DOES15 - Em Campbell-Pretty - From Teams to Tribes:Creating a “One Team” Culture
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Em Campbell-Pretty, Partner, Context Matters “Birds flock, fish school, people “tribe”.” – David Logan People naturally form tribes. It is just what we do. However, not all tribes are equally effective. Just like with regular teams it is the culture of the tribe that dictates its effectiveness. When it comes to succeeding with DevOps in the enterprise context it is necessary to think beyond the individual development and operations teams to all the teams involved in enhancing and maintaining the value stream, the entire tribe. When we launch DevOps initiatives we can get so focused on improving technical practices and how individual roles will change that we can easily forget to help the teams involved bond, foster a sense of belonging, shape their values and instil respect for one another. Succeeding with DevOps in the enterprise context requires explicitly creating and sustaining these attributes, building a culture beyond team’s individual identity to create a sense of tribal unity. In this session, Em will share with you her experiences and proven techniques for helping teams become effective and unified tribes.
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DOES15 - Em Campbell-Pretty - From Teams to Tribes:Creating a “One Team” Culture
- 1. Em Campbell-Pretty Partner, Context Matters @PrettyAgile www.prettyagile.com au.linkedin.com/in/ejcampbellpretty/ em@contextmatters.com.au FROM TEAMS TO TRIBES: Creating a One Team Culture
- 5. “Birds flock, fish school, people tribe.”
- 6. 5 STAGES OF TRIBAL CULTURE Stage 1: Life sucks! Stage 2: My life sucks! Stage 3: I’m great! Stage 4: We’re great! Stage 5: Life’s great! Source: Tribal Leadership by David Logan “What makes some tribes more effective than others is culture.” - David Logan
- 7. A tribe is a group of people connected to one another, connected to a leader and connected to an idea. - Seth Godin
- 8. A tribe is a group of people connected to one another, connected to a leader and connected to an idea. - Seth Godin
- 9. CREATE TEAMS… “…create a team that acts as a team, one in which the members support one another and work together to achieve the results you need.” - Christine Comaford, Smart Tribes
- 10. OF 7 PEOPLE ± 2… “…if a group is so large, or its life is so short, or its members so dispersed and out of touch with one another that it cannot operate as an intact social system in carrying out its work, then prospects for effectiveness are dim.” – J. Richard Hackman, Leading Teams Image Source: http://scrumreferencecard.com/scrum-reference-card/
- 11. WHO VISUALISE THEIR WORK… “…make all necessary information visible when people need it, enabling effective collaboration and improvement through understanding how the work works.” - Marcus Hammarberg & Joakim Sundén, Kanban in Action
- 12. AND COMMUNICATE DAILY “The key is to focus on only enough information sharing to solicit requests from parties who need something and promises from parties who will fill the need.” – Christine Comaford, Smart Tribes
- 13. THEN CREATE A TEAM OF TEAMS…
- 14. WITH A SHARED IDENTITY… “…the latest neuroscience research shows that our very sense of survival depends upon a sense of belonging. When that sense of belonging isn’t there, even in the workplace, fear kicks in.” - Christine Comaford, Smart Tribes
- 15. AND SHARED EXPERIENCES “…vulnerability-based trust cannot be achieved overnight. It requires shared experiences over time…” - Patrick Lencioni
- 16. PRACTICE CONTINUOUS “HUMAN” INTEGRATION When people share rhythms with others they develop stronger emotional bonds and are more likely to pitch in for the common good. - Bob Sutton, Scaling Excellence
- 17. THEN CELEBRATE AS A TRIBE (NOT A TEAM) When you’ve celebrated moving from 1 to 2, and then from 2 to 3, you gain confidence that you can make the next advance. - Chip & Dan Heath, Switch
- 18. A tribe is a group of people connected to one another, connected to a leader and connected to an idea. - Seth Godin
- 19. CONNECT AT THE GEMBA … "Farming looks mighty easy when your plow is a pencil and you're 1,000 miles from the corn field." — Dwight Eisenhower
- 20. USE WHAT YOU LEARN TO SERVE THE TRIBE To lead is to serve. Every single outstanding leader that ever was, is, and shall be understands that greatness is found in serving. - Keni Thomas, U.S. Army Ranger, Blackhawk Down
- 21. “Vulnerability is the last thing I want you to see in me, and the first thing I look for in you.” Brené Brown BE VULNERABLE
- 23. A tribe is a group of people connected to one another, connected to a leader and connected to an idea. - Seth Godin
