How to Select and Develop Individuals for Successful Agile Teams - - PowerPoint PPT Presentation

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How to Select and Develop Individuals for Successful Agile Teams

Dave West & Wouter Aghina

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Quick Guidelines

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Our Speakers

Dave West CEO & Product Owner Scrum.org Wouter Aghina Partner - Global Leader of Agile Organization and Transformation McKinsey & Company

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Why did Scrum.org and McKinsey collaborate?

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Who Is Scrum.org?

Founded by Ken Schwaber Co-creator of Scrum Improving the Profession of Software Delivery Training Certification Community

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This research is a deep-dive on what it takes to set up agile teams for success, a key prerequisite for agile transformations whether as pilots or at scale

Agree end state vision, develop blueprint and learn through agile pilots Roll out agile cells and transform the organization backbone, supported by a systematic approach to build capabilities Scale & Improve

A g i l e P i l

• t

s B l u e p r i n t T

• p

T e a m A s p i r a t i

• n

B a c k b

• n

e T r a n s f

• r

m a t i

• n

A g i l e C e l l D e p l

• y

m e n t a n d S u p p

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t C a p a b i l i t y A c c e l e r a t

• r

Build the new capabilities required to sustain agility Align and commit to the vision and scope

• f the agile

transformation, informed by assessment of the

• rganization today

Identify how agile can unlock most value and design corresponding

• perating model

Launch pilots to test the agile operating model in a defined area Rewire core processes and systems of the

• rganization to

support agility Design and roll-out agile units wave-by- wave, including moving people to new roles Culture and Change Team Coordinate and communicate transformation, remove roadblocks, and start culture refresh Aspire, Design & Pilot

Iterative approach requiring organization to continuously test, learn and course correct

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Which people are right for agility?

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Why is this so important?

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Simple work is being replaced by complex work

VS

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The Digital Age

Age of Oil and Mass Production Age of software and digital

VS

Long term investment planning Short term profit Efficiency Specialism of labor Process control Management is king Short term investment planning Long term value Innovation and opportunity Cross functional teams Self organization and decentralization Rise of the creator

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Jobs of Today and Tomorrow

▪ Creative ▪ Complex ▪ Team-based

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Changing our beliefs about how we capture and create value

Traditional model: Scarcity “In an environment of scarcity, we succeed by capturing value from competitors, customers, and suppliers for

• ur shareholders”

“In a world of abundant opportunities, we succeed by co-creating value for all of our stakeholders, guided by a clear and coherent vision” Agile model: Abundance

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What did we find?

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Findings – Top traits Ability to handle ambiguity Outcome vs. process oriented Team oriented rather that individual oriented

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Research focus Concentrated on researching personality traits and work values that support:

▪ Ability to hand ambiguity ▪ Outcome vs. process oriented ▪ Team oriented rather that individual oriented

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Poll – What is the most important personality trait for people in the agile enterprise?

A.) Handles ambiguity

Flexible, adjustable, yielding, tractable, willing.

B.) Agreeableness

Trusting/appreciative, straightforward, altruistic, compliant/kind, modest, tender-minded

C.) Extroversion

Warm, gregarious, assertive, enthusiastic (activity-seeking), excitement seeking, prone to positive emotions

D.) Conscientiousness

Competent, prefers order, dutiful, achievement striving, self-disciplined, deliberate

E.) Openness

Introspective, curious, imaginative, insightful, original, wide interests.

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Relative importance of personality traits

Mean importance across all values Relatively less important Relatively more important 1.5 1.3

• 0.7

1.0

• 0.6
• 2.4

1.5 1.0 0.7 0.6

• 0.5
• 3.2

Handles Ambiguity Conscientiousness Agreeableness Neuroticism Extroversion Openness

Team Members (N = 54) Product Owners (N = 54)

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The Secret Sauce for Success…

Yes and vs Yes but

Agreeableness

(Friendly/compassionate vs Challenging/detached). Tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It also a measure of ones trusting and helpful nature, and whether a person is generally well tempered or

• not. High agreeableness is often

seen as naïve or submissive. Low agreeableness personalities are

• ften competitive or challenging

people which can be seen as argumentative or untrustworthy.

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Poll –What are the most important work values for people in the agile enterprise?

A.) Pride in Product

Emphasize product ownership, its values and contributions

B.) Openness to change

Emphasize independence of thought, action, and readiness for change

C.) Customer Centric

Emphasize pursuit of fulfilling customers’ needs and preferences

D.) Self Transcendence

Emphasize concern for the welfare and interests of organizational colleagues

E.) Self Enhancement

Emphasize pursuit of one’s own interests and relative success over that of organizational colleagues

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Relative importance of work values across roles

Mean importance across all values Relatively less important Relatively more important 2.1 1.2 0.4 0.3

• 1.2
• 2.6

2.0 0.6 1.1

• 0.1
• 0.8
• 2.9

Pride in Product Customer-centrism Openness to Change Self-transcendence Self-enhancement Conservation

Team Members (N = 54) Product Owners (N = 54)

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The Product Owner vs the Team Member

Pride in Product Openness to change Pride in Product Customer centricity The Product Owner Team Member

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Hiring of selecting for agility

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Focus on Four Main Things

Motivation Outcomes, customer value and a big vision What gets you excited? If money was no

• bjective what would

you do? Support Mentoring, helping

• thers, valuing teams

When did you last help someone? When did someone last help you? Customer Interested in the customer, care about their pains What would you ask the customer? How would you measure their success? Pride Proud of their work, care about their craft Describe something you are proud of Describe something you are disappointed with

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The importance of coaching

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Coaching can help

Personality traits and work values considered important for agile teamwork are all moderately (4-6) to highly (7-9) coachable. Not coachable at all Very coachable Not coachable at all Very coachable Coachability of personality traits Coachability of work values 5.5 7.0 6.0 4.6 7.1 5.8 7.8 4.8 6.0 4.5 5.6 5.3 Openness Handles Ambiguity Agreeableness Extroversion Conscientiousness Neuroticism

Team Members Product Owners

6.4 6.6 6.3 7.3 5.6 5.3 6.5 6.6 6.5 7.7 6.1 5.7 Customer-centrism Pride in Product Self-enhancement Openness to Change Self-transcendence Conservation

Product Owners (N = 54) Team Members (N = 54)

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Key takeaways

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What Does It All Mean?

The move to agility has much deeper implications than changing organizational models, processes and tools.

▪ The change requires us to shift our thinking about what is

important in terms of personality traits and work values.

▪ Hiring requires a change from looking for heroes and super

stars to thinking about team dynamics and personality

▪ Coaching requires a change in what we advertise is

important and what we encourage in behaviors The four questions to look for when selecting and developing people:

▪ What motivates them? ▪ What they expect from others? ▪ Do they have empathy with the customer? ▪ Are they proud of the work they

have done?

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Great teams do not mean technically the best people or the most experienced Working in a complex world requires great teams directed by an inspirational product owner with a clear vision. The ultimate success of the

• rganizations is the combined effort of these

people. It is important to look at:

▪ Personality (innate and acquired, and their

constituent behaviors)

▪ Set of work values (innate and acquired, and

their constituent behaviors)

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Download the paper

Wouter Aghina, Christopher Handscomb, Jesper Ludolph, Dave West, and Abby Yip

What personality traits and values help agile teams bloom? Discover ways to identify these when recruiting and coaching your people.

How to select and develop individuals for successful agile teams: A practical guide

https://bit.ly/2SY9KPO