
final result of the assesment process
• Leaders share position with their mentees
• It’s easy to talk on how to move based on examples
Thank you

More Related Content

What's hot

Large scale agile_svante_lidman
Large scale agile_svante_lidmanLarge scale agile_svante_lidman
Large scale agile_svante_lidman
Svante Lidman
 
Avanza Case Study - Agile Transformation with Customer Focus
Avanza Case Study - Agile Transformation with Customer Focus Avanza Case Study - Agile Transformation with Customer Focus
Avanza Case Study - Agile Transformation with Customer Focus
Mia Kolmodin
 

What's hot (20)

Gemba kaizen
Gemba kaizenGemba kaizen
Gemba kaizen
 
ACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 monthsACS Presentation : How to teach your team Agile in 3 months
ACS Presentation : How to teach your team Agile in 3 months
 
Gemba walk discussion
Gemba walk  discussionGemba walk  discussion
Gemba walk discussion
 
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scale
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scaleConfessions of a scrum mom - how the heroics of a scrum mum doesn't scale
Confessions of a scrum mom - how the heroics of a scrum mum doesn't scale
 
Large scale agile_svante_lidman
Large scale agile_svante_lidmanLarge scale agile_svante_lidman
Large scale agile_svante_lidman
 
Gemba lean tool
Gemba   lean toolGemba   lean tool
Gemba lean tool
 
Seven ways business owners inspire agile teams
Seven ways business owners inspire agile teamsSeven ways business owners inspire agile teams
Seven ways business owners inspire agile teams
 
Hamish Duff - Make or Break - ALGIM Nov 2015
Hamish Duff - Make or Break - ALGIM Nov 2015Hamish Duff - Make or Break - ALGIM Nov 2015
Hamish Duff - Make or Break - ALGIM Nov 2015
 
Customer Focus and an Agile Mindset to Navigate in Complexity
Customer Focus and an Agile Mindset to Navigate in ComplexityCustomer Focus and an Agile Mindset to Navigate in Complexity
Customer Focus and an Agile Mindset to Navigate in Complexity
 
Anko Tijman - Building a Quality Driven Team - EuroSTAR 2010
Anko Tijman - Building a Quality Driven Team - EuroSTAR 2010Anko Tijman - Building a Quality Driven Team - EuroSTAR 2010
Anko Tijman - Building a Quality Driven Team - EuroSTAR 2010
 
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
 " Gemba walk for Lean Leaders.  ; by Zeeshan Syed LSSGB " " Gemba walk for Lean Leaders.  ; by Zeeshan Syed LSSGB "
" Gemba walk for Lean Leaders. ; by Zeeshan Syed LSSGB "
 
Moving your organization into the fast lane metro
Moving your organization into the fast lane   metroMoving your organization into the fast lane   metro
Moving your organization into the fast lane metro
 
common coaching techniques
common coaching techniquescommon coaching techniques
common coaching techniques
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
 
Use a Toyota Style "Gemba Walk" to Improve Your Ability as a Leader
Use a Toyota Style "Gemba Walk" to Improve Your Ability as a LeaderUse a Toyota Style "Gemba Walk" to Improve Your Ability as a Leader
Use a Toyota Style "Gemba Walk" to Improve Your Ability as a Leader
 
Driving Change - NextGening
Driving Change - NextGeningDriving Change - NextGening
Driving Change - NextGening
 
Benchmarking Agile Teams
Benchmarking Agile TeamsBenchmarking Agile Teams
Benchmarking Agile Teams
 
Avanza Case Study - Agile Transformation with Customer Focus
Avanza Case Study - Agile Transformation with Customer Focus Avanza Case Study - Agile Transformation with Customer Focus
Avanza Case Study - Agile Transformation with Customer Focus
 
Agility for Project Managers
Agility for Project ManagersAgility for Project Managers
Agility for Project Managers
 
AgileCamp Silicon Valley 2015: Why Scrum Teams Should Care About Kanban
AgileCamp Silicon Valley 2015: Why Scrum Teams Should Care About KanbanAgileCamp Silicon Valley 2015: Why Scrum Teams Should Care About Kanban
AgileCamp Silicon Valley 2015: Why Scrum Teams Should Care About Kanban
 

Similar to How to develop diverse team?

