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AWESOME PEOPLE 
MANAGEMENT WITH AGILE 
Agile on the Beach 
Falmouth, Sept 2014 
Meri Williams, ChromeRose @Geek_Manager
http://www.flickr.com/photos/kodomut/3667608102/ 
Meri Williams, ChromeRose @Geek_Manager
I SPENT MY FIRST 10 YEARS OF MY 
CAREER IN A BIG CORP… 
… FAMOUS FOR INVESTING HEAVILY 
IN ITS PEOPLE 
AND FOR DEVELOPING LEADERS 
Meri Williams, ChromeRose @Geek_Manager
MATURE PEOPLE DEVELOPMENT 
Everyone had: 
– A workplan 
– A personal development plan 
– A career plan, complete with skills matrices 
– A manager (most of whom did give a crap) 
– A coach and often a mentor too 
– Monthly 1:1s, quarterly reviews, annual reviews 
– 10 days a year to spend on training, etc etc 
Meri Williams, ChromeRose @Geek_Manager
THE GOOD 
Meri Williams, ChromeRose @Geek_Manager
THE BAD 
Meri Williams, ChromeRose @Geek_Manager
THE UGLY 
Meri Williams, ChromeRose @Geek_Manager
YOU CAN ADJUST THIS KIND OF 
APPROACH WHEN YOU WORK 
IN AN AGILE WAY … 
BUT IT STILL DOESN’T FEEL 
QUITE RIGHT 
Meri Williams, ChromeRose @Geek_Manager
SOME WOULD ARGUE THAT WE 
DON’T NEED MANAGERS AT ALL 
IN AGILE. 
I ARGUE WE NEED GOOD 
MANAGERS, AND TO BANISH 
BAD BOSSES 
Meri Williams, ChromeRose @Geek_Manager
WE ALL HATE BAD 
BOSSES 
WE DESCRIBE THEM AS 
• Clueless 
• Empty suits 
• Pointless 
• Seagulls 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
https://twitter.com/Caterina/status/6715084157 
Meri Williams, ChromeRose @Geek_Manager
GOOD MANAGERS ARE 
BULLSHIT UMBRELLAS. 
BUT THEY ARE ALSO A LOT 
MORE THAN THAT. 
Meri Williams, ChromeRose @Geek_Manager
Traditional management beliefs 
are a pile of crap 
http://commons.wikimedia.org/wiki/File:Elephant_Dung.JPG 
Meri Williams, ChromeRose @Geek_Manager
Sooo…. 
WHAT DOES WORK? 
Meri Williams, ChromeRose @Geek_Manager
Across industries, across 
countries, the best 
performing teams 
answer certain 
questions positively 
Meri Williams, ChromeRose @Geek_Manager
Predictors of High Performance 
1. Do I know what is expected of me at work? 
2. Do I have the materials & equipment I need to do my work right? 
3. At work, do I have the opportunity to do what I do best every day? 
4. In the last 7 days, have I received recognition or praise for good work? 
5. Does my supervisor, or someone at work, seem to care about me as a 
person? 
6. Is there someone at work who cares about my development? 
7. At work, do my opinions seem to count? 
8. Does the mission/purpose of my company make me feel like my work is 
important? 
9. Are my co-workers committed to doing quality work? 
10. Do I have a best friend at work? 
11. In the last 6 months, have I talked with someone about my development? 
12. At work, have I had opportunities to learn and grow? 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
UNDERSTAND 
MOTIVATION 
• Purpose 
• Autonomy 
• Mastery 
Meri Williams, ChromeRose @Geek_Manager
MOTIVATION = 
+ PURPOSE (Do I believe in WHY?) 
+ AUTONOMY (Do I get a say in WHAT?) 
+ MASTERY (Am I proud of HOW?) 
- ANY NEGATIVE FACTORS THAT DETRACT 
Meri Williams, ChromeRose @Geek_Manager
Predictors of High Performance (remix) 
PURPOSE 
• Does the 
mission/purpose of my 
company make me feel 
like my work is 
important? 
AUTONOMY 
• Do I know what is 
expected of me at 
work? 
