building performing teams - lean agile kc...
TRANSCRIPT
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Building
Performing
Teams Lean Agile KC 2015
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When We Say “Team”….
What Do We Mean?
Jae C. Hong/Associated Press© Kay Harper Consulting
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What’s Different?03
Ned Yost’s Coaching Stance
BRUCE SCHOENFELD NY Times, OCT. 1, 2015
“…..Keri considered. ‘Because it’s all really about empowering your players and creating a comfortable environment for them to thrive.’”
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Discussion
Definition and Characteristics
High Performing Teams
Team development, perspectives, individuals
Research
Expanded to customers, employees, community
Supporting Teams
Analysis & decision making to strengthen
Building Teams
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What’s a Team
“Small group of people (typically fewer than 20) with complementary skills committed to a common purpose and set of specific, performance goals and approach, for which they hold themselves mutually accountable”
Source: Katzenbach & Smith, Wisdom of Teams
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Let’s look at
the science
What does research tell us
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Team Development 07
How are things going?
buildingteams.wikispaces.com
Tuckman
Model
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Integral ModelDeveloped by Ken Wilber
Relationship(& Team Culture)
How we interact, what
we value together, social
systems view, culture,
corporate visions,
“We” Perspective
How I see and
experience,
Pride in craftsmanship,
emotional intelligence,
leadership development,
internal reflection,
professional coaching
“I” Perspective
Practices
Scientific measurements,
roles, products,
practices, statistics,
“It” Perspective
Environment
System thinking &
governance, portfolio
analysis, organizational
structures, work systems
“Its” Perspective
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Source: Michael Spayd, Agile Coaching Institute
Mindset
A real team will have a highly resonant We, high individual
engagement and will produce higher levels for customer satisfaction
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Motivation 3.0Understanding of motivation changed
3 Levels
Motivation
Biological
Extrinsic
Intrinsic
Drive Autonomy
Mastery
Purpose
Work 30% of jobs created
are algorithmic, 70%
are heuristicMckinsey Quarterly, 2005
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Let’s define
Performing Teams “(Lean) organizations are a social system, a culture, as well as technical and economical systems. At the heart of the social system is the team.”
High performing work teams and management teams are key to high performing organizations
Source: Lawrence M. Miller
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Ground Conditions for a Real Team
Demanding
Performance
Challenge
Interdependence
on one another
Mutual
accountability
Shared
Purpose
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Deeply Committed to Purpose, Goals and Approach
Source: Katzenbach & Smith, Wisdom of Teams
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High Performing TeamsDeeply committed to one another
Purpose
Shared Values
Urgency
In addition to purpose, goals and accountability,
they are deeply committed to the team itself.
What sets them apart?
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Trust
Competency
Customer Focus
Team Process Ownership
Organizational Alignment of
Systems
Flow-enabling Structures
Keeping Score
InnovationSource: Lawrence M. Miller, Team Kata
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Dynamics of Performing-Teams
All voices important and need to be heard
Straight Talk
Foundational
Trust
Diversity of experience and viewpoints
Appreciation of Diversity
Foundational
Unity of Purpose
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Ability to see from others’ viewpoint
Empathy
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Building TeamsDesign to create specific Team Dynamics
Trained in Facilitation
Listening Skills
Conflict Resolution
Facilitator0
1Complimentary Skills
Honor Individuals
Leadership
Development
“I” Perspective0
2Agreements (we)
Develop the culture of
the team (we)
“We” Perspective03
Understand roles
Train on practices
Determine leading
metrics/performance
goals
“IT” Perspective0
4Ensure systems are
in alignment with self-
organizing teams
(performance
reviews, management
stance, flow)
“ITS” Perspective0
5Train on New Stance (IT)
Share team
charter/agreements (We)
Management06
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SupportingFrequent Feedback and Adjust
Team measures flow, performance, positivity, strengths.
Tangibles and intangibles.
Measure
Continuous learning with both the team and those that
interact with the team. Technical and Social
skills/approach.
Continuous Learning
Team sets time aside to reflect and experiment with
improvements.
Retrospectives with Action
Socializing is critical.
Fun
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Alignment of Technical, Social and Economic systems.
Systems
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Application:
Systems View
Analyze your system
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System’s View
If you are a consultant of the system,
WAIT, place yourself last
PLACE YOURSELF IN THE CENTER
OF THE CIRCLE
Represents the relationship system of
team
DRAW A LARGE CIRCLE
Everyone was given 2 sheets of large
paper
LARGE PAPER
With this view, what are you learning?
What needs to change?
STEP BACK AND VIEW
Can be people, forces, or things which
impact the relationship
Use circles to represent women, triangles
to represent men and squares to
represent non-human members
PLACE OTHER MEMBERS IN
THE SYSTEM
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Draw lines between yourself and other
members of the system using specific lines
Draw lines to connect others members
with each other
CONNECT
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System’s View - New
If you are a consultant of the system,
WAIT, place yourself last
PLACE YOURSELF IN THE CENTER
OF THE CIRCLE
Represents the relationship system of
team
DRAW A LARGE CIRCLE
On second sheet of paper
LARGE PAPER
Define one new step that you can take
towards creating a new system
COMMIT
Can be people, forces, or things which
impact the relationship
Use circles to represent women, triangles
to represent men and squares to
represent non-human members
PLACE OTHER MEMBERS IN
THE SYSTEM
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Draw lines between yourself and other
members of the system using specific lines
Draw lines to connect others members
with each other
CONNECT
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Recommended Resources
Lyssa Adkins. Coaching Agile Teams.
Esther Derby and Diana Larsen. Agile Retrospectives: Making Good Teams Great
Patrick Lencioni. 5 Dysfunctions of a Team
Kerry Patterson. Crucial Conversations
Kerry Patterson. Crucial Confrontations
Rachel Davies and Liz Sedley. Agile Coaching
Katzenbach & Smith. Wisdom of Teams
John M. Gottman. Seven Principles for Making Marriage Work
John M. Gottman. Relationship Cure
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Recommended Resources
Personality Profiling Tools: Meyers Briggs, DISC
Games: http://www.tastycupcakes.org/
http://www.innovationgames.com/
http://www.agilebelgium.be/games/
http://www.agilecoach.net/
http://www.scrumalliance.org/system/resource_files/0000/3689/Scrum-Simulation-with-LEGO-Bricks-v2.0.pdf
Search “59 Minute Scrum” – many versions
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Sources
Lyssa Adkins. Coaching Agile Teams.
Katzenbach & Smith. Wisdom of Teams.
Daniel H. Pink. 2009. Drive. Penguin Group
Coursework: Agile Coaching Institute
Lawrence M. Miller. Team Kata
Stephen Denning. 2010. Leader’s Guide to Radical Management. Jossey Bass
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https://www.linkedin.com/in/harper
kay
@kcagile
Upcoming KC Events:
ICAgile Certification Course: Nov. 9-10
Agile Fundamentals Course: JCCC Nov.11-19
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Additional Quotes03
www.brainyquote.com
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THANK YOUFor Participating
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