HR-Exchange-presentation-17-03-16.ppt
HR-Exchange-presentation-17-03-16.pptHR-Exchange-presentation-17-03-16.ppt
HR-Exchange-presentation-17-03-16.ppt
sreeeswar
 
The Role of the Manager in an Agile, or Wannabe Agile, Org
The Role of the Manager in an Agile, or Wannabe Agile, OrgThe Role of the Manager in an Agile, or Wannabe Agile, Org
The Role of the Manager in an Agile, or Wannabe Agile, Org
Gennady Borukhovich
 

Similar to How to develop diverse team? (20)

Lee Thomas & Nick Cahill (Fraedom)
Lee Thomas & Nick Cahill (Fraedom)Lee Thomas & Nick Cahill (Fraedom)
Lee Thomas & Nick Cahill (Fraedom)
 
Ind Met Company Talent Management Dilemma.pptx
Ind Met Company Talent Management Dilemma.pptxInd Met Company Talent Management Dilemma.pptx
Ind Met Company Talent Management Dilemma.pptx
 
Scaling Engagement Agility
Scaling Engagement AgilityScaling Engagement Agility
Scaling Engagement Agility
 
HR-Exchange-presentation-17-03-16.ppt
HR-Exchange-presentation-17-03-16.pptHR-Exchange-presentation-17-03-16.ppt
HR-Exchange-presentation-17-03-16.ppt
 
IIMK CC Management Consulting
IIMK CC Management ConsultingIIMK CC Management Consulting
IIMK CC Management Consulting
 
Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...
Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...
Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...
 
How we change lives!
How we change lives!How we change lives!
How we change lives!
 
Маршал Голдсмит
Маршал ГолдсмитМаршал Голдсмит
Маршал Голдсмит
 
The Importance of Delegation - key ways to grow your business
The Importance of Delegation - key ways to grow your business The Importance of Delegation - key ways to grow your business
The Importance of Delegation - key ways to grow your business
 
Community of Practice Webinar - What makes a good (or great) change manager?
Community of Practice Webinar - What makes a good (or great) change manager? Community of Practice Webinar - What makes a good (or great) change manager?
Community of Practice Webinar - What makes a good (or great) change manager?
 
The 5 most important questions
The 5 most important questionsThe 5 most important questions
The 5 most important questions
 
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...
Build it | Glenn Elliott & Debra Corey | A guide to the best Employee Engagem...
 
Supervision-final by Nisar.pptx
Supervision-final by Nisar.pptxSupervision-final by Nisar.pptx
Supervision-final by Nisar.pptx
 
The project team one big happy family (kupe)
The project team   one big happy family (kupe)The project team   one big happy family (kupe)
The project team one big happy family (kupe)
 
The Services I offer and the target audience I serve.
The Services I offer and the target audience I serve.The Services I offer and the target audience I serve.
The Services I offer and the target audience I serve.
 
Program and Service PPT
Program and Service PPTProgram and Service PPT
Program and Service PPT
 
Interview Preparation
Interview PreparationInterview Preparation
Interview Preparation
 
The Role of the Manager in an Agile, or Wannabe Agile, Org
The Role of the Manager in an Agile, or Wannabe Agile, OrgThe Role of the Manager in an Agile, or Wannabe Agile, Org
The Role of the Manager in an Agile, or Wannabe Agile, Org
 
Learning is a Contact Sport: Ten Strategies for Boosting Professional Develop...
Learning is a Contact Sport: Ten Strategies for Boosting Professional Develop...Learning is a Contact Sport: Ten Strategies for Boosting Professional Develop...
Learning is a Contact Sport: Ten Strategies for Boosting Professional Develop...
 
Idea management - Why?
Idea management  - Why?Idea management  - Why?
Idea management - Why?
 

More from Zbyszek Mockun

Selenium - The Way Of Success
Selenium - The Way Of SuccessSelenium - The Way Of Success
Selenium - The Way Of Success
Zbyszek Mockun
 

More from Zbyszek Mockun (20)

Freestyle your leadership
Freestyle your leadershipFreestyle your leadership
Freestyle your leadership
 
Automation in the world of project
Automation  in the world of projectAutomation  in the world of project
Automation in the world of project
 
The little thing
The little thingThe little thing
The little thing
 
Ptaq day one intro presentation
Ptaq day one intro presentationPtaq day one intro presentation
Ptaq day one intro presentation
 
We are all engineers
We are all engineers We are all engineers
We are all engineers
 
Automation in the world of projects - A few thoughts from business perspective
Automation in the world of projects - A few thoughts from business perspectiveAutomation in the world of projects - A few thoughts from business perspective
Automation in the world of projects - A few thoughts from business perspective
 
PTaQ in numbers after 50 meetups.
PTaQ in numbers after 50 meetups.PTaQ in numbers after 50 meetups.
PTaQ in numbers after 50 meetups.
 