• At work, do my 
opinions seem to 
count? 
MASTERY 
• Do I have the materials & equipment I 
need to do my work right? 
• At work, do I have the opportunity to do 
what I do best every day? 
• Is there someone at work who cares about 
my development? 
• Are my co-workers committed to doing 
quality work? 
• In the last 6 months, have I talked with 
someone about my development? 
• At work, have I had opportunities to learn 
and grow? 
Meri Williams, ChromeRose @Geek_Manager
And What Else? 
OTHER FACTORS: 
• In the last 7 days, have I received recognition or praise for good work? 
• Does my supervisor, or someone at work, seem to care about me as a 
person? 
• Do I have a best friend at work? 
ESSENTIALLY, AM I RESPECTED & REWARDED 
HERE? 
CAN I BE MYSELF AND SUCCEED HERE? 
I CALL THIS INCLUSION. 
Meri Williams, ChromeRose @Geek_Manager
Your job as a manager… 
CREATE SPACE FOR YOUR PEOPLE 
TO BE THE BEST THEY CAN BE 
Meri Williams, ChromeRose @Geek_Manager
Maybe you’re not a manager. As an individual, you 
need to… 
FIND & SHAPE SPACE WHERE YOU 
CAN BE THE BEST YOU CAN BE 
Meri Williams, ChromeRose @Geek_Manager
https://www.flickr.com/photos/psd/8451589322/in/set-72157633230231221 
Meri Williams, ChromeRose @Geek_Manager
SPACE TO BE AWESOME = 
+ PURPOSE (Do I believe in WHY?) 
+ AUTONOMY (Do I get a say in WHAT?) 
+ MASTERY (Am I proud of HOW?) 
+ INCLUSION (Do I BELONG HERE?) 
- ANY NEGATIVE FACTORS THAT DETRACT 
Meri Williams, ChromeRose @Geek_Manager
REMINISCENT OF AGILE MANIFESTO? 
Individuals and interactions over processes and 
tools 
Working software over comprehensive 
documentation 
Customer collaboration over contract 
negotiation 
Responding to change over following a plan 
http://agilemanifesto.org/ 
Meri Williams, ChromeRose @Geek_Manager
VALUE INDIVIDUALS & INTERACTIONS 
Do great 1:1s 
Make them more like personal retrospectives 
They are about the individual & their skills, growth 
& development. Not a status update. 
Care about the whole person. Everyone needs to 
be themselves at work. 
Meri Williams, ChromeRose @Geek_Manager
CULTIVATE INCLUSION 
Help people to succeed as themselves. 
Best predictor of recruitment AND retention? 
Someone’s ability to agree with: 
“Someone like me can be 
successful here” 
Meri Williams, ChromeRose @Geek_Manager
“OK, BUT HOW ARE YOU GOING 
TO BEND ‘WORKING SOFTWARE’ 
TO BE ABOUT PEOPLE, MERI?” 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
WHY DO WE VALUE 
WORKING SOFTWARE OVER 
COMPREHENSIVE 
DOCUMENTATION? 
Meri Williams, ChromeRose @Geek_Manager
To horribly misquote Joni Mitchell… 
WE DON’T KNOW WHAT WE 
WANT ‘TIL IT’S DONE. 
Meri Williams, ChromeRose @Geek_Manager
WE NEED THE FEEDBACK LOOP. 
WE HAVE TO ITERATE AND 
LEARN. 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
DELIBERATE PRACTICE 
• You must be motivated to attend to the task and exert effort 
to improve your performance. 
• The design of the task should take into account your pre-existing 
knowledge so that the task can be correctly 
understood after a brief period of instruction. 
• You should receive immediate informative feedback and 
knowledge of results of your performance. 
• You should repeatedly perform the same or similar tasks. 
Meri Williams, ChromeRose @Geek_Manager
Ask yourself… 
IS YOUR WORK DESIGNED IN A WAY 
THAT MAKES IT EFFECTIVE 
DELIBERATE PRACTICE? 
CHALLENGING? FEEDBACK? 
LEARNING? 
