Category Archives: Organizational Design

For leaders focused on building smart, scalable, and driven organizations, gain the Organizational Design resources you need to achieve continuous improvement and alignment.

Professional Development: Little Time, Lotta Value

skt4gsyzmjI had a good chat today with someone about taking the time out of one’s personal life to do personal/professional development. The outcome of our conversation was that it really doesn’t take that much time to do a decent amount. In fact, I suggest it is often the feeling of being overwhelmed or not knowing where to begin coupled with generally poor time management that keep us from achieving this goal.

Now, this individual’s life situation isn’t that uncommon for those who feel strapped for time. He is married, and they are a younger couple with a small child. Family time is important, as is quality grown-up alone time, as well as some individual relaxation time for personal/individual hobbies or interests.

Here was my “challenge”:

1) Read 4 books a year
2) Subscribe to a dozen blogs and keep up with them
3) Start writing a blog or keeping a professional journal

To some, this may not seem like a whole lot, to others it may seem like an insurmountable objective. In either case, it’s a whole lot more than I see most folks doing in most organizations. I equate the above activities to understanding theory, keeping up with current events, and critically thinking and applying what you’ve been learning. There are of course other things folks could do, and ways people can get more engaged with their careers or the community in general, but I set this rung as the minimum. Also, the above activities are all cheap or free, have low barriers to entry and are fully within the control of the individual.

Here is how the time involved broke down:

  • One 300 page book: 10 hours; 100 minutes every other week
  • Keep up with blogs: 1 hours a week; 10 minutes of skimming/grooming, 50 minutes reading
  • One blog post/journal entry a month: 3 hours; brainstorming (30min), outlining (30min), writing (90min), reviewing (30min).

Now your times may vary if you are a slower/faster reader, writer, etc… and you may prefer to follow different formats or techniques when creating or consuming information. The details aren’t really important, just more of a guide for anyone who wants it.

The totals from above are: 31 hours per quarter or approximately 2.6 hours per week.

I’m going to assume you get about 8 hours of sleep a day (which is a lot for me) and that your work week is about 40 hours. This should mean 5 (workdays) * 8 (hours of free time) = 40 hours + 2 (weekend days) * (16 hours of free time) = 72 free time hours per week!

For most people, the numbers should work out. Even for a young spouse with a few little ankle-biters running around, 2.5 hours out of 72 seems easily doable. I mean 2.5/72 is less than 3.5% of your free time. Even if you are only 25% efficient with your time usage (you waste 75% of your free time) it is only 14% of your total weekly free time!

So where does the time go?!

I’m not overly interested in writing an article on time management, but here are a few ideas:

  • Lots of people I know seem to sink a wasteful amount of time into tv, video games, surfing the web, etc… A little is good for relaxing, a lot is wasteful.
  • Plan a little bit. Set an appointment or reminder for yourself. Talk to your family about what you are wanting to do and get them to help you too.
  • Set some small measurable goals. Track those goals if it helps. Set daily or weekly goals to achieve the desired outcomes.
  • Make the first book you read a time management book 😉

Why should I do this on my own time?

I’ve had conversations, similar to the one above, with others in the past. Sometimes I got feedback along the lines of “I shouldn’t have to do this in my free time”. Well, maybe, maybe not. I do agree that more organizations should encourage learning and professional growth during work hours as part of the organizational culture. Unfortunately, this is just not the case and you need to choose what to do. It’s your career. What is working for you today may not work tomorrow, or worse in 10 years when your skill set has completely atrophied. My personal opinion is that continuous learning is just a good habit to form, and spending at least a little of your own time to develop yourself is not a waste. If you dislike your work so much, the thought of doing more or anything related to it in your free time disgusts you, perhaps it’s time to find a new career or at least a new employer.

What if I need more/other development?

So, my conversation above was with a manager and the goals all boiled down to just reading or writing. Hopefully this new knowledge would eventually be applied and reflected on at work. It can be challenging to practice skills like these outside of work, but perhaps you belong to some social group or organization where you can try them.

Perhaps you are a programmer or a tester and you need to stay abreast of various technical practices, tools or techniques. I will admit that these things are more time intensive, but perhaps in this case some of the reading and the writing can be lessened or forgone in favor of technical learning and practice. Go more deep and less broad.

