High Trust - Low Performance, the sinister side of agile. John Clapham, Kainos Its official! Agile teams are high performing; they self- select, self-organize and self-regulate, high trust leads to phenomenal results. But there is another, almost sinister, side to the equation, something every business fears; that agile conceals or invites poor individual performance. This is the fear that stalls adaptions, discourages change, and causes behaviors to creep back towards command and control. Despite Agile theories, teams can be surprisingly slow to call out negative behaviors. So how can you spot under performance in an agile environment? Perhaps even more challenging; how do you do something about it?
96
Embed
High Trust - Low Performance, the sinister side of agile.
Its official! Agile teams are high performing; they self-select, self-organize and self-regulate, high trust leads to phenomenal results. But there is another, almost sinister, side to the equation, something every business fears; that agile conceals or invites poor individual performance. This is the fear that stalls adaptions, discourages change, and causes behaviors to creep back towards command and control. Despite Agile theories, teams can be surprisingly slow to call out negative behaviors. So how can you spot under performance in an agile environment? Perhaps even more challenging; how do you do something about it?
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
High Trust - Low Performance, the sinister side of agile.John Clapham, Kainos
Its official! Agile teams are high performing; they self-select, self-organize and self-regulate, high trust leads to phenomenal results. But there is another, almost sinister, side to the equation, something every business fears; that agile conceals or invites poor individual performance. This is the fear that stalls adaptions, discourages change, and causes behaviors to creep back towards command and control.Despite Agile theories, teams can be surprisingly slow to call out negative behaviors. So how can you spot under performance in an agile environment? Perhaps even more challenging; how do you do something about it?
High trust - low performance, the sinister side of agile.
Separate personal development feedback and appraisal feedback.
IdentifiedQuickly
https://www.flickr.com/photos/smeerch/142099531
Regular, real time, plain speaking feedback
True 360 feedback – peers, stakeholders, leaders, and more.
“Think about what you need to accomplish, and make sure others know and understand.”
- Drucker
Self select goals together, carefully.
Make goals and results public.
“With a little creativity, there is every reason to believe that we can design for each employee a place to positively present her strengths, her skills, her accomplishments and her aspirations.”
– Marcus Buckingham
Use tools as feedback drones to improve mastery.
Remember the simple things:
Remember the simple things:- Role model
Remember the simple things:- Role model- Be clear and follow up.
Remember the simple things:- Role model- De clear and follow up- Give support
Raised
https://www.flickr.com/photos/biphop/658382615
Avoid the stigma – is it bad performance, or just misaligned?
“Think of what you owe others, make sure others know what you expect.” - Drucker
Let the team be anti bodies:- Coach behaviours - Understand what does/doesn’t contribute
positively- Encourage open discussion- Know they can call in (effective) support
References…Seven deadly diseases of managementhttps://www.deming.org/theman/theories/deadlydiseases
Drive – Dan Pinkhttp://www.danpink.com/books/drive
The Essential Drucker – Peter F Druckerhttp://www.goodreads.com/book/show/48016.The_Essential_Drucker
Agile Software Development with Scrum – Ken Schwaber Mike Beedle (The black book!)http://books.google.co.uk/books/about/Agile_Software_Development_with_Scrum.html?id=lO3XLgAACAAJ
What if performance management focussed on strengths? – Marcus Buckingham http://www.gfcbusinessconnect.com/2014/02/23/what-if-performance-management-focused-on-strengths/
References…Scarf in 2012: Updating the social neuroscience of collaborating with others.http://www.davidrock.net/files/09_SCARF_in_2012_US.pdf
How Google use OKRhttp://www.businessinsider.com/googles-ranking-system-okr-2014-1
From Performance Management to Leading Performance - Kati Vilkki, Esther Derbyhttp://www.agilealliance.org/files/8613/8151/8040/From_Performance_Management_to_Leading_Performance.pdf