- 24. “True leadership inspires people with vision. Vision pulls people not only to take action by also to care about the outcome, to take personal ownership of it, and to bring their “A game” every day” -Christine Comaford, Smart Tribes World Leaders in Agile Data Warehousing Imagine if you could increase productivity, eliminate waste, release value faster and increase staff engagement... - Catherine Haugh, RTE, StAART COMMUNICATE THE VISION
- 25. “Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.“ – Tony Hsieh, CEO, Zappos
- 26. QUANTIFYING CULTURE WITH EMPLOYEE NPS On a scale from 0 to 10, how likely are you to recommend working in ______ to a friend or colleague? Why? Employee NPS data makes the people side of the business far more transparent and subject to learning and experimentation. - Fred Reichheld, The Ultimate Question 2.0 Source http://www.netpromotersystem.com/about/measuring-your-net-promoter-score.aspx
- 27. LET BARTLET BE BARTLET
- 29. I don’t assume what worked for me will work for you, but I do want to inspire you as you contemplate what an intentional culture of joy could look like in your world. - Richard Sheridan, Joy Inc.
- 30. 1. “A tribe is a group of people connected to one another, connected to a leader and connected to an idea.” – Seth Godin 2. Create small, mission-capable teams, who visualise their work and communicate daily. 3. To create a team of teams invest a sense of shared identify and shared experiences. 4. Leaders need to connect with the tribe at the “Gemba”, use what they learn there to serve the tribe and have the courage to be vulnerable in front of the tribe. 5. “What makes some tribes more effective than others is culture.” - David Logan BONUS TAKEAWAY Create an environment where people feel safe to be themselves at work TOP 5 TAKEAWAYS
- 31. I AM LOOKING FOR HELP WITH…. Connecting with people who have experience implementing DevOps in a world of 1,000+ legacy and off-the-shelf applications, with a view to getting advice on where to invest first and what benefits to look for.
- 32. Em Campbell-Pretty Partner, Context Matters @PrettyAgile www.prettyagile.com au.linkedin.com/in/ejcampbellpretty/ em@contextmatters.com.au WANT TO KNOW MORE? Check out my blog posts on: • Unity Day: http://bit.ly/UnityHour • Continuous Human Integration: http://bit.ly/CommunicationCadence • Leading by serving: http://bit.ly/AgileTeamOfLeaders • Leading Through Vulnerability: http://bit.ly/LeadingVulnerability • The Scaled Agile Framework (SAFe): http://bit.ly/SAFePerspective • Quantifying Culture: http://bit.ly/TeamNPS
Notas del editor
- Good afternoon everyone. My name is Em Campbell-Pretty. For those tweeters among you my twitter handle is @PrettyAgile. I am one of the founding partners at Context Matters, Australia’s only consultancy specialising in supporting enterprise adoption of the Scaled Agile Framework or SAFe. But today’s session is not about all of that. Today I want to share with you what I have learnt over the past few years about the power of tribes, focusing on patterns that I have seen repeatedly succeed in the field. I first became interested in concept of tribes and their influence on culture a few years back. Some of you may have seen my talk at this conference last year, where I shared the story of my experience as the business sponsor and later the people leader for a large, struggling technology team. Something I didn’t talk a lot about last year was the culture of that organisation….
- It was toxic. To be clear toxic was the term people external to the team used to describe the culture they encountered when they interacted with the department. The organization had such a reputation in the local job market, that it could not find people willing to work there. When I inherited the role of General Manager for this group, I certainly had my work cut out for me.
- I ended up leading this group for just over two years. In this time the change in the culture of the organization was almost beyond belief. I think this video clip might speak for itself…..
- Yes that really was a video of a technology team doing the Macarena. For the record this was not my idea, nor was it something I made them do. This was their entry into a company wide competition to win a gift voucher which they intended to use to by a PS4. This event got me thinking about the journey we had been on. I was reflecting on this with my leadership team when one of them pointed out that we had become a tribe. This made me smile. There was something nice, about the community feel of the word, that resonated with me. And that prompted me to do some research. How do tribes form and what factors determined their effectiveness?