Shift left as first transformation step into Quality Assurance
Shift left as first transformation step into Quality AssuranceShift left as first transformation step into Quality Assurance
Shift left as first transformation step into Quality Assurance
 
There and back again, Our journey with QA Reports and metrics
There and back again, Our journey with QA Reports and metricsThere and back again, Our journey with QA Reports and metrics
There and back again, Our journey with QA Reports and metrics
 
Project quality (and test process) metrics
Project quality (and test process) metricsProject quality (and test process) metrics
Project quality (and test process) metrics
 
Exploratory testing in practice, short story how approach influenced on strategy
Exploratory testing in practice, short story how approach influenced on strategyExploratory testing in practice, short story how approach influenced on strategy
Exploratory testing in practice, short story how approach influenced on strategy
 
User groups - share your knowledge
User groups - share your knowledgeUser groups - share your knowledge
User groups - share your knowledge
 
Automation as a project - lessons learnt
Automation as a project - lessons learntAutomation as a project - lessons learnt
Automation as a project - lessons learnt
 
Knowledge sharing for QA teams
Knowledge sharing for QA teamsKnowledge sharing for QA teams
Knowledge sharing for QA teams
 
Test Strategy
Test StrategyTest Strategy
Test Strategy
 
Between Scrum and Kanban - define a test process for Agile methodologies
Between Scrum and Kanban - define a test process for Agile methodologiesBetween Scrum and Kanban - define a test process for Agile methodologies
Between Scrum and Kanban - define a test process for Agile methodologies
 
Automated Exploratory Tests
Automated Exploratory TestsAutomated Exploratory Tests
Automated Exploratory Tests
 
Automated Exploratory Tests
Automated Exploratory TestsAutomated Exploratory Tests
Automated Exploratory Tests
 
Selenium - The Way Of Success
Selenium - The Way Of SuccessSelenium - The Way Of Success
Selenium - The Way Of Success
 
Automation Responsibility
Automation ResponsibilityAutomation Responsibility
Automation Responsibility
 

Recently uploaded

Recently uploaded (20)

IoT Analytics Company Presentation May 2024
IoT Analytics Company Presentation May 2024IoT Analytics Company Presentation May 2024
IoT Analytics Company Presentation May 2024
 
Secure Zero Touch enabled Edge compute with Dell NativeEdge via FDO _ Brad at...
Secure Zero Touch enabled Edge compute with Dell NativeEdge via FDO _ Brad at...Secure Zero Touch enabled Edge compute with Dell NativeEdge via FDO _ Brad at...
Secure Zero Touch enabled Edge compute with Dell NativeEdge via FDO _ Brad at...
 
Linux Foundation Edge _ Overview of FDO Software Components _ Randy at Intel.pdf
Linux Foundation Edge _ Overview of FDO Software Components _ Randy at Intel.pdfLinux Foundation Edge _ Overview of FDO Software Components _ Randy at Intel.pdf
Linux Foundation Edge _ Overview of FDO Software Components _ Randy at Intel.pdf
 
Unpacking Value Delivery - Agile Oxford Meetup - May 2024.pptx
Unpacking Value Delivery - Agile Oxford Meetup - May 2024.pptxUnpacking Value Delivery - Agile Oxford Meetup - May 2024.pptx
Unpacking Value Delivery - Agile Oxford Meetup - May 2024.pptx
 
Strategic AI Integration in Engineering Teams
Strategic AI Integration in Engineering TeamsStrategic AI Integration in Engineering Teams
Strategic AI Integration in Engineering Teams
 
Extensible Python: Robustness through Addition - PyCon 2024
Extensible Python: Robustness through Addition - PyCon 2024Extensible Python: Robustness through Addition - PyCon 2024
Extensible Python: Robustness through Addition - PyCon 2024
 
