Scaling Engagement Agility
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Agile speaks of putting people first; however in my experience, people are the poor stepchild to process and tools. It’s not about getting scrum teams “more agile” it’s about shaping the organization's culture to support agile development. It’s necessary to understand the areas needed to create a culture that supports agile development. We have to wonder, are we asking ourselves the right questions? How do we engage our staff to create an agile workforce? How do we hire the right people? What is a manager's role in this new self-organized culture? How do we motivate those people? How do we connect them with the customer? It’s about embodying the spirit of agility to get all the magic of a startup and scaling that across a large organization. In this session, we will talk about building your organization’s culture to support scaling organizational agility to keep the team passionate and purposeful. Format: Presentation Target Audience: Agile Coaches, Human Resources, Leaders, and Change Agents
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Scaling Engagement Agility
- 2. About Me • 20+ years managing the quality and delivery of software projects • 10+ years working in agile environments • Scrum Mastered many mission critical projects • Successfully implemented agile processes and practices in 4 enterprise software organizations • Certified Scrum Professional, Certified Scrum Master and Six Sigma Black Belt
- 3. Why do we scale?
- 4. How do we traditionally scale?
- 5. Topics To Be Discussed • Engagement Agility And Hiring • Onboarding A New Team • Customer Driven Focus • Shared Social Learning • Continual Change • What Do We Need In A Leader • Performance Management
- 7. Employee Engagement • Need to find harmony between People, Process and Tools • People should be the driver, not passenger • The Motivation Trinity Mastery Intrinsic Motivation Purpose Autonomy
- 8. • Maintain start-up culture • “Doing” agile and “Being” agile • Continually share the organization vision • Create a bond with every employee
- 9. How To Acquire New Talent? 1. Hire people “solo” 2. Hire entire teams (“acquhire”) 3. Promote/Move employees from within organization
- 10. Host A Mini-Job Fair Within The Org. • Already know your products, processes and tools • Improves onboarding • Creates cross-functioning employees
- 11. Traditional Job Models • Traditional job models force employees to specialize in a specific area • More organization focused, than person focusedTraditional job models require employees to select their career path on day 1.
- 12. Learning Paths • Let employees experiment with multiple disciplines within your organization • Specialization & Versatility • Motivates employees by giving them control to succeed in their role
- 13. ONBOARDING A NEW TEAM
- 14. The Onboarding Process In order for a team or individual to be successful in an organization there must be a focus on the onboarding process. Acquire Kick-off Assimilate Feedback Follow-up
- 15. Onboarding War Games Learning The Technology Understanding The Process Team Bonding
- 17. What Is Empathy? The action of understanding, being aware of and being sensitive to the feelings, thoughts and experiences of another.
- 18. Empathy Driven Development • Development approach that relies on team members making decisions based on empathy towards impacted customers • Requires self-organization of development teams • Complementary to Agile Software Delivery
- 19. “When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” – Simon Sinek
- 21. Lean Coffee • Participants drive agenda of meeting • Dot voting from backlog of topics • Each topic is time-boxed • Provides honest dialog, which creates urgency and reduces resistance • No formal meeting invite
- 22. Community of Practice • Make teams responsible for improving our practices • CoPs have a champion from each team and one coordinator • The CoP develops best practices for the specific area • Champions bring ideas and issues from their teams • Champions disseminate best practices to teams • Each CoP establishes its own charter • Several CoPs in early stages of development: – Agile Maturity – Development – User Experience (UX) – Performance – Testing
- 24. CONTINUAL CHANGE
- 25. Continual Change • Must sustain continual change pace • Lag time between decision and achievement • Must be able to experiment, not just optimize • Process and tools will become obsolete far faster than people will
- 27. Fail Fast, Fail Often
- 28. WHAT DO WE NEED IN A LEADER?
- 29. Leaders are coaches first. Managers are bosses first.
- 30. Leaders give advice. Managers give orders.
- 31. Leaders promote teamwork. Managers promote hierarchy.
- 32. Continual Relationship • Keep re-recruiting employees to build motivation • Leader’s job is to ensure that employee’s needs, interests and learning path are met • Keep as wide as possible • Less formal meetings, more coffees
- 33. When you scale, you must build a continual relationship with your employees.
