Slides used at the lecture titled Leadership Styles Your Team Needs, as presented at the IGDA Leadership Forum in November 2010, by Joshua Howard.
Contact Joshua Howard at joshua@bonegames.com, and visit his blog on Leadership and Management at http://thereisnothem.wordpress.com.
4. • Understanding what your team needs and what
your team wants is key to knowing what
leadership style you should using
• Develop a Leadership Strategy based on a Model
of Needs & a Model of Wants
• Not selling you these particular models
• About the power of using models
• Not training on a specific leadership strategy
• About showing you how to come up with your
own leadership strategy
Premise
We think a lot about the user experience in games, but
don’t think enough about the employee experience
6. Action Deliverable Result
The ADR Equation
All work can be broken into a Result,
which is achieved (or not) by a Deliverable,
which is the consequence of an Action.
8. ADR is fractal
Action Deliverable Result
Action Deliverable Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action Deliverable Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action
Delive
rable
Result
Action Deliverable Result
Management’s job is to scale the ADR
Equation appropriately for each given
project and team/team member
9. • Before you could do a book report you
had to learn to read
• Your Teacher taught you to read
• Your Teacher was your first manager
Needs
Parents are not Managers, because Parents offer
unconditional love. What Managers offer – pay,
rewards, etc. – is conditional, based on performance.
10. • Before we start anything we have to learn
the basics
• Then we develop those skills a little more
• Then transition to the skill of using those
skills
• We need different kinds of help along the
way
Progression of Needs
11. TEACHER
• Skill Acquisition
•Learning how to do something you have never done before
COACH
• Skill Application
•Applying the essential skills in diverse and less controlled situations
MENTOR
• Wisdom/Experience
•Council of someone who has a deep understanding gained through
iteration
PEER
• Perspective
•Council of someone enough uninvolved to see things that otherwise would
be missed
Progression of Needs Model
See Situational Leadership as more
advanced take on this core idea
12. • Step 1: Diagnosis
• Which role does your team need (for the task at hand)?
• Step 2: Filling the Need
• Provide the role, either personally, or through the
application of other resources
• Perhaps from within the team itself
• Step 3: Validating the Diagnosis
• If the team is still not making sufficient progress (on the
task at hand) then consider an alternate diagnosis
• Step 4: Re-evaluation
• Before the next step make a new diagnosis
• Don’t assume the team is in the same place, nor that they
have moved further along
Applying the Needs Model
TEACHER
COACH
MENTOR
PEER
13. • Not a value statement about how ‘good’ or ‘smart’
the team is
• Is highly dependent upon the task at hand
• Teams are often good at some things but not yet at
others
• Teams often contain their own Teachers, Coaches,
and Mentors
• Don’t assume they must be externally sourced
• Find your natural default role, and be careful not
to slide into it too often
Needs Model Notes
TEACHER
COACH
MENTOR
PEER
15. • Bartle’s Model
applies to MMO
players
• Could it also
apply to the work
place?
• Finding a useful
model for you is
the point
• While useful for
MMOs, perhaps
Bartle’s model is
not the best way
to think about the
workplace…
Model of Motivations
Acting
Interacting
Players World
Bartle’s MMO
Player Model
“likes getting stuff done”
“likes working with others”
“likes doing new things”
“likes winning most of all”
Bartle’s Employee
Model?
16. Secret to Success
Hold yourself
accountable
with everyone
Say what you
are going to do
Do It
When asked what it takes to be successful
and get promoted, this is the advice I have
offered over and over again.
17. ‘Flip Success Over’ to see Wants
Hold yourself
accountable
with everyone
Say what you
are going to do
Do It
Decide for
yourself
Pride in a job
well done
Knowing what
you do matters
Autonomy Mastery Purpose
*See D. Pink’s “Drive” for more
about these primary motivators
* **
18. • Autonomy
• Having the right to make decisions about your
own work
• Mastery
• Feeling good about being good, and getting
better at what you do
• Purpose
• Making a difference
• At work and/or in the world
Primary Motivators
Autonomy
Mastery
Purpose
19. • In general, everyone wants these
• Assumes certain conditions have already
been met
• Pay is sufficient that money is not a primary
motivator
• Essential needs already meet (safety, etc.)
• Doesn’t distinguish between different
individual motivators, but is a good
broad tool
Notes on Wants
Autonomy
Mastery
Purpose
20. Putting it All Together
Action Deliverable Result
Results should
have Purpose
Deliverables
provide
opportunity
for Mastery
The Team deciding
how to get a Result
provides opportunity
for Autonomy
Teachers tend to
operate on this end
of the equation
Coaches move
closer to the Result
Mentors provide
feedback, not dictates
Frame Results such
that the Action and
Deliverable are
Self-discoverable
Self-discoverable
being dependent on
where the team is
on the Needs model
Combining Needs & Wants leads to a ‘playbook’
– a Leadership Strategy
21. • ADR Equation gives us components to consider
• Progression of Needs illustrates how needs are
situation and team dependent
• Secret to Success ‘flipped over’ is Model of Wants
• Using models helps us create our own Leadership
Strategy
• Use these models, find or create your own, and
commit to being a better leader
Conclusion
Our industry has been using ‘models’ for sometime. One of the better known models was actually developed many years ago; Bartle’s model of MUD players has been used to talk about MMO players.
Or this model, ‘The 4 Fun Keys’, from XEO Design, describing different kinds of fun.
We use models to help us build better games – why not to help us be better leaders?
Leading software teams is not a completely brand new thing, yet our industry’s approach to management seems to be outdated. We wouldn’t use a game engine from 20 years ago and expect it to be world class; why do we use outdated management ideas? Mostly because, I believe, we don’t know any better.
By virtue of being at this conference you likely already believe in the power of good leadership or management. This talk is intended to give you tools to you develop your own leadership strategy, or to help you help others in your organizations develop their own leadership strategy.
The ADR Equation is a framework to consider how work gets done.
The ADR Equation applies at all levels, from huge world-changing things, to small tactical events.
Every big problem can be seen as an ADR, which can be broken into many sub-ADRs, each which break down further. Every complex endeavor is the result of many many little ADRs.
Before you could do a book report you had to learn to read. But even a book report is just a Deliverable, on the path to demonstrating you understood what you read (a Result). Before you could be Literate you had to Learn to Read (Action), which let you succeed with the Deliverable of Demonstrating your reading skill. Once you were literate you could finally Read the book, so you could do the Book Report…
For many of us our Teacher was our first manager. Why Teacher and not our Parents? Parents offer unconditional love, whereas what Managers offer is conditional. In exchange for getting paid Managers expect performance. This is an important distinction, and part of why family metaphors don’t describe the workplace very well.