In any case, in most situations the time commitment involved above is fairly small. If you have chosen a career path that requires double or even triple the time investment, it still is fairly reasonable, and all the same concepts still apply.

 

This article was originally posted on odbox.co as has been reposted with permission from the author.

Are Your Teams Unmotivated or Demotivated?

uwrfjt65i9

I’ve worked with a few unmotivated teams in the past. Folks on unmotivated teams lack energy. They see things as just the way they are; the status quo. They come in, do their job and go home. Things are normal…good enough.

I find it a fun challenge to motivate unmotivated teams. Getting to know folks a bit, finding out their interests or passions and helping them map those back to their job or career is quite rewarding, but I recently ran across a problem.

I began working with a team that had been working together on a project for a while. They were displaying all the signs of an unmotivated team. I had heard tell of some negative stories about “management” but nothing I wouldn’t have tacked up to normal enterprise candor and so I set out down my usual path to motivation…and met with failure. Everyone listened, asked some questions and generally interacted appropriately. Nobody was overly negative, they simply lacked energy.

After trying a few more tricks with no real traction, I started poking around at the negative stories I had heard before. After some digging it became apparent that some pretty heinous treatment was given and the team just took it on the chin…a few times. This completely demotivated them.
6r7kcxbeee

“I just…can’t.”

Not having been present for these acts, and only joining the team months later, what I was seeing was the exact same outward signs as unmotivated people, but really they were demotivated…which runs much deeper.

As I stated earlier, unmotivated teams simply lack energy. When something is lacking, you just need to replace it. However, with demotivated teams, something isn’t missing, something has been torn down, and must now be rebuilt. That is a much harder task.

Demotivation is a trust violation. Rebuilding trust is hard in any relationship but I think especially so between an organization and a team.

When one party violates another’s trust, the violating party needs to admit to some wrong doing. This is hard because an org needs to send a consistent message here. That means that those folks need to agree they did something wrong in the first place. It also means they can’t take the same or similar actions again in the future.

Orgs also can’t buy their way out of this. No third party can be brought in to do the actual rebuilding. A consultant may be able to identify the problem and advise on how to handle it, but the people in the org that enacted the trust violation need to be the same people to take action to resolve it (or even removed).

9nxwg2v0f6

What they wrote on his farewell cake was…less than kind.

So where is this all this going?

Well, if you are a consultant; beware! If you think you’re working with an unmotivated team, the problem could be worse. If you identify a trust violation, you’ll want to change gears to facilitate rebuilding if possible.

If you are in a leadership position and think you have an unmotivated team on your hands; beware! If motivating the team doesn’t seem to be working, they may be demotivated and perhaps some trust needs to be rebuilt instead.

If you think there is a chance you may be the person who demotivated the team; beware! Don’t just go in and try to motivate people, especially in a “ra-ra go-team” sorta way. In my experience that just adds insult to injury. Maybe get some help from a coworker or an external source.

One side note. A fun fact about rebuilding trust is that many of the actions are a lot like building trust. An interesting side effect of teams within orgs that are actively trying to build trust, is that sometimes those teams get motivated that their org is showing interest and taking action.

So…be aware of de vs. un motivation and work to build trust no matter what!

This article originally appeared on odbox.co and was reused with permission from the author.

Building Teams of T-Shaped people

Are your teams made up of T-shaped or I-shaped people? If that question causes you to cock an eyebrow, let’s ask it another way: If one person calls in sick tomorrow, does their job still get done, or does the office collapse into a state of violent anarchy? (Note: Other options may lie somewhere in the middle…)

 

ateam4

“Hey guys, are we thinking this through?”

“Damn it man, there’s no time! Steve is out sick and no one else knows Javascript!“

 

A T-Shaped person is an individual who has deep knowledge of a specialized skill set in addition to a range of acquired tangential, related skills. They are also known as generalizing-specialists or “Renaissance” workers. In comparison with the “T” shaped individual, “I” shaped individuals focus mainly on their own specialized skill-sets, often view the workplace as a competitive environment, and tend to work within disciplinary silos. When a team is comprised of highly specialized I-shaped people, there is little room for any kind of structural change. For example, what would happen if Baracus suddenly quit the A-Team? Who else could pull off that look? Face? Murdock?

 

THE A-TEAM -- Pictured: Mr. T as Sgt. Bosco "B.A." Baracus -- Photo by: Herb Ball/NBCU Photo Bank

“Girl, please.”