Meri Williams, ChromeRose @Geek_Manager
AGILE MANIFESTO 
Individuals and interactions over processes and 
tools 
Working software over comprehensive 
documentation 
Customer collaboration over contract 
negotiation 
Responding to change over following a plan 
http://agilemanifesto.org/ 
Meri Williams, ChromeRose @Geek_Manager
PUT DOWN YOUR SWORD. 
YOU ARE NOT A ROMAN GENERAL. 
Meri Williams, ChromeRose @Geek_Manager
VALUE THE WHAT OVER THE HOW 
Know when people need telling what to do 
(Hint: it’s not often) 
Help them get what they need the rest of the 
time (Hint: not just someone else telling them what to do) 
Learn coaching skills 
(Hint: start with GROW: 
http://blog.geekmanager.co.uk/2014/01/20/stealing-from-sports-really-useful- 
coaching-dareconf-mini/) 
Meri Williams, ChromeRose @Geek_Manager
CLUE / SKILLS MATRIX 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
http://www.flickr.com/photos/8250578@N06/8625641442/ 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
http://www.flickr.com/photos/provoost/2246718091/ 
Meri Williams, ChromeRose @Geek_Manager
SKILL DEVELOPMENT 
Meri Williams, ChromeRose @Geek_Manager
https://www.flickr.com/photos/psd/9613972159/ 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
https://www.flickr.com/photos/psd/8642795506/ 
Meri Williams, ChromeRose @Geek_Manager
Meri Williams, ChromeRose @Geek_Manager
SPACE TO BE AWESOME = 
+ PURPOSE (Do I believe in WHY?) 
+ AUTONOMY (Do I get a say in WHAT?) 
+ MASTERY (Am I proud of HOW?) 
+ INCLUSION (Do I BELONG HERE?) 
- ANY NEGATIVE FACTORS THAT DETRACT 
Meri Williams, ChromeRose @Geek_Manager
AGILE PEOPLE MANAGEMENT 
• Do awesome 1:1s = personal retrospectives 
• Cultivate inclusion 
• Help make work  deliberate practice 
• Figure out where people are on the clue/skills 
matrix, and help accordingly 
• Learn to coach 
• Remember the bigger picture, help people 
have a fulfilling career 
Meri Williams, ChromeRose @Geek_Manager
GO! 
FIND/SHAPE/MAKE SPACE 
BE AWESOME 
BE INCLUSIVE 
And thank you for listening  Any questions? 
Meri Williams, ChromeRose @Geek_Manager

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Awesome People Management with Agile

  • 1. AWESOME PEOPLE MANAGEMENT WITH AGILE Agile on the Beach Falmouth, Sept 2014 Meri Williams, ChromeRose @Geek_Manager
  • 3. I SPENT MY FIRST 10 YEARS OF MY CAREER IN A BIG CORP… … FAMOUS FOR INVESTING HEAVILY IN ITS PEOPLE AND FOR DEVELOPING LEADERS Meri Williams, ChromeRose @Geek_Manager
  • 4. MATURE PEOPLE DEVELOPMENT Everyone had: – A workplan – A personal development plan – A career plan, complete with skills matrices – A manager (most of whom did give a crap) – A coach and often a mentor too – Monthly 1:1s, quarterly reviews, annual reviews – 10 days a year to spend on training, etc etc Meri Williams, ChromeRose @Geek_Manager
  • 5. THE GOOD Meri Williams, ChromeRose @Geek_Manager
  • 6. THE BAD Meri Williams, ChromeRose @Geek_Manager
  • 7. THE UGLY Meri Williams, ChromeRose @Geek_Manager
  • 8. YOU CAN ADJUST THIS KIND OF APPROACH WHEN YOU WORK IN AN AGILE WAY … BUT IT STILL DOESN’T FEEL QUITE RIGHT Meri Williams, ChromeRose @Geek_Manager
  • 9. SOME WOULD ARGUE THAT WE DON’T NEED MANAGERS AT ALL IN AGILE. I ARGUE WE NEED GOOD MANAGERS, AND TO BANISH BAD BOSSES Meri Williams, ChromeRose @Geek_Manager
  • 10. WE ALL HATE BAD BOSSES WE DESCRIBE THEM AS • Clueless • Empty suits • Pointless • Seagulls Meri Williams, ChromeRose @Geek_Manager
  • 11. Meri Williams, ChromeRose @Geek_Manager
  • 13. GOOD MANAGERS ARE BULLSHIT UMBRELLAS. BUT THEY ARE ALSO A LOT MORE THAN THAT. Meri Williams, ChromeRose @Geek_Manager