Powerful Start- the Key to Project Success, Barbara Laskowska
Powerful Start- the Key to Project Success, Barbara LaskowskaPowerful Start- the Key to Project Success, Barbara Laskowska
Powerful Start- the Key to Project Success, Barbara Laskowska
 
PLAI - Acceleration Program for Generative A.I. Startups
PLAI - Acceleration Program for Generative A.I. StartupsPLAI - Acceleration Program for Generative A.I. Startups
PLAI - Acceleration Program for Generative A.I. Startups
 
Where to Learn More About FDO _ Richard at FIDO Alliance.pdf
Where to Learn More About FDO _ Richard at FIDO Alliance.pdfWhere to Learn More About FDO _ Richard at FIDO Alliance.pdf
Where to Learn More About FDO _ Richard at FIDO Alliance.pdf
 
TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...
TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...
TEST BANK For, Information Technology Project Management 9th Edition Kathy Sc...
 
The UX of Automation by AJ King, Senior UX Researcher, Ocado
The UX of Automation by AJ King, Senior UX Researcher, OcadoThe UX of Automation by AJ King, Senior UX Researcher, Ocado
The UX of Automation by AJ King, Senior UX Researcher, Ocado
 
10 Differences between Sales Cloud and CPQ, Blanka Doktorová
10 Differences between Sales Cloud and CPQ, Blanka Doktorová10 Differences between Sales Cloud and CPQ, Blanka Doktorová
10 Differences between Sales Cloud and CPQ, Blanka Doktorová
 
Top 10 Symfony Development Companies 2024
Top 10 Symfony Development Companies 2024Top 10 Symfony Development Companies 2024
Top 10 Symfony Development Companies 2024
 
Demystifying gRPC in .Net by John Staveley
Demystifying gRPC in .Net by John StaveleyDemystifying gRPC in .Net by John Staveley
Demystifying gRPC in .Net by John Staveley
 
ECS 2024 Teams Premium - Pretty Secure
ECS 2024   Teams Premium - Pretty SecureECS 2024   Teams Premium - Pretty Secure
ECS 2024 Teams Premium - Pretty Secure
 
Free and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
Free and Effective: Making Flows Publicly Accessible, Yumi IbrahimzadeFree and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
Free and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
 
Salesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
Salesforce Adoption – Metrics, Methods, and Motivation, Antone KomSalesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
Salesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
 
Connecting the Dots in Product Design at KAYAK
Connecting the Dots in Product Design at KAYAKConnecting the Dots in Product Design at KAYAK
Connecting the Dots in Product Design at KAYAK
 
IESVE for Early Stage Design and Planning
IESVE for Early Stage Design and PlanningIESVE for Early Stage Design and Planning
IESVE for Early Stage Design and Planning
 
Google I/O Extended 2024 Warsaw
Google I/O Extended 2024 WarsawGoogle I/O Extended 2024 Warsaw
Google I/O Extended 2024 Warsaw
 

How to develop diverse team?