- This lead me to read David Logan’s Tribal Leadership In the book David makes the observation that “people form tribes, they always have, they always will. Just as Birds flock and fish school, people tribe. Its just what we do.” Which of course begs the question, if people form tribes naturally, then what is the big deal….
- To put it simply, Not all tribes are equal and “What makes some tribes more effective than others is culture” David and his team completed a 10 year research study, involving 24,000 people across 2 dozen global organizations. What they found was that tribes at different levels, use different language when talking about themselves. David and his team categorized the cultures he found into 5 stages: Stage 1 is the culture of street gangs and prisons. Their language is “Life sux”. And they represent about 2% of the population. Stage 2 is the culture that many of us might associate with the public service, the example David Logan the Department of Motor Vehicles. Their language is “My Life sucks” and these tribes occur in about 25% of the population. The culture of Stage 3 is often associated with professions like doctors and lawyers. Their language is “I am great and you are not: This is the most prevalent culture in organizations occurring in about 49% of the population. Stage 4 tribes have a culture like that seen in successful sporting teams. The people in these tribes are generally, happy and inspired. They are proud to be a part of their tribe, Their language is “We are great, they are not” and they occur in about 22% of the population. Stage 5 tribes are rare and not a sustainable state. They are tribes making a global impact such as curing cancer. Their language is “Life is Great!” and they make up about 2% of the population. So now we know what good looks like how are we going to get there?
- In Seth Godin’s book “Tribes” he says: A tribe is a group of people connected to one another, connected to a leader and connected to an idea.
- Let’s explore that, starting with how we can connect a group of people to one another.
- In my view the first step is to create teams, I think Christine Comaford describes the type of teams we need well: a team that acts as a team, one in which the members support one another and work together to achieve the results you need.
- Teams should be 7 people +/- 2 and capable of delivering on a specific mission. The size of a team has a direct impact on its effectiveness. As illustrated, a team of 5 people, has 10 communication channels. A team of 10 people has 46. The bigger the team the more complex the communication becomes.
- These team should be encouraged to Visualise their work, preferably using physical information radiators or Kanban boards. Teams who visualise their work are better at collaborating. They have a better understanding of their world and how each team member contributes.
- Once the team can see their work they should make time to communicate about the work, as a team at least once a day. You might be familiar with the idea of a daily stand up commonly used by agile teams. These are often confused with status meetings, however, the true purposes is alignment and prioritisation. Sharing enough information to solicit requests and receive promises that help the work get done.
- Once you have effective teams you have the perfect ingredients for a tribe. A team of teams.
- The first step in creating a bond across multiple teams is to give them a shared identity. First and foremost the tribe needs an a name and depending on the name maybe a theme as well. EDW. StAART, GoCART, Glaxy Using the tribe name (or theme) the teams should also choose names. Eg. EDW Astro Train, Green Hornet, Thomas and Soul Train, Galaxy supernova, Crypton and Mars Attacks When teams are choosing names a fun exercise to help them explore who they want to be as a team, is an adaptation of an activity known as the Product Box Vision exercise. This is often used at the beginning of a new project to explore the - Who? What? When? Where? Why? Of the product. When using this with a new team we ask to image they were a company and to create a product box that tells their Who? What? When? Where? Why? Names help create a sense of belonging. The same way that sporting clubs names, colors and logos create a sense of community. Belonging is a fundamental human need that helps prevent the fight or flight urge from kicking in. Another way to reinforce tribal identity is branded t-shirts – In the case of the EDW Release Train I purchased 100 t-shirts one summer while I was in Bali and had the name of the tribe printed on that front and on the back it they said “World Leaders in Agile Data Warehousing”
- When it comes to a connecting a tribe, that is a group of 20 to 150 people, shared experiences are priceless. It is important to create situations in which team boundaries are crossed and there is an opportunity for the team of teams to bond. The photos you see here are from a ritual called Unity Hour. With agile tribes we use the first hour of every sprint for Unity Hour. Unity Hour is just as effective with tribes that are not agile, although I have found monthly tends to work better in these scenarios. What ever the cadence, Unity Hour needs to occur reliably, like clock work. It should never be cancelled. Unity Hour is about tribal Unity. The agenda always changes but all in all it is always entertaining. Sometime customers come and visit and talk about why the work the tribe is doing is important. Sometimes there are learning, activities or games (these in particular provide an opportunity to have people meet and work with people outside their immediate team) Other times there will be group problem solving or sharing of of ideas across teams in the tribe. I can still remember the first time I realized the power of this practice. It was back in my EDW days and I was walking around the floor and I noticed that people were visiting other teams and helping each other solve problems. It would seem once team members had had shared experiences they were more comfortable interacting even if they hadn’t worked directly with each other before.
