Creating and Enabling High Performing Teams 2015
- 1. Creating and Enabling High Performing Teams KCDC 2015 June 24, 2015
- 2. Who are we? Susan Smith Director, IT Program Management at Heartland Crop Insurance Agile Coach Dawn Hinson Senior business analyst at Berkley Medical Management Solutions Tami Flowers Director Governance Solutions at MetaGovernance PMI-PMP, PMI-ACP, and Certified Scrum Master Agile Coach We helped take an organization from waterfall to Agile.
- 3. Why Teams?
- 4. Today A few minutes on the topic An “experience” Debrief/Reflection
- 6. What is a high performing team? They are self-organizing rather than role or title based They are empowered to make decisions They believe that as a team they can solve any problem They are committed to team success vs. personal success The team owns its decisions and commitments Trust, vs. fear or anger, motivates them They are consensus-driven They live in a world of constant constructive disagreement
- 7. Stages of team formation and development FORMING A working group that is learning about each other STORMING A pseudo team that is challenging each other and developing into a potential team NORMING A potential team that is working with each other and developing into a real team PERFORMING A real team that is working as one and becomes a high performing team
- 8. Situational leadership model FORMING Team Members Low competence, high commitment Leader High directive, low supportive behavior STORMING Team Members Low/some competence, low commitment Leader High directive, high supportive behavior NORMING Team Members Moderate/high competence, variable commitment Leader Low directive, low supportive behavior PERFORMING Team Members High competence, high commitment Leader Low directive, low supportive behavior Directing Coaching Supporting Delegating
- 9. Appreciations Sets up good working relationships Helps change the group’s focus from negative to positive Helps set a positive tone for potentially hostile meetings Helps others see the good things that are happening within the group Doesn’t require any feedback Is free Framework: <Name>, I appreciate you for < >. (active) NOT: I appreciate Tami NOT: Thanks for your work Susan (passive)
- 10. Stage 1: Forming What it may look like: New kid on the block Questioning and withholding Low accomplishment of tasks or goals Steep learning curve Suspicion, fear or anxiety about the project What you can do: Ice breakers, lunches, ways to learn about each other Understand personalities Ensure team understands end goals Iteration Retrospectives Working Agreements FORMING Team Members: Low competence, high commitment Leader: High directive, low supportive behavior Nuggets of Goodness: • Crucial Conversations • Crucial Confrontations • Agile Retrospectives: Making Good Teams Great
- 11. Personalities and Impacts on the Team Soft skills! Interpersonal and general analytic abilities such as Teamwork Empathy Leadership Negotiation Adaptability Problem solving
- 12. Personality Tests Extraversion and Introversion Distinguishing between the two worlds in which all of us live; where we get our energy When we are dealing with the world outside of ourself, we are "extraverting". When we are inside our own minds, we are "introverting". Sensing and INtuition How we gather information The "Sensing" preference absorbs data in a literal, concrete fashion. The "Intuitive" preference generates abstract possibilities from information that is gathered. Thinking and Feeling When someone makes a decision that is based on logic and reason, they are operating in Thinking mode. When someone makes a decision that is based on their value system, or what they believe to be right, they are operating in Feeling mode. Judging and Perceiving our attitude towards the external world, and how we live our lives on a day-to-day basis People with the Judging preference want things to be neat, orderly and established. Judgers want things settled. The Perceiving preference wants things to be flexible and spontaneous. Perceivers want thing open-ended.
- 13. Personality Tests Myers-Briggs The Big Five: extraversion, neuroticism, agreeableness, conscientiousness and openness to experience Jung Typology Profiler for Workplace (JPTW): Power, Assurance, Visionary, Rationality, etc. DiSC: Dominance, Influence, Steadiness, Conscientiousness
- 15. Experience: Personality Types E or I Will you go home today tired or energized? When you attend a party do you go home tired or energized? Exercise Form group of E and a group of I Come up with 3 questions to ask the other group
- 16. Experience: Personality Types S or N The "Sensing" preference absorbs data in a literal, concrete fashion. The "Intuitive" preference generates abstract possibilities from information that is gathered. Exercise Form group of S and a group of N Describe the Object Share with group
- 17. Experience: Personality Types T or F When someone makes a decision that is based on logic and reason, they are operating in Thinking mode. When someone makes a decision that is based on their value system, or what they believe to be right, they are operating in Feeling mode. Exercise Form group of T and a group of F You are hiring someone for a job. One candidate had a perfect resume and interview. The other candidate was not as outstanding as the first, however the second candidate is a single parent and really needs a job. You can only hire one person. Who do you hire and why?
