The Art of Constructive Conflict

Transcription

1 The Art of Constructive Conflict Working with the Highly Artistic Agile Temperament Presented by David Snyder Senior Leadership Consultant, ASPE, author How to Hire a Champion

2 Why Agile?

3 The Agile Leadership Model 1.) Help 2.) Explain 3.) Lead by Example and Expertise 4.) Coach and Train All material copyright 2017 by David Snyder

4 Depth of Skill Hey, What s a T-Shaped Person? Steps in Releasing a Song from the Beginning Songwriting Vocalist Production The concept of T-shaped skills, or T-shaped persons is a metaphor used in job recruitment to describe the abilities of persons in the workforce. The vertical bar on the T represents the depth of related skills and expertise in a single field, whereas the horizontal bar is the ability to collaborate across disciplines with experts in other areas and to apply knowledge in areas of expertise other than one's own. --Wikipedia Collaborate (Area) Collaborate (Area) Collaborate (Area) Singing (Top Skill) Breath Control Projection Perfect Pitch Sight Reading Other Skill All material copyright 2017 by David Snyder

5 Process The Agile Depth Meter Time Forming Storming Norming Performing Getting Focused X=Do (Actions) Forming: Team Comes Together, Behavior Driven by Need for Acceptance, Conflict Avoided. Roles are defined. Storming: Conflict must be embraced. Tolerance and patient for differences must be emphasized. Y=WHY? Based on the work of Bruce Tuckman Dips are expected It s all about going deep Probing Down to the Ocean floor All material copyright David Snyder, 2017 Norming: Common goals and a mutual plan become clear. Responsibility is shifted to what is good for the team. Respectful conflict is encouraged to allow for controversial ideas. Performing: Team can be self-organized. Dissent is expected as long as it is channeled through appropriate channels. These channels and rules must be made clear. Have you made them clear? Are they written down?

6 Process The Agile Personality Time Forming Storming Norming Performing X=Do (Actions) Getting Focused Creativity Problem Solving We have Artists here, folks Y=WHY? Championing Change Prioritization Driving for Results Process Orientation IT Professional Competencies (High Performers) Customer Focus Teamwork

7 IT Agile Competencies

8 Process The Agile Leader Time Forming Storming Norming Performing Getting Focused How did that rehearsal sound? Best answers. (Pick.) 1. It was horrible, let s do it again. 2. It was ok. We compromised, but Carnegie Hall can live with our mediocrity. 3. We were awesome. No s man!!! Visioning Customer Satisfaction Continuous Improvement Team Builder Driving for Results Championing Change Communication Coaching The Visionary is the Conductor. The artists are in the orchestra. Leadership Competencies (High Performers)

9 Leadership Competencies

10 Process Qualities of Creative People* Time Forming Storming Norming Performing Team * The list is much longer than this, but this directly ties to Agile Getting Focused Sensitive Obsessive over Details High Need for Attention May Be Easily Offended Would Never Excellence Excel when Focused Need Peer Support Need a Team Leader Must constantly Be aware of and mediate all of these

11 Agile is a Team Sport Although we can all become Agile practitioners, or Agile Certified, the end goal is building an Agile team. In an Agile team it is the interdependence of skills that counts.

12 Leading Creative Teams The job of a leader on a high performing Agile team is to make sure that MOST of the decisions that are made are COLLABORATIONS, not COMPROMISES and to keep track of that. Most compromises are exactly what they sound like Lose, Lose.

13 Process The Agile Team + Leader Time Forming Storming Norming Performing Getting Focused Team Creativity Problem Solving Visioning Customer Satisfaction X=Do.(Activity) Leader Championing Change Continuous Improvement Prioritization Team Builder Driving for Results Driving for Results Y=WHY? Process Orientation Customer Focus Championing Change Communication Teamwork Coaching

14 Customer Satisfaction COMPETENCY DEFINITION: Understanding, anticipating and recognizing the customer s needs and designing, promoting or supporting the delivery of products and services that exceed customer expectations. This can t be just an IDEA. Human beings Have to DO something here.

15 Customer Satisfaction COMPETENCY DEFINITION: Understanding, anticipating and recognizing the customer s needs and designing, promoting or supporting the delivery of products and services that exceed customer expectations. NO COMPROMISE ON CUSTOMER SATISFACTION IS ALLOWED. IT IS EITHER GREAT OR IT IS HORRIBLE. IF YOU ARE TALKING ABOUT IMPROVING CUSTOMER SERVICE, ENCOURAGE ALL THE CONFLICT YOU WANT HERE FOLKS AS LONG AS PEOPLE DON T KILL ONE ANOTHER

16 The Mother of All Questions Where are your Poster Professionals? (Why Not Just ask Them.)

17 Process Agile Team Dynamics Time Forming Storming Norming Performing Getting Focused Bindhu Creativity Visioning Team Nate Rosemary Wilhelm Problem Solving Championing Change Prioritization Customer Satisfaction Continuous Improvement Team Builder Leader Javier Driving for Results Driving for Results Kate Process Orientation Championing Change Abe Customer Focus Communication Vicente Teamwork Coaching

18 Process High Performing Agile Team Time Forming Storming Norming Performing Getting Focused Team Bindhu Nate Rosemary Creativity Problem Solving Championing Change Visioning Customer Satisfaction Continuous Improvement Leader Wilhelm Javier Kate Prioritization Driving for Results Process Orientation Team Builder Driving for Results Championing Change Abe Vicente Customer Focus Teamwork Communication Coaching