- Of course connecting people within a tribe takes more than just playing games together once or twice a month. What is needed is continuous in Henrik Kniberg’s book “Lean from the Trenches” Henrik calls it a Cocktail Party, and it is essentially a series of short sharp stand up meetings that take place across the tribe every day. The way I tend to implement this is to start the day with a fairly informal leadership touch bases, to align on priorities for the day ahead, followed by teams having their individual stand ups and then the whole of tribe stand up, where each team sends representatives to communicate about events and challenges of significant to the boarder tribe. I like to think of this as the heart beat of the tribe. The whole of tribe stand up is often followed by teams that have supporting functions having their team stand up where they can take into account the needs of the tribe when prioritizing the day ahead.
- Of course celebrating is a great way to create connection. But when doing so it is important to remember to celebrate as an entire tribe, not individual teams. The tribe needs to know that they succeed and fail as a tribe, not individual teams. Celebrations don’t always have to be related to day to day business. You can and should Celebrate birthdays, miles stones, holidays or even international talk like a pirate day. I have worked with tribes that celebrate their birthday every year and other that celebrated their 50th and 100th sprint. By the way, you know if you have a tribe of 100 or so people you can probably manage to have birthday cake every week of the year? And according to Lisa Rising, author of Fear Less Change: Research shows that we become fonder of people and things we experience while eating because we let down our defenses when we eat. Don’t forget to celebrate the small wins every day, week and month. A ritual I like to see included in unity hour is called shout outs. Which is literally people “shouting out” their thanks to other members of the tribe in front of the entire tribe, which is generally followed by a huge round of applause. It is amazing uplifting experience to observe.
- Now we have connected the group to one another Let’s look at how we can connect a group to a leader
- It begins by getting the leader to go to the Gemba. Gemba is a Japanese word for “the real place”. To connect with the tribe Leaders need to step outside their corner office and visit the tribe in its natural habitat, that is the real place where the real work gets done. Of course walking the floor looking at people starting at computer monitors might be a little on the boring side, so this is another place those visualizations come into play. While the leader is at the gemba they should take the time to the people who do the work. And perhaps “What can I do to help?” You will be surprised at the challenges that tribe members have, that they think are insurmountable and leaders can solve with a quick e-mail or phone call. Simple interactions like this can go a long way towards building a relationship between tribe members and their leader.
- While some of the problems you observe at the Gemba might be trivial, others may be more systemic. Successful tribal leaders understand that their role is to serve the tribe. This means taking ownership of challenges that the tribe members cannot solve for themselves. One approach I have used to help with this is a leadership continuous improvement kanban. CLICK Although in the case of this team, improvement was more sporadic than continuous. The key to making this work is for the improvement initiatives to come from the tribe and for the leadership to commit to taking action. When leaders deliver on their commitments it build trust between the tribe and its leaders.
- Perhaps the most powerful way to connect a leader to a tribe is through displays of vulnerability. This of courses takes courage.. As Brene Brown says “Vulnerability is the last thing I want you to see in me, and the first thing I look for in you.” Let me give you an example, remember that Macarena I showed you at the beginning of this session. Well you may have noticed, I did not appear in that video. This of course was my taking one for the team as someone needed to ensure the Macarena was recorded in order for the team to be be able to enter the competition. But the tribe didn't’t it this way at all. That afternoon, one team brought me a complaint for action by the leadership team. “Em did not do the Macarena” After confessing that I did not know how to do the Macerena, we reached a compromise…
- What can I say, there is nothing quite like making a fool of yourself in front of your tribe, when it comes to building building trust. If you want your tribe to be transparent and therefore vulnerable with you, then you need to find a way to be vulnerable with them, show them you are human too.
