• Coaching,  Leadership,  Organisation

    First correct the environment, then coach the teams

    Some organisations attempt to increase their teams performance by injecting agile coaches or scrum masters into their teams. At the same time the environment is not conducive to coaching which means that coaching will not have any significant effect until the environment has been adjusted. To create an environment that enables autonomy and evokes high performance the following four conditions are necessary: Teams need a (one) compelling mission. Teams need the necessary skill set to deliver value (to customers or internal stakeholders) or at least a good enough match and time to learn more. Teams need to feedback from the customers and organisation. Teams need focus both in terms of…

  • Agile,  Leadership,  Organisation

    What we learned from removing all chapter leads (managers) in the IT tribe at Spotify

    Two years ago the Internal IT tribe @ Spotify was greatly understaffed but got approval to scale from 25 to 75 employees. As we started scaling we recognised that Spotifys organisational model added too many formal leadership roles for our taste and we wanted to find an organisational model that allowed us to scale without adding more formal leadership roles. During this time¬†the existance of chapter leads was also being challenged in our tribe by our squad members. To solve both these problems we conducted an experiment where we distributed leadership responsibilities and we removed all the managers (chapter leads). I did a lightening talk about our experiment at Agila…

  • Agile,  Organisation

    The buckets exercise

    In order for organisations to become conducive to high performing teams it is crucial that managers have time and mental capacity to engage in complex problem solving. Unfortunately many¬†organisations place an emphasis on starting work which diminishes managements capability of building a high performing organisation. To help managers free up time and mental capacity I’ve run an exercise with them¬†called¬†“Buckets”[1]. In this exercise managers get to visualize and motivate why certain work¬†needs to get done now and specifically by¬†them. The bucket¬†exercise also helps managers discover the work that needs to be delegated first. Here‚Äôs how you run it: Ask the manager (or who ever you are running the exercise with)…

  • Feedback,  Leadership,  Organisation

    The importance of peer feedback in self managing organisations

    Self managing organisations distribute leadership and decision making. The more successful it is¬†(i.e. the more effectively people manage themselves and make decisions) the faster the¬†organisation is. If you’re trying to grow or sustain a¬†self managing organisation you need effective peer feedback loops. Organisations that lack¬†peer feedback loops usually starts exhibiting¬†some or¬†several of the following bad smells: relationships are deteriorating¬†(the fewer and weaker relationships you have, the harder it is to get help and thereby accomplish things) growth has stalled¬†(of people, the org, and the product)¬† sub groups¬†are forming¬†(us and them mentality, conflict, misalignment) hierarchy is amplified (bottlenecks are introduced in the organisation) lead and cycle times are increasing (the teams…

  • Agile,  Leadership,  Organisation

    One-on-one tips

    In my tribe (BITS IT) we are currently experimenting with distributing leadership and amplifying self management. We are¬†iterating¬†on¬†Spotifys organisational model¬†because it is creating tension for us.¬†I’m going to share more about this experiment¬†later this year. An important part in amplifying self management is to change how we conduct 1:1s. Just before we started our experiment we read Esther Derbys article about conducting 1:1s with self organising teams¬†and we then had a conversation about how we should conduct 1:1s. I was asked to share¬†some 1:1 tips and guidelines for people who are new to them, and I thought I’d share them here too. I hope they bring value to you! Stay…

  • Leadership,  Organisation

    Surface silent disagreements

    If¬†you’ve ever worked in a team that makes¬†lots of decisions but that struggles with making progress on those decisions, here’s a technique¬†you can use to¬†understand¬†if your team is aligned on decisions or if people are disagreeing in silence. To avoid confusion and potential conflict it’s good to get¬†your¬†teams consent before trying this technique out. Build surfacing¬†silent disagreements into¬†your¬†decision making process[1] Whenever your team¬†has made¬†a decision¬†ask someone to¬†repeat the decision then make the following three statements, one at a time, and ask the team to answer yes or no depending on if they agree or disagree with each statement.   Three statements to¬†surface disagreement I agree with this decision. I feel…

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