19 Process Rudderless Agile Team Time Forming Storming Norming Performing Getting Focused Bindhu Visioning Team Nate Rosemary Ship Lost At Sea Customer Satisfaction Continuous Improvement Leader Wilhelm Team Builder Javier Driving for Results Kate Championing Change Abe Communication Vicente Coaching

20 Process Mad Agile Team Time Forming Storming Norming Performing Getting Focused Visioning Team Mad Captain Ahab Customer Satisfaction Continuous Improvement Leader Team Builder Driving for Results Championing Change Communication Coaching

21 Process Deceased Agile Team Time Forming Storming Norming Performing Getting Focused Ship Has Sunk

22 Process Agile Sales Process Example Time Research Introduction Relationship Close Understand Customer Value Prop Goals What They Can Change, What You Add How they help their clients make money, or how they woo their clients. Their goals and priorities for improving that. Budget and Time Cement Deal Close Results How you can help. Speak their language. Learn Agile. Share Customer Stories. Find links and best time to integrate solutions. Prioritize. Follow up Meetings. Finalize Details Close

23 Typical Sales Process Time Research Introduction Relationship Close Understand Customer Value Prop What They Can Change, What You Add Budget and Time Cement Deal Close Goals Results Keep Calling and Pestering. Have no idea of the right vocabulary to use. Little research. Believe persistence is key. Persistence is not key. Common user stories is key. The old school approach does not work. Remove Agile component (process dissection) and you have nothing.

24 Process This Does Work Time Research Introduction Relationship Close Understand Customer Value Prop Goals What They Can Change, What You Add How they help their clients make money, or how they woo their clients. Their goals and priorities for improving that. Budget and Time Cement Deal Close X=Do..(Actions) Results How you can help. Speak their language. Learn Agile. Share Customer Stories. Y=WHY? Find links and best time to integrate solutions. Prioritize. Follow up Meetings. Finalize Details Close

25 Process Qualities of Creative People* Time Forming Storming Norming Performing Team * The list is much longer than this, but this directly ties to Agile Getting Focused Sensitive Obsessive over Details High Need for Attention Easily Offended Would Never Excellence Excel when Focused Need Peer Support Need a Team Leader Must constantly Be aware of and mediate all of these

26 Five Dysfunctions of a Team 5. Inattention to Results From the Five Dysfunctions of A Team, Patrick Lencioni, Avoidance of Accountability 3. Lack of Commitment 2. Fear of Conflict 1. Absence of Trust

27 The T Shape of Agile Time Forming Storming Norming Performing Bindhu Nate Rosemary Wihelm Javier Kate Abe Vicente Getting Focused Creativity Problem Solving Championing Change Prioritization Driving for Results Process Orientation Customer Focus Teamwork Visioning Customer Satisfaction Continuous Improvement Team Builder Driving for Results Championing Change Communication Coaching Leader Hey, is this going on? How do we Stop it?

28 Stephen Covey Said.. From the 7 Habits of Highly Effective people, 4 ways of dealing with Conflict: 1. Surrender (Lose/Win) 2. Compete (Win/Lose) 3. (Lose/Lose) 4. Collaborate (Win/Win) Only the last 2 make sense on an Agile Team. You need a lot more 4 than 3.

29 Vs. Collaboration You can something if it will satisfy a legitimate need and stabilize the team. You cannot compromise anything if it will undermine quality or cause damage to the customer.

30 Process You Are Mediocre Time Forming Storming Norming Performing Getting Focused Team Leader

31 Process You Are Great Time Forming Storming Norming Performing Getting Focused Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate Collaborate

32 Sample Agile Calendar

33 Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous development of valuable software. 2. Welcome changing requirements, even late in development. Agile harnesses change for the customer s competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with preference for a shorter timescale. Agile recognizes that when we wrote the contract, we didn t really know what made a Happy Customer. We redefine success as not just meeting contractual requirements, but in the end, getting to a Happy Customer. --Mark Arntz, ASPE Sr. Agile Trainer

34 Exercise for Your Team We want to embrace and encourage conflict in a more open way. We want more healthy conflict and less compromise. Help us write the rules of order: 1. E.g. No personal attacks

35 Ten Principles of Agile Leadership 1.) Be the Champion of Successful Hiring 2.) Be The Mentor in Succession Planning 3.) Be the Guide for Meaningful and Successful Training 4.) Be The Inspiration and Motivation for Productivity 5.) Be Inspiration for Quality 6.) Be the Model of Customer Service 7. ) Be the Reason for Customer Happiness 8. ) Be the Reason for Repeat Business 9.) Be the Driver of Increased Profits 10.) Be the Corporate Brand All material copyright David Snyder

36 David Snyder Biography Author of the critically acclaimed book, How To Mind Read Your Customers, David Snyder works with clients nationwide in the implementation of employee assessment, development and selection models across many industries. His specialty is competency-based management assessment and organizational alignment. He is considered a national thought leader in using a competency-based approach to building and developing stronger teams. How to Mind Read Your Customers, Mr. Snyder s first book, was listed among the best books of the year by Sales and Marketing Management Magazine in the year of its publication and has now been translated internationally. His latest book, How to Hire a Champion outlines the character traits of high performing individuals, and shows how corporations can use best practices in selection and development to find top performers and keep them. He is Senior Leadership Consultant for ASPE. Contact ASPE for more information or for booking. David is ICAgile Certified in Business Value Analysis and voraciously pursuing expert certification.