building performing teams - lean agile kc...

10/28/2015

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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.’”

© Kay Harper Consulting

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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


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


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


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

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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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[email protected]

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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