Spoken on the great conference Kharkiv PM Day in March 2017. Described my experience in buiding self-motivated and empowered teams. Audience liked this one a lot - ready to share my knowledge on this topic anytime!
2. WHO I AM?
• 5+ years in team
leadership/management
positions
• Levi niner
• CSM, CSPO by Scrum Alliance
• Expertise in project, process,
product management
• Math Graduate KNU, 2012
• Management and Leadership
PMD, MIM-Kyiv, 2015
• Experience in sales, marketing,
technology
• Entrepreneur by heart
• Conference Speaker
3. DECEMBER 2015
• Started with a new project
Scrum Team – 5 people
• A few more dying assignments
• Desire to change status quo
4. FEBRUARY 2017
Team Gouda
Team Maasdam
Nu Adverteren
Click Tracker
Team 3 SLA
Outstaffing
Schoolbank
Startpagina
Team 4
<=20 FTE <=40 FTE
5. HOW IT ENDED UP
No Managers,
only Scrum
masters grown
Managers &
Scrum Masters
for SLA & Click
Tracker + growing
SMs from the
team leads
6. IF I WOULD NOT START TO DELEGATE
I would rather not grow or I would burn out
9. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making
10. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making
• Always be involved
11. 4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important
decisions you are making
• Always be involved
• Believe to your gut feeling
12. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
13. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed
14. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed
• Share your and customer’s feedback
15. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Set
Expectations
• Share the project plans and goals
• Create a transparent process and make sure
it is clear and followed
• Share your and customer’s feedback
• Tell exactly what do you expect:
• Make and keep the customer happy;
• Gain the specific expertise
• Being focused on maximization of
deliverables
• Building the best Scrum or whatever
else
16. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
17. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support
18. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support
• Don’t create a motivational debt by being
bossy: people must be asked to do a job
19. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate,
Encourage
People
• Help to set the goal
• Show that you care about having this goal
done and ready to support
• Don’t create a motivational debt by being
bossy: people must be asked to do a job
• When people have not agreed to do
something you don’t have their commitment
20. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative
21. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative
• Involve in decision making
22. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop
People
• Encourage them taking initiative
• Involve in decision making
• Be active on performance reviews
• Give the feedback correctly
23. 4 CORE ACTIVITIES OF A MANAGER CATALYST
Select People
Set
Expectations
Motivate and
Encourage
People
Develop
People
26. LIVING SYSTEMS GROW FAST IN THE BEGINNING
AND REACH A LEVEL OF MATURITY
Mature systems don’t need to be looked after as often as the young systems.
They are experienced enough to fix most of their own problems
27. • Occasionally show up on the
meetings
• Run some retros
• Have regular one on ones with the
Scrum Masters and key people
• Support if anything unexpected,
irregular happening
• Be present on the performance
reviews of your people
THEN YOU NEED TO CHECK UP
29. MANY LIVING TEAMS HAVE A CERTAIN LIFE
EXPECTANCY
When living systems get old, more and more time and
energy are needed to sustain them. So it is completely
fine to replace old by new.
30. HOW TO MAKE DELEGATION OF LEADERSHIP
POSSIBLE?
The primary focus of any manager should be to energize people,
to make sure that they actually want to do all that stuff. And doing
all that stuff requires motivation.
31. THE BEST MANAGERS ARE WIZARDS
They help heroes overcoming tough challenges, but they
never do the work for them
32. BE THE EXAMPLE AS A PROFESSIONAL
SHOW THE ATTITUDE
WITHOUT THAT YOUR STEP UP WILL BE AN
OCCASION BUT NOT A MERIT
45. • Be a manager as a catalyst – interact with your people within
4 core activities
LESSONS LEARNED
46. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
LESSONS LEARNED
47. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
LESSONS LEARNED
48. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
LESSONS LEARNED
49. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?
LESSONS LEARNED
50. • Be a manager as a catalyst – interact with your people within
4 core activities
• Attitude, interest, energy and professionalism – you will not
go far without that
• Understand the living systems cycle – be there till it is not
mature, then make a check ups
• Giving power to the people = increasing your own power
• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?