- 18. Experience: Personality Types J or P "I take my work seriously, and can enjoy myself only after I've taken care of my responsibilities.” “First and foremost, I must enjoy what I do. It is easy to be responsible and committed to work I enjoy.” Exercise No talking Form a line from front to back of the room as a continuum. Front of the room Responsibility First (see first bullet above). Back of the room Enjoyment First (see second bullet above0.
- 19. Stage 2: Storming What it may look like: Adolescence Power/control/trust issues Air differences of opinion, arguments, disagreements Competition for formal and informal leadership roles on the team Team beginning to understand each other What you can do: Give and Receive Feedback Temperature Reading Celebrate Small Team Achievements Socialize FORMING Team Members: Low competence, high commitment Leader: High directive, low supportive behavior Nuggets of Goodness: • Crucial Conversations • Crucial Confrontations • Agile Retrospectives: Making Good Teams Great
- 20. Giving and Receiving Feedback Make sure your feedback is constructive Give feedback with caring and respect What do I want for me? What do I want for the other person? What do I want for our relationship? No praise, no blame Be direct Don’t sandwich it between compliments or complaints Don’t sugar coat it Don’t say things such as “Others think…” “The perception is…” : Own it “I saw/heard/observed..” Give positive feedback too…but not at the same time as constructive feedback
- 21. How to Give Feedback Create an opening. “Can we talk? Julie, I’d like to tell you about one specific thing that you did that was a problem for me.” Describe the behavior or results. “When I saw/heard/learned that you (describe the behavior you want to discourage), …” State the impact. “I felt ___ because (describe the impact).” Make the request. “What I would prefer to happen is (state what you would like to happen instead). Can you do this next time?”
- 22. How to Receive Feedback Remember that feedback is a gift. Breathe. Listen carefully. Don’t interrupt or discourage the person giving you feedback. Ask for specific examples, get clarity. Take time to think about what you heard. Keep what you can use. Consider if you are willing to make a change and let the person know.
- 23. Experience: Giving and Receiving Feedback Partner with someone you do not know. Take turns delivering the feedback on the cards to each other. For each card, Decide the role of the giver and receiver Decide if the receiver is going to react positively or negatively Repeat the card again, changing the roles and the reaction of the receiver.
- 24. lunch
- 25. Appreciation cards Name Date Send around the table and each person writes one thing that they appreciate <name> for during the last <iteration, release, project, etc>
- 26. Stage 3: Norming What it may look like: Cohesive group Significant progress made on task goals Conflicts are more substantial Team members face their issues, accept feedback and act on it What you can do: Encourage problem identification and problem solving Beware of Group Think; encourage Devil’s Advocate Celebrate team accomplishments Release retrospectives Model and teach conflict management FORMING Team Members: Low competence, high commitment Leader: High directive, low supportive behavior Nuggets of Goodness: • Teamwork is an Individual Skill
- 27. Experience: Teamwork 52 card pickup Sort cards in order 3 iterations, each 2 minutes long Dawn, Susan or Tami are product owners The rules: One deck of cards per team Cannot sort until all cards are on the table Only 1 card in each hand No talking
- 28. Experience: Teamwork Iteration 1 The rules: Shuffle cards Scatter cards for your opponents Your team will pick up your cards and sort in order No talking! One card in each hand at a time!
- 29. Experience: Teamwork Iteration 2 The rules: 2 minutes to plan Shuffle cards Scatter cards for your opponents Your team will pick up your cards and sort in order by face value No talking! One card in each hand at a time!
- 30. Experience: Teamwork Iteration 3 The rules: 2 minutes to plan Shuffle cards Scatter cards for your opponents Your team will pick up your cards and sort in order by face value and suit No talking! One card in each hand at a time!