Benefits of Teams of T-Shaped People

A team of T-shaped people (aka. cross-functional team) complements one another with both their specialized knowledge and overlapping skills to form a high performing unit.

Cross-functional teams experience less internal bottlenecks and contention for one person’s time.

T-shaped people can view situations from different perspectives, bringing not only their specialized knowledge to the table, but wide-ranging experience in other areas as well.

T-shaped people help fill skills gaps and take on new skill sets quickly. This then leads to higher overall team productivity and greater flexibility.

Such teams are not limited by a single point of failure (SPOF). Should Steve leave the team, Amy has sufficient knowledge to keep the project going.

Building Cross-functional Teams

Step 1: Understand

Start by mapping all of the disciplines or functional areas necessary for your team to complete projects as columns on a graph.  Then, work with each team member to assess their capabilities or expertise from one through ten in rows going vertically. Be sure to understand ahead of time what it means to be a 1 or a 10 in each area to avoid arbitrarily assigning numbers. Once complete, you will have a big picture view of your team’s capabilities as a whole.

Screen Shot 2016-08-25 at 2.14.34 PM

Originally posted on Scrumtalks

Step 2: Plan

At this point, you can begin discussing strategies to help fill in the empty spaces. Be sure to create a clear process for closing skill gaps, enlisting the help of designated “experts” in specific fields to design collaboration procedures. When done in a positive manner, from a position of support (not judgment or blame), this can drive some great discussion and re-energize employees.  With a solid plan, time, and consistent effort, teams will eventually grow into cross-functional units.

 

c08819dc22526597e1e9673e55fd3716“I love it when a plan comes together…”

“Ugh, God George, we know.

 

Step 3: Implement

With the skill gaps identified, and strategies in place to fill those gaps, it is now time to work with management, team leads, and your experts to execute.

Provide ongoing training for all employees on topics relevant to your business’ core functions, to standardize the horizontal portion of the “T”. As skilled as Dwight might be in competitive helicopter aerobatics, unless your organization plans on expanding into the airshow market, it doesn’t make sense to invest time into turning the rest of the team into amateur stunt pilots. It does however, make sense to have Dwight pair with other team members on Ruby so that the next time he ends up in the hospital due to a helicopter-related accident, his co-workers are able to carry on his portion of the project without him.

 

277887_1249227572585_full

Rest in Peace, Dwight

Make sure you have a solid workflow in place. Increasing employees’ skill levels won’t do much to boost performance if there are inherent problems in the processes they use to work together. Creating a value stream and identifying areas of consistent churn to streamline will help mitigate frustration and can even help uncover additional skill gaps that need closing.

Set clear expectations. This may seem obvious, but simply saying to your teams “improve yourselves!” will not yield positive results. You’ll have to clearly define what success looks like on an individual level, a team level, department level, etc.

Work with employees on an ongoing basis to understand their core competencies, evolving skill sets, and emerging interests. Things change. Staying informed means you can adapt the strategy as needed.

Create focused learning activities around bottlenecks.

Build cross-team communities of practice around technical specialties, domain knowledge areas, or any other areas of interest.        

Work with team leaders to establish an environment that encourages continual learning activities such as pairing, job shadowing, lunch-n-learns, book clubs, and open discussions. Empower employees to be honest with their T-skills and discover solutions for the areas in which they are not experts. Build continual improvement into the culture by encouraging collaboration and support from all levels. The goal is to make employees feel comfortable asking for help and running experiments so that they can grow their expertise.

Finally, help create consistent boundaries for workloads and job functions. Being a T-shaped employee does not mean become a master in everything and employees with broad skills should not be driving initiatives outside of their core function, especially when there is an expert on the team. Just because accounting expert, Dirk, cross-trained Lawrence on processing payroll, does not make Lawrence the new accountant.

 

Face-BA-the-a-team-35406422-245-245

Deal with it, Lawrence.

 

By following the above guidelines you can optimize your teams, leveraging their strengths and building their individual skill portfolios in the process. However, just because you may have have all capabilities necessary to do the work, it does not necessarily mean you have a high-performing team. To achieve high-performance, teams will need to have the right communication and collaboration processes in place. This area is often the most challenging for teams, but it is critical for sustainable success. Want to know if your teams are maximizing their performance potential? Take our 1-Minute Agility Self Assessment to find out!