- 35. Decouple performance and compensation
- 36. Goals Theme
- 37. Performance Mgmt: Short vs Long-term Short-term theme #1 Short-term theme #2 Short-term theme #3 Short-term theme #4 Short-term theme #5 Long-term theme
- 38. Team Performance Goals • Goals enables a team to clarify what constitutes as meaningful results • Individual recognition of members on the team • What are your Core Agile Values Commitment Openness Adaptability Courage Focus on results Trust
- 39. THANK YOU DAVE DAME Director, Agile and Lean Practices, BlueCat Email: Dave@DaveDame.com Twitter: @TheAgilityEdge LinkedIn: https://linkedin.com/in/daviddame www.DaveDame.com
- 40. Image Credits • Empathy: https://hbr.org/2015/03/empathy-is-key-to-a-great-meeting • Brain: http://www.olaalaa.com/health-tips/health-benefits-of-olive-oil%E2%80%8E-cancer-heart-disease- cardiologist-fruit/ • Experiment Model: Jason Little interpretation • Fail Fast, Fail Often: http://itsfunny.org/wp-content/uploads/2013/07/Fail-and-win-reality.jpg • Job Fair: http://resumebear.com/blog/2009/04/09/2009-job-fair-survival-guide/ • Broken chain: http://eagle-entrepreneur.com/2013/02/gsu-students-work-to-break-the-chain/ • Intrinsic motivation: http://www.mbaskool.com/business-articles/human-resource/5587-why-performance- management-is-so-difficult.html • Understanding your customer - http://financial-way.com/defaultsite
Notas del editor
- Daniel Pink : Motivation - formula: autonomy, mastery, and purpose
- DvB = not having the passion or excitement If you look at start-up they have very few processes and tools. However they have a collective passion to get product or service into the market place. This is because they have the people who are emotionally vested in a common goal. They know the ‘why’ behind what they are creating. They know what they individually contribute toward that goal. Touch on the importance of the manager
- Basketball reference Good individuals need to learn how to work together Team resume story
- Talk about your progression through your carrier where you are from where you started
- Build employees for future roles not just the role they are in right now
- An approach to developing software that relies on team members making decisions based on empathy towards impacted stakeholders. This approach requires development teams to creatively self-organize within the constraints of their organizations, to work around the barriers that isolate them from their stakeholders. Empathy Driven Development is complementary to Agile Software Delivery with Scrum and is key to Scrum Activities and Events like Backlog Management and Refining, Sprint Planning, Daily Scrum and Sprint Review.
- When conversations continue after the Lean Coffee ends is when you know it’s a success Chicken video – get name of shared social learning
- There are different levels to the COP: sharing technical information | Sharing past failures | sharing and collaborating on current struggles
- There are different levels to the COP: sharing technical information | Sharing past failures | sharing and collaborating on current struggles
- The organization gets comfortable to changing regularly You are not scaling production you are scaling innovation Bank example Personal story The walk The move to Toronto
- Ask any great leaders what their job is, and most of the time, they will tell you that they are responsible for motivating, inspiring, teaching, listening to and guiding their employees. They do this because they know that an organization is much more successful when they have thirty brains working on solutions rather than just one or two leaders’ brains working and thirty brains waiting for orders from the top. Bosses, on the other hand, don’t see thirty brains. They see thirty pairs of hands that are made for completing orders and finishing tasks. By doing that, bosses put a limit on organization potential with each underestimated member of their human capital.
- Managers have to micro-manage nearly every decision. They rob employees of the freedom to find a solution, and, by doing that, they kill any creativity that might have otherwise saved a company money, found a more streamlined process or earned additional revenue. Employees become worker bees, ants that blindly follow the leader without question
- Teammates hold each other accountable, and once you’ve reached the point in your career where your employees are continuously raising the performance bar on each other—in a healthy way, of course—then you have successfully done your job as a leader. Managers focus on a hierarchy of task-givers. They value the ability to pass down tasks from the top to the bottom, often times without trying to develop the relationships that occur from level-to-level. Managers tend to value being “above” others, frequently counting how many people work beneath them and striving to increase that number, and often making enemies and burning bridges on their way.
- essentially pretend like you're trying to persuade them to join the org again If you don’t build a continual relationship, a recruiter will
- Long term (annual or longer) goals are becoming obsolete for individuals because goals quickly become irrelevant as the context changes. In contrast, if goal targets are on a per month basis and created more frequently (e.g. monthly), goal setting become an effective way to establish clear direction and set clear expectations.
- Organizations must rely on teams of people to accomplish tasks Team performance appraisals assess the performance of teamwork on organizational performance. Recognition of individual performance and their contribution to group outcomes and the organization's performance.