- 31. Teamwork and Responsibility Accountability vs. Responsibility Accountability – others hold you accountable Responsibility – you choose responsibility. Your ability to respond. Responsibility is not Denial Lay Blame Justification Shame Obligation Quit
- 32. Experience: Non musical chairs Do not let facilitator sit in a chair No moving chairs If you stand up, you must sit in the empty chair and you cannot sit back in your chair No calls to HR: no touching or pushing the facilitator
- 33. Team Dysfunction As you evaluate where teams are in terms of maturity and what you can do to help, also consider these (hard) questions: Is the system in place in your organization causing team issues? Is the company or department causing team issues? Are you causing team issues? Are the wrong people on the team?
- 34. Conflict Conflict is going to happen. Conflict can be constructive or destructive. Conflict can be good, helpful and healthy. Conflict can escalate and create a negative team environment. Before rushing in to fix conflict, observe the situation to get a better view of the issues. Listen to the language and see if the team can resolve the conflict on their own.
- 35. Conflict – a framework Level Name Characteristic Language Type Environment 1 Problem to Solve Information sharing and collaboration Open and fact-based People have differing opinions Conflicting goals or values Not comfortable but not emotionally charged 2 Disagreement Personal protection trumps resolving the conflict Guarded and open to interpretation Self-protection becomes important Team members distance themselves from the debate Discussions occur off-line Good natured joking moves to half joking barbs 3 Contest Winning trumps resolving the conflict Includes personal attacks The aim is to win People take sides Blaming flourishes 4 Crusade Protecting one’s own group becomes the focus Ideological Resolving the situation is not good enough Team members believe that members “on the other side” won’t change and need removed 5 World War Destroy the other! Little or non-existent “Destroy!” is the battle cry The combatants must be separated No constructive outcome can be had Framework from Speed B. Leas
- 36. Stage 4: Performing What it may look like: Highly productive and high morale Satisfaction at team progress Trust that each team member will do his or her part Commitment Close attachment to team; team is like a clique Conflicts resolved What you can do: Mentoring Focus on continuous improvement Manage transitions out of the team Retrospectives Keep celebrating FORMING Team Members: Low competence, high commitment Leader: High directive, low supportive behavior
- 37. Experience: The Chair Exercise Rules 3 teams Select a team lead for your team NO TALKING NO mouthing of words NO trips to the ER NO calls to HR
- 38. Stage 5: Adjourning/Mourning What it may look like: Team members may move to different teams Sadness or sense of loss What you can do: Don’t ignore it! Help bring closure CELEBRATE!
- 39. Temperature Reading Appreciations New Information Puzzles Complaints with Recommendations Hopes and Wishes
- 40. Full Circle Review what you wanted from the day. Any outstanding questions or thoughts?
- 41. Nuggets of Goodness Crucial Conversations, Kerry Patterson Crucial Confrontations, Kerry Patterson Agile Retrospectives: Making Good Teams Great, Esther Derby and Diana Larsen The Deadline: A Novel about Project Management, Tom DeMarco Teamwork is an Individual Skill, Christopher Avery Behind Closed Doors: Secrets of Great Management, Johanna Rothman and Esther Derby Johanna Rothman books: http://www.jrothman.com/books/ Joy, Inc.: How We Built a Workplace We Love, Richard Sheridan Beautiful Teams, Andrew Stellman & Jennifer Greene
- 42. Nuggets of Goodness Free Myers Briggs test http://www.humanmetrics.com/cgi-win/jtypes2.asp Sites with good info on the Myers Briggs personality types http://www.personalitypage.com/INFJ.html (change the INFJ letters to the type you want to view) http://www.16personalities.com/personality-types Problem Solving Leadership workshop: http://www.estherderby.com/problem-solving-leadership-psl Coaching Beyond the Team: http://www.estherderby.com/coaching- beyond-the-team-influencing-the-organization Christopher Avery’s site http://www.christopheravery.com/ www.tastycupcakes.com – has great ideas for exercises
- 43. Experience: Switching Costs Each team selects someone who knows the following How to count to 10 First 10 letters of the alphabet First 10 Roman Numerals Each team selects a time keeper
- 44. Thank you! Email: tami.flowers@gmail.com Twitter: @tamilflowers LinkedIn: Tami Flowers Slideshare: www.slideshare.nettamiflowers Email: srsmith62@hotmail.com LinkedIn: Susan Smith