Is Your Office Space Hindering Your Employees?

If you work in a traditional office, you’ve probably experienced the frustration of wandering through a maze of cubicles like a lab mouse in search of cheese, trying to find the one co-worker who can answer your question. It only gets more irritating when you discover that said co-worker has abandoned their own post in search of someone else to answer their question. With a heavy sigh, you trudge back to your seat, punch out your query in an email, and watch time tick away as you wait for a reply.

20080409_cubiclesfromofficespace

The Age of the Open Workspace

Despite our progression towards an increasingly virtual world, face-to-face communication is still extremely valuable. Relying predominantly on emails for collaboration results in misunderstandings and really, REALLY slow feedback loops.

In open workspaces, teams use open seating to facilitate communication, shorten feedback time, and speed up ideation. It is often the hardest practice to implement when making internal process improvements, but the resulting transparency and increased communication make it incredibly impactful.

anigif_enhanced-25762-1428527325-22

Okay, bad example.

Assess Your Space

If you are considering transitioning to a more open environment, you’ll want to put some thought into what isn’t working now and what you anticipate a more open office space would help your team achieve. The following are some questions to help determine how your current workspace configuration affects collaboration and to get your juices flowing around how to turn your space into a productivity tool.

OfficeSpace_006Pyxurz

*sigh*

To get started, ask yourself:

  • How quickly can you currently get questions answered or receive feedback on requests from your peers? How about your management? Senior leadership?
  • How many emails back and forth does it take to resolve an easy issue? How about a complex one?
  • How often do you find yourself picking up the phone or typing out an email to speak to someone down the hall or across the room?
  • Do most of the steps on your Fitbit come from wandering around the office looking for team members?
  • How many meetings are scheduled simply so you can get all the right people in a room together to work on a single issue?
  • Do you see pictures of offices like Google or QuickenLoans and think “God, I wish I could work in a place like that?”
  • Do your teams keep stashes of vitamin D in their desk drawers because the only time they are exposed to natural light is during their drive to work?

Open Space Guidelines

Depending on your answers to the above, you may be wondering what a more collaborative, optimized environment would look like. Below are some guidelines to creating a space that breaks down the barriers to communication and teamwork. Note: These are generally considered good practices, but they are not the “rules.” The team (not the boss or HR) should be allowed to work together to create an environment that best supports their needs and goals.

9-Office-Space-quotes

No.

Workspace

  • There are no assigned seats or other personal spaces (ie. cubicles)
  • Breakout rooms are available for meetings, privacy, or periods of quiet-time, but should not to be turned into personal offices.
  • White boards, cork boards or flip charts are used to provide a dynamic workspace for collaboration.
  • Team members use open seating to facilitate pairing on tasks and projects
  • Leadership sits in the open space with the team (no ivory towers)
  • Locate the team space in a highly visible area, be proud to showcase the space to visitors
  • Team members have a designated area to store personal belongings – this prevents “claiming” of a seat or area
  • Furniture is movable without permission and the team has ability to reshape the space as needed
  • Allow picture skins or stickers on laptops (family, dogs, sports, etc)
  • Allow teams to be creative and introduce fun into the workspace

Team Norms

  • Some noise indicates collaboration and communication, silence is troubling
    • The Parent’s Ear Rule: bad sounds are complete silence or kicking & screaming
  • “Hey Team” cooperation when roadblocks are discovered – Everyone swarms to help out
  • Teams sit side-by-side and/or facing each other, not with backs to one another
  • Requires that facilities, HR, and leadership understand the goals, and are engaged with the team(s)
  • All rules deserve team discussion

A Note On Introverts and Open Spaces

One of the biggest misconceptions about open workspaces is that they do not accommodate the preferences of introverted team members. The fact is everyone, even extroverts, sometimes need to work independently and in quiet so that they can focus. For many, the idea of working in an open environment with lots of “chatter” can be a rather unpleasant concept. The good news is that properly configured open workspaces, combined with the right team norms, can actually support the needs of introverts even more than traditional offices currently do.

milton1

“Go on…”

First, break-out rooms or designated quiet areas allow team members to retreat to a private place to focus on a particular task without disruption, then return to the group for collaboration when they are ready.  Second, having no assigned seating means that people are free to move away from distracting activities or noise rather than be forced to deal with it all day. Finally, the freedom to choose where one works conveys a stronger sense of empowerment and trust from company leadership. It’s as if you are saying to your employees, “I see you as adults, not schoolchildren. This is your space and I trust that you know best how to get things done.”

