Lean Teams are Learning Teams
Given at Lean Startup 2017. Using Lean to Create High-Velocity Teams (Until 2:00pm) Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done? Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team. What is the Lean Team? -Hypothesizes about how we do our work, not just what work we’ll do. -Holds no ao assumptions about the best way to get things done. -Is constantly iterating. -Commits to peer-to-peer accountability and coaching. -Embraces diversity in experience and culture. -Engages in formal reflection to increase learning velocity. The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company. #enterprise #startup #leanteams
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Lean Teams are Learning Teams
- 1. Using Lean to Create High-Velocity Teams Christina Wodtke Author of Radical Focus and Pencil Me In Lecturer at Stanford University
- 2. Enso: A single hand in a single stroke, made many times until it is what it needs to be. Brush mediation. It symbolizes perfection and imperfection, oneness, unity.
- 4. Nest: Many straight twigs still make a circle. How can this be? Can a team also learn unity, oneness?
- 6. What do we know about teams and teamwork?
- 12. “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
- 13. ASSUMPTIONS!
- 14. What is a team? 1. Common PURPOSE 2. Performance GOALS 3. Complimentary SKILLS 4. Mutual ACCOUNTABILITY The Wisdom of Teams Jon R. Katzenbach and Douglas K. Smith
- 15. Set Objectives and Key Results 1. Common Purpose 2. Performance Goals
- 16. OKRs O: Qualitative goal (common purpose) KR: Success criteria (performance goals)
- 17. 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
- 20. Objective: Establish clear value to distributers as a quality tea provider KR: Reorders at 85% 5/10 KR: 20% of reorders self-serve 5/10 KR: 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 Health Yellow P1 P1 P1 Green Close deal with TLM Foods Team struggling with direction change # solid sales canidates in for interview Passive reorder notifications New self serve flow for distributors Metrics for distributors on tea sales Hire Customer service head New Order flow Weekly OKR Check-ins
- 21. Learning Team Or Lean Team Improves over time
- 22. Bruce Tuckman ‘Developmental sequence in small groups’
- 28. Set Informal Roles • Facilitator • Tie-Breaker • Spokesperson • Schedule Keeper • Office Housework
- 29. Design Norms If you don’t design, you make assumptions. Assumptions lead to errors. Errors lead to fights.
- 30. 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
- 33. Feedback “Shorten your time through the Feedback Loop.”
- 34. teIam Mindful team take care of the us AND the I.
- 35. Two kinds of feedback Individual Team
- 37. Fast Feedback But not too fast
- 38. Short Cycles Reduce quantity of information Reduce gap between action and evaluation Reduce stakes Actionable Memorable Iterative
- 39. Feedback Loop
- 40. Feedback Loop
- 42. When you behavior I reaction and it consequences. What can we do about this?
- 43. Team Feedback Feedback fast and slow
- 45. Weekly: Retrospective Fast and frequent allows for iteration and growth
- 48. Formal Feedback “Shorten your time through the Feedback Loop.”
- 50. Team Feedback Feedback fast and slow
- 51. 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
- 52. Empathy Warm-up • Sometimes I pretend • Sometimes I’m afraid • Sometimes I wonder • Sometimes I try
- 58. Jherin Miller
- 60. The Models