Mastering Professional Scrum 2/7

stefan January 29, 2020 0 Comments

Ch02. Creating a Strong Team Foundation

Also Read: Previous Chapter. Ch01 | Next Chapter. Ch03 | Entire book

We are human, and as such we make mistakes, even though we may have good intentions. We want to do the best we can. We want to grow and learn. We are all capable of much more than we know. We thrive when we feel a sense of connection and have community. We are also wonderfully unique.

Aspects of a good team member:

  1. Personality – differences create conflict, but these same differences create diversity that expands perspectives in ways that make teams more innovative and effective. When teams are effective, team members figure out how to navigate conflict in healthy ways.
  2. Emotional intelligence – is about understanding and managing your own emotions and behaviors and being able to recognize and influence the emotions of others.
  3. Intrinsic motivation. While motivation matters for all work, self-organizing teams simply are not effective unless each team member is intrinsically motivated.
    Read Dan Pink’s book Drive (Riverhead Books, 2011)
    Knowledge workers are not motivated by extrinsic rewards like money; instead, they are motivated buy three factors:

    1. Autonomy = Challenge. People are in control of how they do their work.
    2. Mastery. People have the ability to become great at something, to grow and sharpen their knowledge and skills.
    3. Purpose = Making a contribution. People feel they are working on something bigger than themselves. They see meaning in their work.

Over time every member of the Scrum team evolves

  1. What: what customer needs the team is attempting to fill
  2. How: the methods or technologies the team will use to fill those customer needs
  3. Who: a description of the primary customer(s)
  4. Why: the reasons why it is important to fill those customer needs
  5. Special Sauce: what makes the team different

Effective Self-Organization:

  1. Shared goals
  2. Boundaries
  3. Clear Accountabilities

What makes a Team and its leader greast?

How to build trust?

  1. Go first. You may need to be the one to give trust first before you have it returned. Be vulnerable to show others it is okay to be vulnerable. Ask for help. Admit your mistakes.
  2. Be willing to say no. When you overcommit, you put yourself at risk for not following through and negatively impacting others. You can be perceived as unreliable.
  3. Assume positive intent. Do your best to always assume positive intent about another person’s actions or words. While it may be appropriate to address a situation when someone’s actions or words have had negative outcomes, have that conversation assuming the person had good intentions. This helps you address the conflict, resolve issues, and come to a better understanding of each other while showing you trust the other person.
  4. Avoid gossiping. Talking about people is often perceived as an easy way to make conversation and bond with others. However, the unintended consequence is that it makes you appear to be untrustworthy. If you talk about someone and share something that person told you in confidence with me, how do I know that you wouldn’t do the same with something I told you in confidence?
  5. Match your words to your actions. Make sure that you live up to what you profess to believe is important. If you tell your team that sustainable pace is important, yet you work long hours and answer emails on the weekends, there is a misalignment between your stated beliefs and your actions.
  6. Be open and honest with people. Creating an environment in which people can be open and honest about their feelings, their concerns, and their desires is essential for trust. You may have to go first, leading by example. When creating working agreements, ask team members what agreements they need to be open and honest with each other.
  7. When you make mistakes, share the learning. Rather than focusing on blaming (or worse, shaming), help everyone recognize that every mistake is a learning opportunity. Encourage team members to share their own learning opportunities with the team. You may have to go first, leading by example. Refer to your own mistakes when teaching moments arise.
  8. Get to know each other as people. Encourage team members to see each other as people with rich experiences and full lives beyond the office. Create situations that help people bond over their personal stories. You may sensitively ask about family, friends, hobbies, or interests. Consider starting by sharing personal information about yourself first.

The 5 Stages of Group Development

Change causes instability and a drop in performance


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