How It All Fits

While the goal of creating a more productive, collaborative environment is certainly worth pursuing, it should be noted that simply taking kicking down your cubicle walls while declaring “open workspace!!” will not do the trick.  It will, however, get you some frightened looks from your employees and a rather stern talking-to from HR.

office-space-gif

Pictured: Not the answer.

The implementation of an open workspace is not a solution in itself. Rather, it is a critical step in a larger movement towards a more optimized operation. Some would even argue that the switch to an open workspace is really just a byproduct of adopting more collaborative, transparent practices – that it naturally emerges as processes become more streamlined. It is therefore critical to define what your goals are for your open workspace and to consider what operational changes will need to take place in order to ensure the transition is successful.

If you are considering optimizing your office space and processes, a good place to start is by taking a quick assessment of your current situation with this one-minute quiz. The results will give you a good idea of how adaptable your organization is today and provide steps you can take to make incremental improvements.

 

6 Tips To Designing Effective Information Radiators

SWRREC0K3A

Your team space should deliver a message

Recently I’ve been helping a new team setup their team space. Now, I’m a big fan of hanging stuff on walls. Big visible stuff. But there’s more to it than that. When deciding what you should put where you are actually crafting a message to anyone that walks into the space.

My personal metric for knowing when you’ve done this effectively is to answer the following question: Does it change someone’s mood?

In my opinion, when anyone walks into your team space, from the newest dev to the most senior executive, what’s hanging on the walls should make them feel differently within a matter of minutes. If that doesn’t happen, something’s off.

Now I’m not advocating that teams throw a bunch of crap up to simply appease people, especially those not usually in the space. In fact, the big visible stuff should be minimalistic; the least amount of information required to paint a deep, rich picture of what is going on, what value is being added, when things are happening, and anything else that is useful.

I’m not going to go into what specifically any of the stuff should be. There is tons of information out there on that such as information radiators, styles of team boards, card maps and lots more. Instead, I encourage you to think about the message you want your space to convey.

Here are a few things to consider in addition to the actuall stuff you choose to hang up:

1) If it’s hanging up, make sure it’s actually big and visible 

Sometime I wish plotters were never invented. Release burn-down charts and code coverage trends are examples of useful things to hang up. Too often though, I see people (usually PMs with whiz-bang tools) print them out. I assume they do this because they think it’s easier, but walk across to the opposite side of the team space and tell me if you can read it…all of it. It’s not enough to see the trend lines if you don’t know what the chart is trending or what the axes are. Instead, draw it out on some paper or a white board with a big fat marker. Now go walk across the room…yeah, betcha can read that!

2) If it’s hanging up, make sure it’s useful

like to think of this as pruning. Something that was once useful may have run its course. If so, tear it down. If you need it later, recreate it. However, before just tearing stuff down, make sure the whole team agrees that what ever it is is no longer useful. When in doubt leave it up, there are usually ways to make more room if you need it. It’s also important for the team to consider organizational usefulness. Not everything will be the most useful to the team itself, but sometimes to managers or other stake holders. PMs like release burn downs and cost burn-ups, CFOs like value stories etc… These should not dominate the space, but they are still useful, and it’s important for the team to understand their organizational usefulness as well 🙂

3) If you need something useful, make sure you hang it up 

The space is not a fixed thing. Obviously if we can tear stuff down we can put new stuff up. The process of software development is journey or learning and discovery. Visualizing different things along the way can help a team communicate, both with each other as well as those outside the team. If you think something might be useful, hang it up for a while, try it out. If it doesn’t add the value you thought, ask how it can be improved. If after a while it is still not providing value, see #2.

4) If it’s hanging up, make sure it’s in a good position 

Not all wall space is created equal. This could be due to many things such as lighting, vantage point, furniture arrangement etc… The best thing to do is plan a little bit before you hang something up. How often will it be updated? Is it a conversation centerpiece? Should it be visible to a passer-by? Once decided, go hang it up. If things change and it needs moved, move it…it’s only paper and tape right?

