Team Leadership and Team Management Fundamentals for Scrum Masters and Project Managers

1. Team Leadership and Team Management Fundamentals for Scrum Masters and Project Managers Brian Vanderjack, PMP, MBA, CSM, SAFeAgilist Doc345

2. Outline • Leadership: Transformational Leadership • Leadership: Borrowings from Emotional Intelligence • Managing toward good behavior

3. Introduction

4. Premise Combining the best from leadership and management will drive towards more productive relationships. That is, the fundamentals of leading and managing the teams will be shared.

5. Leader vs. Manager Defined • Leader focuses on people • Managers focus on process Clipart.com

6. More on Leader vs. Manager (Bennis) • The manager administers; the leader innovates. • The manager maintains; the leader develops. • The manager focuses on systems and structure; the leader focuses on people. • The manager relies on control; the leader inspires trust. • The manager has a short-range view; the leader has a long-range perspective. • The manager asks how and when; the leader asks what and why.

7. Leadership Based on “Transformational Leadership” Bass, B. M., Riggio, R. E. (20606) Transformational Leadership: Second edition. New York: Psychology Press.

8. “Transformational leadership is a style of leadership where a leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.” https://en.wikipedia.org/wiki/Transformational_leadership

9. 4 Main Components to Transformational Leadership • Idealized Influence • Inspirational Motivation • Intellectual Stimulation • Individualized Consideration

10. Idealized Influence: Defined • What: Role Model • How: Trusted • Characteristics: Determination Clipart.com Bass 2013 p. 6

11. Idealized Influence: How to Gain Trust of Your Team • Take the initiative • Stick to the truth • Keep promises • Provide evidence • Practical solutions • Find common ground Clipart.com Changing Minds

12. 2 Test yourself on Idealized Influence • I have a strong sense of the mission of the team • I project confidence in the team’s ability Clipart.com

13. Inspirational Motivation: Defined • What: motivate and inspire • How: Provide meaningful work Challenges team Clearly defines future state Clearly defines expectations Passionate about work Pulls people with the vision • Characteristics: displays enthusiasm and optimism ClipArt.com Bass ‘13 p. 6

14. Inspirational Motivation: Vision Based Leadership Defined Organizational Vision + Team Goals Motivation ClipArt.com

15. 2 Test Yourself: Inspirational Motivation • I link the organizational vision to the goals of the team • I share my passion with the team and Product Owner ClipArt.com

16. Intellectual Stimulation: Defined • What: Innovate and create • How: Fail Fast Encourage experimentation Question assumptions Re-frame problems New approaches Supports new ideas • Characteristics: open to new approaches ClipArt.com Bass ’13 p7

17. Intellectual Stimulation: Feedback vs. Criticism Criticism ClipArt.com http://www.psychologysalon.com/2014/09/assertiveness-skills-constructive.html

18. 2 Test Yourself: Intellectual Stimulation • I welcome new ideas with a positive outlook • I provide feedback, not criticism ClipArt.com

19. Individualized Consideration: Defined • What: Individualized attention, acting as a coach • How: Planned approach Individual distinctiveness Active listening Understand WIIFM Communication plan • Characteristics: Gets to know people and treats them with dignity and respect ClipArt.com Bass ‘13, p.7

20. Individualized Consideration: Active Listening • Paraphrase • Work on big picture • Capture important details (“let me write that down”) • Respond to feelings • Watch for non-verbal queues • Understand the Product Owner’s business ClipArt.com http://changingminds.org/techniques/listening/active_listening.htm

21. Individualized Consideration: Coaching • Trust • Plan first meeting • Understand the needed • Understand the capabilities of the person • Understand their interests • Skill transference • Monitoring and follow up • Recognize growth ClipArt.com

22. Test Yourself: Individualized Consideration • I know my client’s hot buttons • I look for opportunities to grow the individuals on my team ClipArt.com

23. Leading Using Emotional Intelligence

24. The Premise Calm Logical Performing

25. Companies WorldWide Use EI FOR… • Hiring • Promoting • Developing Goleman 2006

26. EI > IQ 515 executives/(Nadler, p. 12) + (Nadler, p. 8) IQ approx. 7% success

27. 2/3 Competency 200+ companies/(Nadler, p. 13)

28. 85% of Leadership Success (Nadler, p. 8)

29. 2 Amygdala Hijack Crisis Change Conflict Fear Uncertainty Doubt Amygdala Hijack Goleman

30. Amygdala:fight or flight Author: Looie496 Pronunciation: Amygdala(A-mig-U’-la)

31. 1 Change, Conflict and Crisis, Mentality: • Confusion • Short term/tactical • Rash decisions • Low IQ • Ignore help • Tunnel vision • Tried and true Amygdala Hijack

32. Emotional Intelligence Process • Personal Emotions • Manage Self • Understand Others’ Emotions • Guide Others Author OtgonbayarErshuu Salovey and Mayer, 1990

33. Calm Yourself • Stay positive • Take rest breaks • Get sleep • Avoid negative self talk • Program correct responses • Put things in perspective • Controlled breathing ClipArt.com https://www.theladders.com/p/18217/stress-smart-peopleBy Travis Bradberry

34. Calm Others (1of 2) • Emotional Self Awareness • Accurate Self Assessment • Self-Confidence • Empathy ClipArt.com (Nadler, p. 25)

35. Calm Others(2of 2) • Emotional Self Control • Trustworthiness • Conscientiousness • Build Bonds • Conflict Management • Communication ClipArt.com (Nadler, p. 25)

36. Calm Your Team • Social contract • Risk planning • Stick to plans • Follow thru • Listen Author: Maree Reveley

37. Have you ever been successful calming down an upset client?

38. Specific Tips for Project Managers • Listening • Milestone based status • Pro/con papers • Do what you say • Be on time • House Keeping

39. Specific Tips for Scrum Masters • Ceremonies • Servant leader • Protect Team

40. Managing The Team and Product Owner

41. Idea Sometimes Leadership is not enough.

42. Management Tip #1: Social Contract • When the team is new • Document expectations • Document required availability • Clearly call out who is doing what and when • Make it a living document

43. Management Tip #2: Product Owner Delegate (scrum) • The delegate acts in place of Product Owner • Can make decisions, including prioritization

44. Management Tip #3: Too much work for release (scrum) • If Product Owner needs the work that was pushed off to the end, let them CR the work into the next release

45. Management Tip #4: Reporting (scrum) • Product Owners who have easy access to current statuses will feel more confident in their team’s ability • Scrum Master must stay on top of this so they can respond quickly to Product Owner status requests.

46. Management Tip #5: Respect Stakeholders • Start meeting and end meetings on time • Agenda and Minutes

47. Management Tip #6: Attention to Backlog (scrum) • Make sure you story point relatively quickly so the Product Owner can use the estimate as input.

48. Management Tip #7: Throttle Down (scrum) • Reduce the amount of work you take in at the Iteration Planning Ceremony. ClipArt.com

49. Management Tip #8: Power • Referent • Expert • Legitimate • Charismatic • Reward/Punishment ClipArt.com French & Ravens

50. Summary