• Maturity & Authority model to monitor success
LESSONS LEARNED
51. GROW YOUR MATURE TEAMS
AND DELEGATE!
Viktor Bezhenar
Viktor Bezhenar
vityawassup
viktor.bezhenar@gmail.com
Notes de l'éditeur
I would rather not grow or burn out
Есть 2 концепции, которые помогли мне понять во первых что можно отдать команде, а что нет. А во вторых они помогли мне сформулировать свое поведение
Секрет моего делегирования – это работа с людьми
Катализатор – то что способствует ускорению развития чего-то
Gardener and garden
Living systems grow fast in the beginning and then reach a level of maturity. Mature systems don’t need to be looked after as often as the young systems. Mature teams don’t need to be looked after that much either. They are experienced enough to fix most of their own problems. An occasional checkup is sufficient to keep things running smoothly.
Many growing systems have a certain life expectancy. They have a tendency to wither away and die. There’s nothing wrong with that. It is part of nature. When living systems get old, more and more time and energy are needed to sustain them. Gardeners know that there comes a time to replace the old with the new, by digging out the old, roots and all, throwing it on the compost heap, and making room for new seeds to grow
The best managers are like wizards in fantasy
stories: They help heroes overcoming tough challenges, but they never do
the work for them.
Managers must do everything they can to eliminate disrespectful,
condescending, and rude behavior in their organization. In setting a good example, a good manager does not intimidate,
condescend, demean, act arrogant, withhold praise, slam doors, pound tables, swear, behave rudely, belittle people in front of others, give mostly
negative feedback, yell at people, tell lies or “half-truths,” act above the rules, enjoy making people sweat, act superior to or smarter than everyone
else, act sexist, act bigoted, withhold critical information, use inappropriate humor, blow up in meetings, steal credit or the spotlight from others, block career moves, show favoritism, humiliate or embarrass others, overuse sarcasm, deliberately ignore or isolate people, set impossible goals or deadlines, let others take blame for their mistakes, undermine authority, show lack of caring for people, betray confidence, gossip or spread rumors, act as if others are stupid, use fear as a motivator, show revenge, interrupt constantly, fail to listen, demand perfection, or break promises. And these are, of course, just a few examples of things you should not do
It is you who must lead by example.
You must show self-discipline if you want people to follow with similar
behavior. Never be late for a meeting, or else people will think that it’s
OK to be late. Don’t deliver code that is neither refactored nor versioned,
or other people will do the same. And never forget to answer an email
message, or people will stop answering your messages (or a customer’s
messages).
Nobody on a team (or in a crowd) has a complete picture of all that’s happening in the entire group. By letting them solve their problems and make decisions together you actually increase control over the situation. On Twitter, Mike Cohn suggested that Agile software development is micromanagement by the team. The Darkness Principle makes it clear that it is this micromanagement that must be delegated from the manager to the team.
Nobody on a team (or in a crowd) has a complete picture of all that’s happening in the entire group. By letting them solve their problems and make decisions together you actually increase control over the situation. On Twitter, Mike Cohn suggested that Agile software development is micromanagement by the team. The Darkness Principle makes it clear that it is this micromanagement that must be delegated from the manager to the team.
Some managers don’t like the idea of empowering people. They fear a loss of authority, power, and control. They also fear competition when subordinates become more knowledgeable than their own managers.
And finally, after empowering their subordinates, managers fear there is nothing left for them to do, which makes them feel redundant. (This is particularly a problem in an economical downturn when organizations need to cut jobs, and top management is looking for dispensable people.)
When managers feel insecure about their jobs, they hang on harder to their power and position, reluctant to share it with (what they perceive as) competitors.
An empowered team will increase a manager’s status because his team
will (ultimately) perform better than other teams, which reflects on the
manager. The manager can refer to three maturity levels and seven authority
levels to determine how to delegate work to his team.
