8. When I raise my Hand up == Quiet
When u raise your Hand up == Offline
9. Purpose
Outcomes
Impact
Provide tools to produce more leaders, not follower
At least one “aha” moment
Have a specific tool that you will use tomorrow
Realization you have a lot more to learn
Excitement, Satisfaction
12. What are we going to cover today?
TABLE OF CONTENTS
Scrum Masters Role
Strategies to increase team
maturity
Tribal Leadership
Leadership base assumptions
Avery responsibility model
1:1 coaching
Seven Levels of Delegation
13. If your dev team was a soccer team
Who was the scrum master in this
team?
14. Write Down the name (or description) of:
• One amazing leader that you have admired
• One terrible leader that you have preferred
not to work with again
Write Down one thing that difference
between those leaders
Exercise: Amazing vs. Terrible
15. “Would you tell me, please, which
way I ought to go from here?”
“That depends a good deal on where
you want to get to,” said the Cat.
“I don’t much care where –,” said Alice.
“Then it doesn’t matter which way
you go,” said the Cat
[Lewis Carrol – Alice in wonderland]
It is all
about
Vision
19. PROCESS
1. Tell the story about the amazing team
2. Define categories
3. Gather data
4. Silent grouping
5. Graph radar
6. Analyze the result
7. 1-2 Action item for the next sprint
20. F2F
Conversation
Give/receive
Feedback
High level
of trust
Buss
factor = 0
Accountability
Effective
meetings
loyalty to
organization
strategy
Understanding
customers
needs
Agility
Continuous
improvement
Working
based
on MVP
Short
feedback
loop
Full
automation
technical
excellence
Visualization
of
goals
Fun
27. THEORY X (AUTHORITARIAN) THEORY Y (PARTICIPATIVE )
Humans inherently dislike working and
try to avoid work
Work is an activity as natural to people
as play and rest
Because people dislike work, they have
to be made to work by putting pressure
and controlling their activities
When suitably motivated people are
self directed to achieve organizational
objectives
Average people prefer to be directed
Average people avoid taking
responsibility
People learn to accept responsibility
and under suitable conditions actively
seek responsibility
Average people are unambitious and
prefer security at work
Managers are there to tell workers what
to do
Managers are there to teach, support
and create the environment for
Commitment of employees can be
obtained by ensuring job satisfaction
People are imaginative and creative
1960
43. ASSESS YOUR TEAM DEVELOPMENT STAGE
Fill in the questionnaires
Analyze the overall results
44.
45. FORMING - STARTING THE JOURNEY
Teammates conform to what they think
is expected of them
Feelings kept hidden and weaknesses
covered up
Poor listening
More assumptions and
misunderstandings, less “real” data
Provide structure, create alignment, build trust
STRATEGY
IDENTIFIERS
46. STORMING - FEELS LIKE CHAOS
People talking over each other. Tensions,
disagreement, anxiety and cynicism
Relationships become significant,
alliance and cliques are created
Making bid of power position, lack of
unity and method
Questioning of acknowledged authority
Encourage open communication, identify and resolve issues, create conflict or
discomfort
IDENTIFIERS
STRATEGY
47. NORMING - GETTING INTO THE RHYTHM
Better listening and assertiveness
Discussion of team dynamics,
establishing rules and process
Confiding and sharing of feelings and
aspirations.
Pride in the group
Establish effective team processes, build team skills, support team improvements.
Encourage collaboration and shared leadership, build vision, reinforce positive results
IDENTIFIERS
STRATEGY
48. PERFORMING - FLYING ABOVE THE CLOUDS
Handling and using conflicts
constructively
Commitment to common goals and share
credit on achievements
Mutual trust, open relationships, willing
to take risks, continuous learning
Commitment, loyalty and objectivity
Back off, identify regression and react when needed
IDENTIFIERS
STRATEGY
51. CORPORATE TRIBES:
• Organizations are the sum of tribes within them
• Performance is set not by the individual tribe
leader but by the aggregation of them
• Tribes are no necessarily teams
• Tribes are how work gets done in organizations
52. Stage 1
Alienated
Stage 2
Separate
(And it is your fault)
Stage 5
Greater Good
Stage 3
Personal
But you are NOT!I’m Great !
Stage 4
Partnership
But they
are NOT!
We are Great !