  • 1. How to develop diverse team? The retrospective
  • 2. The retrospective Intro Most decisions are made intentionally. However, there are moments which provoke thoughts and understanding why.
  • 5. Some numbers Intro • Built a QA team for 10 years • From 1 to 70 engineers • Has been building a cross-functional team for a 1.5 year • a team of 50 engineers, including TPMs, BAs, devs, ... • Interesting details • More than 10 years as Manager • 8 locations • Poland, UK, India, Brasil • Built a lot of blended teams with clients • Experience with outsourcing and team scaling (up / down)
  • 7. Between sameness and contrariety Recruitment • I need help as the company grows • Several interviews in a short time • Still remember two of them which were totally different
  • 8. Do you know yourself? Hire to extendyour skills,challenge ideas and let them drive change.
  • 9. Thinkingabout diversityat the beginningnot in the course of the journey.
  • 10. Fresh blood Recruitment It is always a challenge for a company which • Has low rotation • Is successful in skilling up interns • Is mature and innovative (process, technology, ...) • ...
  • 11. Senior is a game changer who allowsus to make a step forward. It’s goodto gain someone like this once per year.
  • 12. The return of prodigal son Recruitment • The loss of good engineers hurts • But what should we do if they want to come back?
  • 13. Prodigalsons return having learntsomething which can be beneficialto your organizationandknow how to implement it. And yes, they probably leave you again after a few years.
  • 14. Daily challenges Because we develop a teamthrough small,everyday decisions
  • 15. When there is no chemistry Daily challenges • Diversity causes lack of chemistry between some team members • Or personal conflicts arise
  • 16. Team cooperationisfar more importantthanthe chemistry withyour boss. Beresonable, of course.
  • 17. Choose your Deputy Daily challenges • Even a boss needs to go on holiday and log out of the mailbox • Good boss trains his successor • Growing practice requires more and more work • the limit was about 50 engineers
  • 18. Head andDeputy shouldhave different drivers, differentvisionand needs. Findwhere 'wants'cover 'don’ts'. Two Zbyszeks aretoo much anddo not work well.
  • 19. All roads lead to Rome Daily challenges • The company delivers a lot of projects and recognizes a set of good practices • The Head has a lot of exprience and delivers several successful projects • Each engineer, different experience, a different approach
  • 20. Your road is faster justfor you. Work as a consultant,share your experience but at the end allowpeople to choose their solution. Make people responsible for their choices, not yours.
  • 21. A startingpointbased ongood practicesand empowerment to change is better than startingfrom scratch. Ask to share the reasons for the change as knowledge sharing practice
  • 22. It’s about you not them Daily challenges • Variety of remote teams and reasons: • New office, outsourcing, blended team with client • Scaling possibilities, knowledge, time zones, ... • How to setup cooperation properly? • Routine to solve issues by inviting remote people to our headquarters to work with the core team
  • 23. Let your people feel the painof remote teams to encourage to change/ solve the cooperationissue. It’s crucial to build trust.
  • 24. The dream job Daily challenges • T-Shape, whole-team approaches • cause more generic/engineering approach from people • And require more flexibility from employees • There are engineers who would like to be narrow specialists
  • 25. It’s importanttosay NO ifpeople's visionof them does notmeet the companyneeds / ways of working Evenif it means they leavethe company
  • 26. Empathy makes the change Daily challenges • Approach to Accessibility • Pass the client's technical requirement / audit • Does it mean that our solution really helps disabled persons? • Engineers show no clear interest to upskill in this area
  • 27. Create a placefor empathy andlet the team decide. Meeting people with disabilities promotes understanding and is like a wind ofchange
  • 28. Are we ready for an Asperger person? Daily challenges We had to answer a few questions • Is there a place or enough tasks? • Is our team prepared and ready? • Do we have people with enough empathy?
  • 29. It’s a team decisionas they need to face the issue daily,not the manager’s who can only support.
  • 30. I do notknowyour expectations.Communicate them. Mymain lessons learnt from the cooperation with an Asperger person
  • 31. Do not treat me differently,treat me equallyand give honest feedback even if it is awkward My main lessons learnt from the cooperation with an Asperger person
  • 33. Typical Line Management issues Reinvent Line Management • Line Managers rarely work with mentees • Employee assessment based on gathered feedback as they do not work together • Variety of LM who are rather subjective • Head wasn’t able to challenge the assessment • LM is not seen as Leader/Mentor anymore • No continuous contact, small talk, ...
  • 34. Career Paths as excell checklist Reinvent Line Management • Switch from skills to behaviours wasn’t enough • Diversity makes the excell rules stop working • A lot of exceptions during the assessment process • Career paths not up to date • Change is constant (company and business) • The yearly objectives as fiction
  • 35. Choose your Leader Reinvent Line Management • Encourage to change Line Manager depending on the employee's current needs • We are all engineers – choose a leader that helps you achieve your goals • If a dev wants to be better in testing, let them choose a tester • Back to small talk, daily communication • LM seen as a Leader / Mentor again
  • 36. Visualisation is the key Reinvent Line Management
  • 37. Assesment rules Reinvent Line Management • All Leaders are involved • Leaders have an impact on everyone during the assessment • challenge the position (positive and negative) • Group of Leaders accept the visualisation as the final result of the assesment process • Leaders share position with their mentees • It’s easy to talk on how to move based on examples

Editor's Notes

  1. Tutaj info o tym jak ludzie rpzestali wybierac mamy, a zaczeli wybierac kogos kto zapewni im rozwoj, da im pomoc
  2. Tutaj info o tym jak ludzie rpzestali wybierac mamy, a zaczeli wybierac kogos kto zapewni im rozwoj, da im pomoc