  • 14. Traditional management beliefs are a pile of crap http://commons.wikimedia.org/wiki/File:Elephant_Dung.JPG Meri Williams, ChromeRose @Geek_Manager
  • 15. Sooo…. WHAT DOES WORK? Meri Williams, ChromeRose @Geek_Manager
  • 16. Across industries, across countries, the best performing teams answer certain questions positively Meri Williams, ChromeRose @Geek_Manager
  • 17. Predictors of High Performance 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who cares about my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last 6 months, have I talked with someone about my development? 12. At work, have I had opportunities to learn and grow? Meri Williams, ChromeRose @Geek_Manager
  • 18. Meri Williams, ChromeRose @Geek_Manager
  • 19. UNDERSTAND MOTIVATION • Purpose • Autonomy • Mastery Meri Williams, ChromeRose @Geek_Manager
  • 20. MOTIVATION = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
  • 21. Predictors of High Performance (remix) PURPOSE • Does the mission/purpose of my company make me feel like my work is important? AUTONOMY • Do I know what is expected of me at work? • At work, do my opinions seem to count? MASTERY • Do I have the materials & equipment I need to do my work right? • At work, do I have the opportunity to do what I do best every day? • Is there someone at work who cares about my development? • Are my co-workers committed to doing quality work? • In the last 6 months, have I talked with someone about my development? • At work, have I had opportunities to learn and grow? Meri Williams, ChromeRose @Geek_Manager
  • 22. And What Else? OTHER FACTORS: • In the last 7 days, have I received recognition or praise for good work? • Does my supervisor, or someone at work, seem to care about me as a person? • Do I have a best friend at work? ESSENTIALLY, AM I RESPECTED & REWARDED HERE? CAN I BE MYSELF AND SUCCEED HERE? I CALL THIS INCLUSION. Meri Williams, ChromeRose @Geek_Manager
  • 23. Your job as a manager… CREATE SPACE FOR YOUR PEOPLE TO BE THE BEST THEY CAN BE Meri Williams, ChromeRose @Geek_Manager
  • 24. Maybe you’re not a manager. As an individual, you need to… FIND & SHAPE SPACE WHERE YOU CAN BE THE BEST YOU CAN BE Meri Williams, ChromeRose @Geek_Manager
  • 26. SPACE TO BE AWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
  • 27. REMINISCENT OF AGILE MANIFESTO? Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan http://agilemanifesto.org/ Meri Williams, ChromeRose @Geek_Manager
  • 28. VALUE INDIVIDUALS & INTERACTIONS Do great 1:1s Make them more like personal retrospectives They are about the individual & their skills, growth & development. Not a status update. Care about the whole person. Everyone needs to be themselves at work. Meri Williams, ChromeRose @Geek_Manager
  • 29. CULTIVATE INCLUSION Help people to succeed as themselves. Best predictor of recruitment AND retention? Someone’s ability to agree with: “Someone like me can be successful here” Meri Williams, ChromeRose @Geek_Manager
  • 30. “OK, BUT HOW ARE YOU GOING TO BEND ‘WORKING SOFTWARE’ TO BE ABOUT PEOPLE, MERI?” Meri Williams, ChromeRose @Geek_Manager
  • 31. Meri Williams, ChromeRose @Geek_Manager
  • 32. WHY DO WE VALUE WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION? Meri Williams, ChromeRose @Geek_Manager
  • 33. To horribly misquote Joni Mitchell… WE DON’T KNOW WHAT WE WANT ‘TIL IT’S DONE. Meri Williams, ChromeRose @Geek_Manager
  • 34. WE NEED THE FEEDBACK LOOP. WE HAVE TO ITERATE AND LEARN. Meri Williams, ChromeRose @Geek_Manager
  • 35. Meri Williams, ChromeRose @Geek_Manager