53. What would be the symptoms / behaviors of people at
stage 1?
54. Write Down:
What would be the symptoms / behaviors of people at
this stage?
Exercise:
55. What would be the symptoms / behaviors of people at
stage 5?
56. In pairs:
Identify the stages in your organizations
Share with your partner
Exercise:
By looking at the behaviors at each stage
68. Everyone is doing the best they can
(with the resources they have available)
69. The map is not the territory
1.
2. Everyone is doing the best they can
(with the resources they have available)
3.
4. The meaning of interpersonal
communication is the response you get
In every behavior we have good
intention toward ourself
73. ANALYZE YOUR PROBLEMS
USING THE RESPONSIBILITY
PROCESS.
• In what stage are you?
• What would be the
responsible thing to do?
Blame
Shame
Justify
Obligation
Responsibility
74. THE ART OF HELPING
OTHERS CHANGE BY
CHANGING YOURSELF
77. The meaning of
interpersonal
communication
is the response
The map is
not the
territory
In every
behavior we
have good
intention
toward ourself
Interpretation
Emotion
Reaction
Event
Everyone is
doing the best
they can
80. The other person is not giving any
attention to what you are saying
LEVEL 0: IGNORING
81. • Give the impression they hear what you say
• You may hear some of your words, but You
are not “present"
LEVEL 1: PRETEND LISTENING
82. “If you think what to say next, you
aren’t really listening”
LEVEL 2: SELECTIVE LISTENING
(Let’s talk about me)
83. LEVEL 3: ATTENTIVE LISTENING
(Problem to solve)
• You offer your time and attention
• You hear from yours frame of reference
• You suggest a solution
84. LEVEL 4: EMPATHIC LISTENING
• Intentional
• Listens not only to the other person's words,
you listen for what the other person means
• Full attention
87. the process by which elements or pieces of a person's model
become detached from their original experience and come to
represent the entire category of which the experience is an
example
GENERALIZATIONS
• Frequent words: always, never, every, all, none, etc.. :
• Frequent words: must, mustn't, have to, can, can't,
could, couldn’t etc…
88. the process by which elements or pieces are left out, lost or
unspecified
DELETIONS
• Simple Deletions
• Comparative Deletions
• Unspecified Referential / facts (Index/noun/verb)
• Lost Performative
89. the process by which the data is distorted, and eliminate our
options
DISTORTIONS
• Cause and effect
• Mind Reading
• Complex equivalents
• Nominalization
96. EFFECTIVE FEEDBACK
Pre-Conditions:
You Have accurate data
You care about the person
Your goal is improvement (Double check)
Guidelines:
Give feedback frequently
Be prepared
Speak for yourself
Use I language
straight to the point
97. GIVING EFFECTIVE FEEDBACK
Set the Stage
make sure the person is in a state to receive feedback
Describe the behavior or result
Be specific, accurate, speak from experience, validate facts
State the impact
The impact should be a real one, the painful the better
Make a request
Specific, accurate, leave room for other suggestion
98. REPEAT THE EXERCISE USING THE MODEL
prepare your feedback.
Give it & Reflect with your partner
Switch
Set the stage - Describe the behaviour
state the impact - make a request
First
person
Second
person
100. Write down all the tasks that on your table
Each task per sticky
PRIORITIZE
101. PRIORITIZE, DELEGATE AND MANAGE
URGENT, IMPORTANT NOT URGENT, IMPORTANT
URGENT, NOT IMPORTANT NOT URGENT, NOT IMPORTANT
Activities that need to be dealt with
right away and that lead to success of
your team or company
Activities that lead to the long term
success of your team and the company,
however they may not have an immediate
need for your attention
Activities that you feel you need to deal
with immediately, but do not lead to long
term business results
Activities that should be minimized
104. These cards are part of the
Management 3.0 materials. They
represent the 7 delegation levels
for empowering organizations.
You can find a description of
their use at:
www.management30.com/
delegation-poker
105.
106. SO WHAT? WHY ARE WE HERE?
1. Lead motivated team
2. Lead self organized high performance
team
3. Lead engage and committed team
4. Grow the next generation of leadership
5. Fun
107. Scrum Master Strategy:
Pay attention to relationship
Do not assume
No judgment and No blame
Build credibility and set performance expectation
Share what to expect from you
Build a new peer group
Know your vision
