Awesomeness demystified
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Everybody knows that teams of engaged people can accomplish amazing things, but how to capture that feeling of "awesomeness," and how to know what to do when it's not there? Satisfaction surveys, agile retrospectives, happiness metrics -- all are designed to get at this. What if there were a way to combine the best of all these approaches into one simple technique? What if you could get the qualitative and the quantitative information you need to help your teams be more awesome? Awesomeness is that technique. Check out the slides for the details and go to www.awesomeness.team for tools to help your team become more awesome.
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Awesomeness demystified
- 2. Engaged Employees are enthusiastic about their work create better customer experiences influence other employees provide feedback and ideas get more $%^& done at higher quality
- 3. “Happier people are about 12% more productive” University of Warwick, 2014 http://www2.warwick.ac.uk/fac/soc/economics/staff/eproto/workingpapers/happinessproductivity.pdf
- 4. But How?
- 5. Employee Satisfaction Surveys 1-2x per year anonymous ratings and comments 1-way communication
- 6. Agile Retrospectives 3 Qs at the end of each sprint – what went well during the sprint? – what went wrong during the sprint? – what should we do differently? focus on process often just a b*&%$ session
- 7. The Real Reasons Teams stop doing retros because they don’t seem effective Process often is not the real culprit
- 9. What if? Agile Retros + eNPS + Happiness Process + Morale Qualitative + Quantitative Dialog + Just Anonymous enough
- 11. 3 Stages problem discovery solution brainstorming decision making
- 12. 1/3 Problem Discovery 1. How awesome is it being at the company? 2. How awesome is it being on this team? 3. This sprint, how awesome was the work you did?
- 19. Context
- 20. Context
- 23. Teams Activity How awesome is it being part of ANE? • 1-5 rating + comments on 1 card (3m) • Record average score • Discuss and choose 1-3 key problems (15m) • Brainstorm ideas to address problems (15m) • Dot vote to nominate one (5m)
- 24. Whole Group Activity • Each team: – announces their score – presents their chosen idea (2m each) • Bruce records • Dot voting • Assign owners?
- 25. Awesomeness combine the measurability of surveys with the open dialog of an agile retrospective get to the heart of issues every few weeks figure out what to do about it measure progress
- 26. Bruce McCarthy Founder & CEO UpUp Labs @d8a_driven www.awesomeness.team
Hinweis der Redaktion
- Talk about my background Q. Who’s been on a really awesome team before? What was it like? (take 2-3 examples)
- Studies show morale is key
- As a leader, it’s your job to increase your team’s morale and effectiveness, but it’s hard to know what to do or even where to start
- Often the real reasons for lack of high velocity, quality, and morale do not come out of just talking about process Example of team member that was let go the day before
- I started looking into the work done at Crisp.se and scrum inc on measures of morale or what they call “team happiness.” Some teams have started measuring what they call team happiness or team satisfaction on a regular basis. They might use a visualization like emojis. Some even do this daily. I think they are on to something, but in talking with a lot of teams I work with they all thought happiness seemed squishy and maybe not related enough to work. They kept saying how they were trying to create an awesome team or company and they wanted to measure progress.
- Working with a lot of teams at a lot of companies I’ve developed a hybrid process combines the benefits of both agile retros and morale tools like employee satisfaction surveys
- Ask 3 very different questions
- We started using stickies for simultaneous voting so people did not influence each other
- Then we discussed what the reasons were for the numbers people gave Going around the room This brought out what was positive and negative, just like the questions in a regular retro But it brought out the issues at these 3 discrete levels so we could unpack them and examine things at each level Notice these +s on some of the items This is where other people said these issues were affecting them, too After going all the way around the room, I circle the items with the most pluses that are affecting our awesomeness the most I usually switch marker colors then and we brainstorm possible solutions
- And we agree on a short list of things to try, and assign owners
- Blur crew names
- Blur crew names and detailed responses
- DI screenshot from GDocs Other screenshot from GDocs Screenshots from Pinpoint
- Management can see trends and get early warning of issues as well as feedback on events One company went through a lot of thrashing on their roadmap and you could see the awesomeness scores going down week by week as comments about lack of a roadmap kept piling up. This lit a fire under management to get the roadmap out more quickly.