  • 36. DELIBERATE PRACTICE • You must be motivated to attend to the task and exert effort to improve your performance. • The design of the task should take into account your pre-existing knowledge so that the task can be correctly understood after a brief period of instruction. • You should receive immediate informative feedback and knowledge of results of your performance. • You should repeatedly perform the same or similar tasks. Meri Williams, ChromeRose @Geek_Manager
  • 37. Ask yourself… IS YOUR WORK DESIGNED IN A WAY THAT MAKES IT EFFECTIVE DELIBERATE PRACTICE? CHALLENGING? FEEDBACK? LEARNING? Meri Williams, ChromeRose @Geek_Manager
  • 38. AGILE MANIFESTO Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan http://agilemanifesto.org/ Meri Williams, ChromeRose @Geek_Manager
  • 39. PUT DOWN YOUR SWORD. YOU ARE NOT A ROMAN GENERAL. Meri Williams, ChromeRose @Geek_Manager
  • 40. VALUE THE WHAT OVER THE HOW Know when people need telling what to do (Hint: it’s not often) Help them get what they need the rest of the time (Hint: not just someone else telling them what to do) Learn coaching skills (Hint: start with GROW: http://blog.geekmanager.co.uk/2014/01/20/stealing-from-sports-really-useful- coaching-dareconf-mini/) Meri Williams, ChromeRose @Geek_Manager
  • 41. CLUE / SKILLS MATRIX Meri Williams, ChromeRose @Geek_Manager
  • 42. Meri Williams, ChromeRose @Geek_Manager
  • 44. Meri Williams, ChromeRose @Geek_Manager
  • 46. SKILL DEVELOPMENT Meri Williams, ChromeRose @Geek_Manager
  • 48. Meri Williams, ChromeRose @Geek_Manager
  • 50. Meri Williams, ChromeRose @Geek_Manager
  • 51. SPACE TO BE AWESOME = + PURPOSE (Do I believe in WHY?) + AUTONOMY (Do I get a say in WHAT?) + MASTERY (Am I proud of HOW?) + INCLUSION (Do I BELONG HERE?) - ANY NEGATIVE FACTORS THAT DETRACT Meri Williams, ChromeRose @Geek_Manager
  • 52. AGILE PEOPLE MANAGEMENT • Do awesome 1:1s = personal retrospectives • Cultivate inclusion • Help make work  deliberate practice • Figure out where people are on the clue/skills matrix, and help accordingly • Learn to coach • Remember the bigger picture, help people have a fulfilling career Meri Williams, ChromeRose @Geek_Manager
  • 53. GO! FIND/SHAPE/MAKE SPACE BE AWESOME BE INCLUSIVE And thank you for listening  Any questions? Meri Williams, ChromeRose @Geek_Manager

Notes de l'éditeur

  1. They were consistently recognized as one of the best places to work, and produced more leaders of companies than almost any other company
  2. Individual focus Active investment Detailed plan
  3. Fragile / static Needed constant revisiting to keep workplan in particular up-to-date Focus on workplan changes meant development plan often overshadowed Overly structured, so some managers ended up “going through the motions”
  4. Saw some crazy procrastination to see the forms avoided over the years Managers ended up running on empty, suffering from emotional burnout
  5. Great, now I’m drowning in questions to ask myself all the time! Thanks Meri!!
  6. One of the main reasons we value working software over comprehensive documentation is that we learnt along the way that however hard we worked, however good we were, we simply could not write the correct spec upfront. This is because until we build it we don’t really know what is needed … The people development side of this is that you need to grow, and learn, and get feedback to understand how and what you need to change.
  7. If someone knows what to do and has the skills to do it, your job is to be a cheerleader Encourage them, make sure others know they are doing the right thing, get them the support they need
  8. And if shit gets in their way? Be a BULLDOZER
  9. Direction giver, pair them up with those they can learn from Those lacking direction and skills need maps, community, peers to learn from
  10. Learning to drive analogy