This document discusses 11 steps for high-performing teams: 1) Purpose 2) Vision 3) Values 4) DNA 5) Strategic Drivers 6) Roadmap 7) Objectives 8) Visual Management 9) Operating Rhythm 10) Continuous Improvement 11) Metrics. It provides details on each step and emphasizes the importance of alignment, direction, rhythm and review for teams to perform at their best. Examples are given for how different organizations have implemented various steps like visual management and continuous improvement.

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@theagileeleven
The Eleven Steps For
High-Performing Teams
Eleven Nights series
Martine Sholl & Eduardo Nofuentes
The Agile Eleven

2. The Agile Eleven

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4. Our Clients

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Our Clients

6. The Eleven Nights

7. The Eleven Nights
Learning | Practicing
Connecting | Having fun

8. What is agile?

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What is agile?
ag-ile
adjective
“the ability to move quickly and easily”

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Agile is a mindset
From the article “What is Agile “by Steve Denning – Image inspired by Ahmed Sidky
Agile is a
MINDSET
Described by
4 VALUES
Defined by
12
PRINCIPLES
Manifested through an
UNLIMITED NUMBER OF
PRACTICES

11. How to achieve
organisational
agility?

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Achieving Organisational Agility

13. Ways of working

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15. Alignment

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Alignment
Have you ever worked with a team that
‘gets it’? They are coherent in their
understanding of themselves, their
work and where they are heading
together. 1. Purpose
2. Vision
3. Values
4. DNA

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1. Purpose
• The motivational force
that drives the team
• Why?
• Meaningful &
long-lasting
• Drives behaviours &
actions
• Align work to the
purpose

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1. Purpose
People & Culture team

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2. Vision
• Where does the team
want to be?
• Shared destination
• Clear north star
• Inspiring for the team

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2. Vision

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3. Values
• How a team works
together
• Actionable behaviours
• Enable reflection
• Allows team to be
themselves

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3. Values

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4. DNA
• A team’s collective
traits
• How a team wants to be
known externally
• Inherent in their being
• Helps guide team
decisions
THE
AGILE
ELEVEN
WE ARE
REAL
PEOPLE
WE KNOW
BUSINESS
WE ARE
PROGRESSIVE
THNKERS
WE ARE
OBSESSED
WITH
CUSTOMER
VALUE

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4. DNA

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alignment

26. Direction

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Direction
5. Strategic Drivers
6. Roadmap
7. Objectives
Once there is an inspiring
vision, the team needs
clear direction on where
to focus their energy.
Shared understanding
promotes better outcomes
given there is clarity for
the team.

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5. Strategic drivers
• Based on the vision for
the team
• Support the team’s path
• Inform initiatives
• Question work that
doesn’t align to
strategic drivers

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6. Objectives
• Outcomes for each
strategic driver
• Confidently explain the
way forward
• Work in a cohesive
direction

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7. Roadmap
• The intention for the
future
• Not planning the entire
path
• 3 – 5 year view
• Understand
opportunities for the
future
• Must be a willingness to
adapt as new pathways
are uncovered &
markets change

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direction

32. Rhythm

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Rhythm
8. Visual Management
9. Operating Rhythm
Teams that take advantage of visual management tools to foster
meaningful conversations will stay ahead, self-adjust and get the right
work done

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8. Visual management
• What gets visualised
gets talked about, what
gets talked about gets
done
• Transparency in the
work
• Greater collaboration &
communication
• True ownership of work
• There is no one best way
to visualise the work

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8. Visual management
An Executive team

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8. Visual management
A functional team

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8. Visual management
A real success story

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8. Visual management

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8. Visual management

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8. Visual management

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9. Operating rhythm
• How often teams talk
about the visual work
• The value is in the
conversation
• Closer to the customer –
higher frequency
• More strategic teams –
less often

42. Let’s talk rhythm

43. Review

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Review
10. Continuous
Improvement
11. Metrics
Teams that pause and take a moment to review
their work, celebrate success and re-calibrate
are able to harness their collective insights;
outperforming teams that get stuck in the rut of
doing the work.

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10. Continuous improvement
• Often talked about but
takes a back seat to the
actual work
• Prioritising reflection
helps teams learn what
needs improving & take
action
• Regular reflection is a
trademark of
high-performing teams

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10. Continuous improvement
What is an Improvement Kata?

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10. Continuous improvement
The Improvement Kata in action
• What is the ideal
condition?
• What is the current
condition?
• What is the next target
condition?
• What are your actions?

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11. Metrics
• Created in alignment
with team objectives
• Understand how the
team is going in
achieving objectives &
ultimately vision
• Leading indicators
inform decision making
• Lagging indicators help
understand
achievement of results
• Shouldn’t be used as
performance indicators

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50. How do we do it?

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The keys to success
• Take a bottom up approach with
support from leadership
• Create space where everyone is
able to contribute their
thoughts
• Work in teams to bring together
the ideas
• Value the power of conversation
• Focus on outcomes over outputs
• Think about the here & now
AND the future
• Review the work & learn from it

52. The benefits

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Improved
communication Greater
collaboration
Better productivity
Lift in employee
engagement
More transparency
Greater customer focus
High-performing teams

54. Want to learn
how to do it?

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