5) If it’s hanging up, take pride in making it

Remember, you are crafting a message. You want things to be visible, digestible and useful. Those traits can be hard to achieve if your big visible stuff looks messy, half-assed or cluttered. It doesn’t take that long to use a straight edge instead of free-hand drawing. Create a color scheme of post-its or stickers. Use different size index cards to mean different things. Create a legend. It doesn’t have to be a work of art, but it should be tidy (within reason) and professional looking to communicate your message effectively. If you think something has gotten too messy over time, clean it up or redo it…it usually doesn’t take very long.

6) If it’s hanging up, it’s a living document

Don’t be afraid to enhance anything that’s hanging up. Feel free to draw, stick stickers, add post-its or whatever else adds value. You can usually tell which documents (big visible charts) a team find the most useful by the amount of enhancements made to it!

Finally, don’t forget to test this stuff out when you think you are done. Stand back from your space and look at it. What does it say to you? Stand in the doorway or hallway and look in. What does it look like from there? Have people from other teams walk through. Is there anything that is unclear to them? Ask a manager, director or executive to walk by. What were they able to tell by just looking? Maybe do a few of these every now and then as your space evolves with different stuff.

Ultimately, don’t forget that original question from way up there: Does it change someone’s mood? Folks should feel better about what the team is doing, where the project is headed, and what they are getting for all the team’s effort. If this is the case, then you’ve successfully crafted both an effective team space as well as an effective message.

This post was originally published by the Matt Barcomb on odbox.co and was reposted with permission. 

Preaching To The Choir

church-choir-408412_960_720

Recently, I was giving a class and during a portion of the class I discuss some of the cultural changes usually required for organizational progressive elaboration of work. During the break that followed this particular discussion, one of the attendees came up to me and said:

“Seems you’re preaching to the choir here. We all agree with what you’re sayin’…but it wont do any good unless we get the managers in here.”

While I certainly understand this reaction, and unfortunately find that it’s not that uncommon, I still find it a bit disheartening…and a little frustrating.

This attitude of “I can’t change the things that influence me”, and “what I can control isn’t big enough to really change anything” is entirely the wrong attitude.

Changing the things that you can control, no matter how seemingly insignificant, should never be down-played. One can always take complete control of their own actions, behaviors, and reactions. Combined with a little learning and a bit of creativity this can become very powerful indeed. So, try changing the things you can; the things over which you have direct control. Share what you’ve tried, what you’ve learned, what worked well and what didn’t. Share up, share down, make it visible, let people ask about it and then share with them too. Eventually this can influence up, down, and across the network of an organization.

Sometimes it only take one person to make a significant change. Other times it spreads slowly before snowballing into a major organization shift. And many times making a “major” or “significant” change isn’t even needed. Sometimes it’s the little things that count.

So, the moral of the story is that even the choir can use the message, and even the choir is able to go out into the world and try to make it a better place through their own actions…and employees who think their organization could be better are just as much on the hook for trying to improve it as the managers and executives are.

This post was originally published by the Matt Barcomb on odbox.co and was reposted with permission. 

Does Your Team Have a Blame Well?

Here is an important role for every budding team…It’s called the “Blame Well”.images-1
Now, the way it works is, each week the team rotates the role of Blame Well to a new team member. During that week, if anything goes wrong that team member immediately assumes all blame for anything that goes amiss.

The role of Blame Well enables the team and stakeholders to immediately get past trying to figure out whose fault anything is. Instead, the team can directly move into useful discussion about resolving whatever issue came up.

So…this post is definitely tongue-in-cheek. I think if a team really needed a Blame Well there are deeper problems to address.

What I hope folks can take away from this is that focusing energy on assigning fault and blame is pretty pointless. A better approach is to simply figure out what the next best thing can be done in the current context.

This doesn’t mean teams shouldn’t inspect and adapt…but true reflection and growth happens without fault and blame.

I’d enjoy hearing stories about how people helped their own teams or organizations get out of the blame game.

