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Measuring Team Health At Spotify

From Gut Feel To Hard Data Danielle Jabin

What is great? How do we know when we’re

there?

You can’t manage what you don’t measure.

Making teams better, people happier, and

long-term value delivery sustainable.

What do we associate with being Agile?

Breaking down work into stories and stories

into tasks

Prioritizing said tasks

Delivering said tasks according to prioritization

Measuring cycle time, velocity, value delivered

We add rules on top of that

Tasks must be less than X points with no more

than Y points per sprint

Standups must be completed in under 10

minutes

And on and on…

End goal: achieve sustainable long-term

value delivery

There are a lot of ways to get there.

If our focus is too much in the weeds…

…we’ll miss the big picture.

What is it that makes a team high performing

then?

Sometimes we rely on gut feel.

Gut feel is notoriously flawed.

You can’t manage what you don’t measure.

The Characteristics

•  Aware of Skills •  Embrace and Adapt to Change •  Quality Discipline •  Delivers Results •  Ownership and Responsibility •  Iterative Discipline •  Continuous Improvement •  Fast Decision-making With

Shared Understanding •  Positive Energy

•  Collaboration •  Exceeding Expectations •  Visualization •  Focus and Clear Purpose •  Technical Proficiency •  Small Teams •  Intra-team Feedback •  Customer Engagement •  Presence •  Celebrates Wins and Learnings

How can we make sure these conversations are

happening?

Squad Reflections

The Statements

1.  It is clear to me why our team exists.

2.  It is clear to me who benefits from the things we deliver.

3.  I feel that my team is able to influence the world of Spotify.

4.  I'm happy with how frequently we deliver value to our users.

5.  I'm proud of the value we deliver to our users.

6.  We regularly identify the most appropriate way forward.

7.  We continuously improve our way of working.

8.  I give feedback to my team members.

9.  I get feedback from my team members.

10. I feel a sense of purpose when working on this team.

11.  We get support from the rest of the organization.

The Process

Gather the entire team in a room

Read each statement aloud

•  Rate from 1 to 10 (with 1 being strongly disagree and 10 being strongly agree)

•  Repeat it 1-2 times so people can absorb it

•  Reveal at the same time

Facilitate a discussion around each statement

•  “Why do we feel this way?” •  “X, you rated this a 6. What would it

take for you to give it a 9 or 10 rating next time? What changes would you need to see?”

•  “Y, you rated this a 10 whereas the rest of the team rated this at 5 on average. Where do you think we’re excelling in this area?

Take notes during the discussion

•  Direct quotes and paraphrasing as opposed to analysis and interpretation

Review discussion notes and organize them into themes that emerge •  Discuss findings with the

team •  What do they think? •  What do they want to focus on?

•  The team needs to have a sense of ownership of their continuous improvement

Re-evaluate in 3 – 6 months

•  Does the team feel satisfied with the progress made? Do they have new improvement points this time? Woohoo!

•  Do the same points come up as last time? :( Perhaps it’s time to think more critically about how to have more effective and long-lasting impact. There could be many reasons for this.

•  Dig deeper with a root cause analysis.

Available at www.daniellejabin.com/blog

Real-life Examples!

"I don’t always reflect on or realize how much value it is that we’re delivering.” “We do deliver a shitload of stuff, but once something slows down it feels like you’re not delivering (when you really are).”

The Characteristics




"I don’t always reflect on or realize how much value it is that we’re delivering.” “We do deliver a shitload of stuff, but once something slows down it feels like you’re not delivering (when you really are).”

Pattern: Celebrates Wins and Learnings

How do we fix that?

"We know there are things that we can improve, but we don’t do them. We don’t follow through. It’s not that we’re not aware, it’s that we don’t do them.”

The Characteristics




"We know there are things that we can improve, but we don’t do them. We don’t follow through. It’s not that we’re not aware, it’s that we don’t do them.”

Pattern: Iterative Discipline

How do we fix that?

Make it your own! •  What elements are core to your culture? What do you value? •  What are your expectations on/from teams?

Squad Reflections helps us build a more

comprehensive view of a team’s health in a way

that even strict Agile adherence can’t.

You can’t manage what you don’t measure!

Questions?

www.daniellejabin.com/blog

Thank You!

Appendix

The Process

•  Gather the entire team in a room •  Read each statement aloud •  Rate from 1 to 10 (with 1 being strongly

disagree and 10 being strongly agree) •  Reveal at the same time

•  Facilitate a discussion around each question

•  “Why do we feel this way?” •  “X, you rated this a 6. What would it take

for you to give it a 9 or 10 rating next time? What changes would you need to see.”

•  “Y, you rated this a 10 whereas the rest of the team rated this at 5 on average.

Where do you think we’re excelling in this area?”

•  Take notes during the discussion •  Direct quotes as opposed to analysis and

interpretation

•  Review discussion notes and organize them into themes

•  Discuss findings with the teams •  The team needs to have a sense of

ownership of their continuous improvement

•  Identify 2 - 3 focus areas •  Re-evaluate in 3 - 6 months

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