using lean to create high- velocity teams - home - lean...

Using Lean to Create High-Velocity Teams

Christina Wodtke

Author of Radical Focus and Pencil Me In

Lecturer at Stanford University

David Kolb's Experiential Learning Model

What do we know about teams and teamwork?

Erin Meyer’s Culture Map

Cultural Shearing Layers

“The problem is that we tend to assume that our framing represents the truth, rather than merely presenting a subjective “map.” In truth, however, each frame offers its own image of reality.”Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy

ASSUMPTIONS!

What is a team?

1. Common PURPOSE2. Performance GOALS3. Complimentary SKILLS4. Mutual ACCOUNTABILITY

The Wisdom of TeamsJon R. Katzenbach and Douglas K. Smith

Set Objectives and Key Results

1. Common Purpose2. Performance Goals

OKRs

O: Qualitative goal (common

purpose)

KR: Success criteria

(performance goals)

Objective: Establish clear value to distributers as a quality tea provider

KR: Reorders at

85%

KR: 20% of reorders self-

serve

KR: Revenue of 250K

3. Complimentary skills

4. Mutual Accountability

Objective: Establish clear value to distributers as a quality tea provider

KR: Reorders at 85% 5/10KR: 20% of reorders self-serve 5/10KR: Revenue of 250K 5/10

Key Risk Factors: Need new self-serve system up in first month

Priorities this week

Next 4 weeks - Projects

OKR Confidence

Team Health:

Distributor satisfaction Health:

Org HealthYellow

P1

P1

P1

Green

ClosedealwithTLMFoods

Teamstrugglingwithdirectionchange

#solidsalescanidatesinforinterview

PassivereordernotificationsNewselfserveflowfordistributorsMetricsfordistributorsonteasalesHireCustomerservicehead

NewOrderflow

WeeklyOKR

Check-ins

Learning TeamOr Lean Team

Improves over time

Bruce Tuckman ‘Developmental sequence in small groups’

Forming a Learning Team 1.

Set Expertise Roles

Set Informal Roles

• Facilitator• Tie-Breaker• Spokesperson• Schedule Keeper• Office Housework

Design NormsIf you don’t design, you make assumptions. Assumptions lead to errors.

Errors lead to fights.

Norms Exercise

• Think of a great team. Write down three things that made it great.

• Think of a dreadful team. Write down three things that made is horrid.

• Get in groups, and share.• Make rules for how you wish to work together

Performing in a Learning Team 2.

Feedback“Shorten your time through the Feedback Loop.”

teIamMindful team take care of the us

AND the I.

Two kinds of feedback

Individual Team

Fast FeedbackBut not too fast

Short Cycles

Reduce quantity of information

Reduce gap between action and evaluation

Reduce stakes

Actionable

Memorable

Iterative

Feedback Loop

Feedback Loop

When you behavior I reaction and it consequences.

What can we do about this?

Team FeedbackFeedback fast and slow

Weekly: RetrospectiveFast and frequent allows for iteration and growth

Adjourning in a Mindful Team 3.

Formal Feedback“Shorten your time through the Feedback Loop.”

Team FeedbackFeedback fast and slow

Team Check In“Quarterly seems to be a good starting point though. Every month seems too often (people get fed up with it, and the data doesn’t change fast enough to warrant it). Bi-annually seems too seldom (too much happens within that period). But, again, it varies.” – Spotify Labs

Empathy Warm-up• Sometimes I pretend• Sometimes I’m afraid• Sometimes I wonder• Sometimes I try

Carbon Five Dartboard

http://blog.carbonfive.com/2015/07/29/the-product-dartboard/

Spotify Health Check Model

https://labs.spotify.com/2014/09/16/squad-health-check-model/

Formal Team Member Feedback

Empathic Feedback Canvas

Jherin Miller

The Models

ThankYou

@cwodtke | me@cwodtke.com www.cwodtke.com

CHRISTINA WODTKE