- Now we have connected the group to one another and the leader, Let’s look at how we can connect a group to an idea.
- John Kotter – author of Leading Change says that one of the most common errors made in organisational transformations is under communicating the vision by a factor of 10. Your vision doesn’t have to be grand. It doesn’t need to about putting a man on the moon. It just needs to be genuine. Remember those tribe t-shirts, I mentioned earlier. With “World Leaders in Agile Data Warehousing” printed on the back. Not the worlds most exciting vision but it was something that inspired the tribe to bring their A game to work every day. Another example of a simple but effective vision, from a tribal leader I have worked with was this - Imagine if you could increase productivity, eliminate waste, release value faster and increase staff engagement… Again, perhaps not the world’s most exciting vision, but enough to inspire the tribe.
- So why is all this culture stuff important in a commercially driven, profit maximising world? Well to put it simply – happy employees lead to happy customers. Or as Tony Shieh, CEO of zappos puts it “you can't deliver good service from unhappy employees.“
- There is a body of research that Bain and Co did on customer loyalty, which is contained in a book called the Ultimate Question 2.0 You may be familiar with this concept – it is called the Net Promoter System, or NPS. The Ultimate Question is “On a scale from 0 to 10, how likely are you to a given product or service to a friend or colleague?” The way it works is, the 9s and 10s are considered Promoters, there are people who are willing to put their reputation on the line by associating their personal brand with your product. 7s & 8s are passives, they probably wont say anything negative about your product but they also aren’t prepared to wholeheartedly recommend your product. 6 and below are detractors and will probably say something negative about your product The % of promoters minus the % of detractors gives you your Net Promoter Score. The book also includes a second measure which it calls Employee NPS or eNPS For this the ultimate question is reworded as “On a scale from 0 to 10, how likely are you to recommend working in a given company or department to a friend or colleague?” The beauty of this system is its simplicity. You can send out a two question once a quarter using survey monkey, to every member of your tribe regardless of whether they are a permanent employee or contractor w and get back actionable data that will help you to continue to evolve the culture of your tribe. In my view this makes a nice change from the standard corporate Employee Engagement Surveys. The research behind the Ultimate Question 2.0 shows a directly correlation between high Employee NPS and high Customer NPS and companies with high Customer NPS are generally more profitable
- Any West Wing fans in the audience? For those who haven't seen it, it was a television series about a fictional American President – Jed Barlet. In the first season, it is also President Barlet’s first year in office and his administration is proving ineffective as he is failing to make bold decisions. Eventually his Chief of staff, Leo, confronts him and challenges to be true to himself and make the edecisons he knows to be right. In other words Let Bartlet be Bartlet. This is what this is really all about, creating a workplace in which people feel safe to be themselves. As I mentioned at the beginning of this session, I left the EDW group 18 months ago. Their parting gift to me was a 15 minute feature film. What follows is a short clip from that film that I think illustrates what can happen when people feel safe to be themselves in the work place. Oh and by the way the person sitting behind the desk is supposed to be me!
- All in all, in the words of Richard Sheridan: I don’t assume what worked for me will work for you, but I do want to inspire you as you contemplate what an intentional culture of joy could look like in your world. .
- Top 5 Takeaways “A tribe is a group of people connected to one another, connected to a leader and connected to an idea.” – Seth Godin Create small, mission-capable teams, who visualise their work and communicate daily. To create a team of teams invest a sense of shared identify and shared experiences. Leaders need to connect with the tribe at the “Gemba”, use what they learn there to serve the tribe and have the courage to be vulnerable in front of the tribe. “What makes some tribes more effective than others is culture.” - David Logan BONUS TAKEAWAY Create an environment where people feel safe to be themselves at work
- I am Looking for Help With…. Connecting with people who have experience implementing DevOps in a world of 1,000+ legacy and off the self applications, with a view to getting advice on where to invest first and what benefits to look for.