This post was originally published by the same author on odbox.co. It was reposted with permission because we threatened to throw him in the blame well for a month if he said no. 😀

The Multitasking Myth

As a parent of an ADD (Attention Deficit Disorder) child, I have had the unplanned but eye-opening experience of learning how to deal with ADD.  Why eye-opening?  I have to admit, I have always been skeptical of the validity of some of today’s conditions that become accepted by the medical community at large.  The sheer rate of new conditions grows each year.  When my child was first diagnosed, I wondered if ADD was truly a legitimate issue or if it was created by pharmaceutical companies who conveniently happened to have a medication to manage the condition.  It also seemed to me like a convenient excuse for those who were lazy, unmotivated, or simply capable of handling the daily demands of the modern world.  I have since learned that I was completely wrong.struggling

After experiencing the effects of ADD has on my child and consequently putting together a plan to manage it, I have seen a 180 degree turn in my child’s ability to deal with the anxiety that accompanies ADD.  My child has gone from a very challenged student to a peak performer at school almost immediately.  Also, my child’s satisfaction level with achievements and self-confidence is at an all-time high.

There are three things we implemented which have directly contributed to the successful turn-around:

  1. A sustainable and recognizable daily routine
  2. Prioritizing what is most important, communicating it to our child, and focusing on that list one item at a time
  3. Constantly re-evaluate #2 and adjusting  accordingly

Since being introduced to ADD I have become familiar with the effects it has on performance, self-satisfaction, and self-confidence.   I have also noticed similarities between these effects and the effects of multitasking on performance, self-satisfaction, and self-confidence in the workplace.  Over the years, I have even seen a number of cases of what one could term as “artificially-manufactured ADD”.

Why make this comparison?  Because many in the business community treat multitasking in the same way I first treated ADD; the effects on productivity are really over-hyped and those who can’t multitask effectively are just lazy, unmotivated, or incapable of handling the tasks of today’s business climate. 

Multitasking is not a modern concept; in fact it is believed to have been around for a long time.  Today’s work environments drive multitasking demands on our time almost by default.  CNN describes multitasking as “a post-layoff corporate assumption that the few can be made to do the work of many”.  I’m not sure if I completely agree with this viewpoint, but some studies show that multitasking is a less efficient approach to work than focusing on similar types of tasks at the same time, or focusing on one specific deliverable at a time.   There are many suggestions as to how to address and minimize the effects of multitasking or how to operate to avoid it.  In my experience, the best way to minimize performance loss of multitasking is similar to the approach we have taken to counteract the effects of ADD with my child:

  1. Be consistent and predictable wherever possible
  2. Prioritize your work and single-thread your efforts whenever possible
  3. Constantly re-evaluate #2 for updated priorities and adjust when needed

Highly productive teams groom, prioritize, re-groom, and re-prioritize their work constantly.  They also are consistently inquiring about priority and adjusting accordingly.  Most importantly, they work to keep their efforts as single-threaded (one item at a time) as possible to maximize their productivity.   The effect on your group’s performance, as well as your group’s output quality and agility, will be greater than you think.

Want to learn more ways to create high-performing teams? Check out another post by Mike Jebber – Team Building: Diversity Uncovers What Experience Can’t.

Agile…and BEYOND!!

LeanDog Agile experts, Matt Barcomb, Mike Kvintus, and Jeff Morgan, are at Agile and Beyond today and tomorrow. Take a peek at some of the knowledge they will be dropping while they are there:

Screen Shot 2016-05-02 at 4.58.17 PM

Barcomb

Matt (@mattbarcomb) is a product development specialist with a penchant for organization design. He works with companies to turn software development into a core competency by integrating product development activities with business practices. Matt takes a pragmatic, systems approach to improvement, working with stakeholders throughout medium and large organizations. He has experience working with product management and software delivery teams as well as executive leadership teams, sales, services, and operations in a variety of industries. Matt enjoys challenging mental models, simplifying the seemingly complex, and uncovering the “why” behind the what. He shares his experiences, questions and ideas at www.odbox.co

Thursday, May 5 @ 10AM Value-focused prioritization & decision making

Does prioritizing your development portfolio seem unclear or mired in politics? Ever feel like the decisions for what gets worked on when are somewhere between arbitrary and emotional? Ever get tired of providing cost estimates for work of uncertain value? If you answered yes to any of the above questions, this session is for you! Matt Barcomb will open with introductory concepts about shifting from a cost focus to a value focus for development work. Next, providing business value for user stories will be debunked. Then, a collaborative framework for prioritization, Benefit Mapping, will be discussed. Finally, Matt will end with ways to simplify the cost evaluation of work and risk.

