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Similar a Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learned
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Viktor Bezhenar @ Kharkiv PM Day - Delegation and Empowerment: Lessons Learned
- 1. Lessons Learned DELEGATION AND EMPOWERMENT Viktor Bezhenar, Account Delivery Manager @Levi9, Kharkiv PM Day, March 2017
- 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. DECEMBER 2015 • Started with a new project Scrum Team – 5 people • A few more dying assignments • Desire to change status quo
- 4. FEBRUARY 2017 Team Gouda Team Maasdam Nu Adverteren Click Tracker Team 3 SLA Outstaffing Schoolbank Startpagina Team 4 <=20 FTE <=40 FTE
- 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. IF I WOULD NOT START TO DELEGATE I would rather not grow or I would burn out
- 7. HOW I WAS ABLE TO MANAGE ALL THAT?
- 8. BEING A MANAGER AS A CATALYST IT IS ALL ABOUT PEOPLE
- 9. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST Select People • One of the most important decisions you are making
- 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. 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. 4 CORE ACTIVITIES OF A MANAGER CATALYST Set Expectations • Share the project plans and goals
- 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. 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. 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. 4 CORE ACTIVITIES OF A MANAGER CATALYST Motivate, Encourage People • Help to set the goal
- 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. 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. 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. 4 CORE ACTIVITIES OF A MANAGER CATALYST Develop People • Encourage them taking initiative
- 21. 4 CORE ACTIVITIES OF A MANAGER CATALYST Develop People • Encourage them taking initiative • Involve in decision making
- 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. 4 CORE ACTIVITIES OF A MANAGER CATALYST Select People Set Expectations Motivate and Encourage People Develop People
- 24. GARDEN AND GARDENER METAPHORE
- 25. YOU HAVE TO START IT UP
- 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. • 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. OTHERWISE Your garden may grow in another direction
- 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. 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. THE BEST MANAGERS ARE WIZARDS They help heroes overcoming tough challenges, but they never do the work for them
- 32. BE THE EXAMPLE AS A PROFESSIONAL SHOW THE ATTITUDE WITHOUT THAT YOUR STEP UP WILL BE AN OCCASION BUT NOT A MERIT
- 33. 2 FEARS OF DELEGATION
- 34. FEAR 1: LOSS OF CONTROL It is no single person who has a complete picture of everything happening..
- 35. BY GIVING AUTHORITY TO THE TEAM YOU DELEGATE THE WORST: MICROMANAGEMENT YOU CREATE A “MICROMANAGEMENT BY THE TEAM”
- 36. FEAR 2: LOSS OF AUTHORITY AND POWER
- 37. GIVING POWER TO YOUR PEOPLE DOES NOT DIMINISH YOUR OWN STATUS. IT IS MORE LIKELY TO INCREASE IT.
- 38. SO ONCE AGAIN: HOW I WAS ABLE TO SUCCESSFULLY MANAGE ALL THAT??
- 39. DECIDE WHAT TO DELEGATE
- 40. DECIDE WHEN TO DELEGATE
- 41. DECIDE WHOM TO DELEGATE
- 42. DECIDE HOW TO DELEGATE
- 43. APPLY AUTHORITY MATURITY MODEL
- 44. EXAMPLE FROM THE TMS ACCOUNT
- 45. • Be a manager as a catalyst – interact with your people within 4 core activities LESSONS LEARNED
- 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. • 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. • 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. • 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. • 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. GROW YOUR MATURE TEAMS AND DELEGATE! Viktor Bezhenar Viktor Bezhenar vityawassup viktor.bezhenar@gmail.com
Notas del editor
- I would rather not grow or burn out
- Есть 2 концепции, которые помогли мне понять во первых что можно отдать команде, а что нет. А во вторых они помогли мне сформулировать свое поведение
- Секрет моего делегирования – это работа с людьми Катализатор – то что способствует ускорению развития чего-то
- Gardener and garden
- Living systems grow fast in the beginning and then reach a level of maturity. Mature systems don’t need to be looked after as often as the young systems. Mature teams don’t need to be looked after that much either. They are experienced enough to fix most of their own problems. An occasional checkup is sufficient to keep things running smoothly.
- Many growing systems have a certain life expectancy. They have a tendency to wither away and die. There’s nothing wrong with that. It is part of nature. When living systems get old, more and more time and energy are needed to sustain them. Gardeners know that there comes a time to replace the old with the new, by digging out the old, roots and all, throwing it on the compost heap, and making room for new seeds to grow
- The best managers are like wizards in fantasy stories: They help heroes overcoming tough challenges, but they never do the work for them.
- Managers must do everything they can to eliminate disrespectful, condescending, and rude behavior in their organization. In setting a good example, a good manager does not intimidate, condescend, demean, act arrogant, withhold praise, slam doors, pound tables, swear, behave rudely, belittle people in front of others, give mostly negative feedback, yell at people, tell lies or “half-truths,” act above the rules, enjoy making people sweat, act superior to or smarter than everyone else, act sexist, act bigoted, withhold critical information, use inappropriate humor, blow up in meetings, steal credit or the spotlight from others, block career moves, show favoritism, humiliate or embarrass others, overuse sarcasm, deliberately ignore or isolate people, set impossible goals or deadlines, let others take blame for their mistakes, undermine authority, show lack of caring for people, betray confidence, gossip or spread rumors, act as if others are stupid, use fear as a motivator, show revenge, interrupt constantly, fail to listen, demand perfection, or break promises. And these are, of course, just a few examples of things you should not do It is you who must lead by example. You must show self-discipline if you want people to follow with similar behavior. Never be late for a meeting, or else people will think that it’s OK to be late. Don’t deliver code that is neither refactored nor versioned, or other people will do the same. And never forget to answer an email message, or people will stop answering your messages (or a customer’s messages).
- Nobody on a team (or in a crowd) has a complete picture of all that’s happening in the entire group. By letting them solve their problems and make decisions together you actually increase control over the situation. On Twitter, Mike Cohn suggested that Agile software development is micromanagement by the team. The Darkness Principle makes it clear that it is this micromanagement that must be delegated from the manager to the team.
- Nobody on a team (or in a crowd) has a complete picture of all that’s happening in the entire group. By letting them solve their problems and make decisions together you actually increase control over the situation. On Twitter, Mike Cohn suggested that Agile software development is micromanagement by the team. The Darkness Principle makes it clear that it is this micromanagement that must be delegated from the manager to the team.
- Some managers don’t like the idea of empowering people. They fear a loss of authority, power, and control. They also fear competition when subordinates become more knowledgeable than their own managers. And finally, after empowering their subordinates, managers fear there is nothing left for them to do, which makes them feel redundant. (This is particularly a problem in an economical downturn when organizations need to cut jobs, and top management is looking for dispensable people.) When managers feel insecure about their jobs, they hang on harder to their power and position, reluctant to share it with (what they perceive as) competitors.
- An empowered team will increase a manager’s status because his team will (ultimately) perform better than other teams, which reflects on the manager. The manager can refer to three maturity levels and seven authority levels to determine how to delegate work to his team.
- Learned tips and tricks