Friday, May 6 @ 10AM Using Flow-based Road Mapping & Options

If you’d like an alternative to typical, quarter-by-quarter, schedule oriented road mapping (and all the associated waste) then this session is for you. Matt Barcomb will introduce a Cadenced Flow approach to flow-based road mapping. He will first cover how to layout and execute a road map based on models that better fit software planning as well as how to transform your existing plans. Next, using options thinking to frame work will be explored and how to use starting and stopping triggers for options, reducing the need of blind budgeting or project practices. Finally, Matt will wrap up by touching on a few key metrics that will let you monitor and evaluate your new road map.

Screen Shot 2016-05-02 at 5.00.09 PMCheezy

Cheezy is an international speaker and keynote presenter in different Agile conferences. He has spoken 6 times at the Agile 20XX conferences as well as other ones like Agile development East and West, Mile High Agile, Agile and Beyond, Path to Agility, etc.

Friday, May 6 • 3:00pm – 4:40pm Tested!

You’ve heard that quality belongs to everybody on an Agile team. You’ve heard that testers and developers should “collaborate” in order to drive quality higher. You’ve heard that automated tests help a team continuously validate the quality. It’s time to stop thinking about it! It’s time to stop talking about it! It’s time to make it happen! Watch Ardi and Cheezy do this in front of your eyes. They will build a web application driven by acceptance and unit tests.You will see how a Product Owner, Tester and Developer will create executable User stories, develop the code to validate these stories and refactor along the way. At the end, you will get a taste of what a Continuous Delivery pipeline looks like. Prepare to collect your jaws from the floor!
Screen Shot 2016-05-02 at 4.58.39 PM

Kvintus

Friday, May 6 • 10:00am – 10:45am Worthless Story Card Estimates

How much of your time is wasted estimating story cards? We’ll explore some alternatives to estimating story cards and review real-world comparisons of tracking work using story points vs. counting story cards. Not sure when story card estimates are needed? We’ll discuss that too. All discussions will be based on real-world examples and comparisons of alternatives for several projects. We’ll also discuss #NoEstimates and how it fits in. You’ll leave with an understanding of ways to plan/track agile projects and the tradeoffs involved with alternatives to story card estimates.

Team Building: Diversity Uncovers What Experience Can’t

 

4fe23c165c017.image

Diversity tends to bring a broader perspective and a broader perspective is critical to strong team building. A good friend of mine recently told me a story that illustrates just how important diversity (in skill set, age, gender, background, etc.) is to building successful teams and how diversity finds things experience alone will not.

My friend’s daughter recently started an internship as a mechanical engineer with a well-respected global company who manufactures plumbing equipment. Her first assignment was with a group of very talented and experienced engineers who were working on a defect issue with one specific line of faucets. Returns were extremely high and customer ill-will toward the company brand was growing.

The faucet sold well because of style and features, however, defects on the model were abnormally high.The engineering team, as all good experienced teams would do, had been pouring over every aspect of the manufacturing process, looking at packaging, looking at suppliers parts, doing detailed reviews of designs and design specs, assembling and dis-assembling loads of units right off the line trying to find the issue. My friend’s daughter, being new to faucets and having never installed one before, grabbed a finished product right off the line, sat down with the instructions, and proceeded to put the faucet together according to the steps provided.

No one else had thought to do this! To her amazement, the instructions walked a customer through a group of steps which not only broke the faucet, it voided the warranty as well. The product was mechanically sound and functioned perfectly when assembled properly; however, the average non-plumber customer follows instructions and doesn’t rely on a mechanical engineering degree or years of experience working with plumbing to install their own faucets.

An issue that had cost a company a considerable amount of money, capacity, and consumer ill-will, was solved by a rookie mechanical engineer intern without her utilizing her engineering skills. All of the team members working on the project had been putting faucets of ANY kind together for many years without ever pulling out instructions. They could assemble a faucet sight-unseen, on the fly and it would work perfectly, so no one even thought about considering the instructions as a source of the issue. It wasn’t ego, it was human nature. The team had been so close to the product for so long they could skip steps to get to a “quicker” result. They also had very similar backgrounds, and experience levels. It happens in every industry.

When asked by management what made her decide to look for problems with the instructions, my friend’s daughter said this:

“I wasn’t, it seemed like a logical place to start. Women and men think differently. I always read the instructions first. You have a lot of women customers so you need more women engineers.”

The perspective that diversity delivers is important. Don’t make the costly mistake of overlooking it.

Learn more about doing things differently in Climbing Mountains With Agile Methods.