IM Training Cohort Week 3

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IM Training Cohort Week 3 by Mind Map: IM Training Cohort Week 3

1. showcase example questions you could answer (but not limited to)

1.1. what did I experiment with in the last weeks and what did I learn?

1.2. If you had a team focused Genie giving you 3 wishes, what would you wish for?

1.3. what do I plan to achieve in the next 6 months (from IM perspective)?

2. Theme: Leadership

2.1. questions

2.1.1. How to encourage servant leadership in your own leaders (Delivery Managers, EM’s etc)?

2.1.1.1. Short answer:

2.1.1.1.1. you can't

2.1.1.1.2. with your feet

2.1.1.2. Long answer:

2.1.1.2.1. setting boundaries, establishing trust and being very careful with choosing your coaching opportunities...

2.1.2. pointers on how to influence my team to being a self-organising squad

2.1.2.1. see answer below

2.1.3. How do u influence a team or self -organise a team, that believes scrum, agile is not needed as they are not working on projects.

2.1.3.1. Its just random BAU requests, sometimes compliance and regulatory stuff that comes in.

2.1.4. Self organising squads – how much time you need to give yourself to take the team on a journey to be self – organised?

2.1.4.1. What do u do – if it doesn’t happen?

2.2. quotes

2.2.1. "If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea." - Antoine de Saint-Exupery

2.2.2. "when the best leader leads, the people say we did it ourselves". - Lao Tzu

2.2.3. "A man convinced against his will, is of the same opinion still."- Benjamin Franklin

2.3. objective

2.3.1. move people from "I have to" mode to "I want to"

2.4. servant leadership

2.4.1. in contrast to

2.4.1.1. command and control https://www.mindmeister.com/913596858

2.4.1.2. not many people/leaders have bad intentions, but given a particular environment they can exhibit certain characteristics

2.4.2. qualities

2.4.2.1. self-reflects

2.4.2.2. values diverse opinions

2.4.2.3. cultivates a culture of trust, respect and acts with humility

2.4.2.4. puts others first, encourages and helps people beyond just work issues

2.4.2.5. listens intently and observes closely

2.4.2.6. thinks long-term and demonstrates persistence

2.4.2.7. holds themselves and others accountable for their commitments

2.4.2.8. sells instead of tells

2.4.2.9. develops others as servant leaders

2.4.2.10. Reference

2.4.2.10.1. What is Servant Leadership? - Greenleaf Center for Servant Leadership

2.4.3. mindset check

2.4.3.1. http://confluence.int.corp.sun/confluence/display/ALP/Theory+X+and+Theory+Y

2.5. influence

2.5.1. motivated individuals: what are some prerequisites

2.5.1.1. Dan Pink

2.5.1.1.1. Autonomy

2.5.1.1.2. Purpose

2.5.1.1.3. Mastery

2.5.1.1.4. video:

2.5.1.2. Demotivators

2.5.1.2.1. ...

2.5.1.2.2. this is where you as the IM can help

2.5.2. bits and bobs

2.5.2.1. Different levers

2.5.2.1.1. Six Matrix

2.5.2.2. Left and right hand

2.5.2.3. Small changes

2.5.2.3.1. Familiarity

2.5.2.3.2. Part of iteration

2.5.2.3.3. Habit

2.5.2.4. Respect, trust

2.5.2.5. Motivate the need

2.6. self-organising teams

2.6.1. Advantages

2.6.1.1. Autonomy

2.6.1.2. Shared Ownership

2.6.2. Disadvantages

2.6.2.1. No one takes responsibility

2.6.3. Defined

2.6.3.1. distributed control, i.e. reduced centralised control

2.6.3.2. continuous adaptation to a changing environment

2.6.3.3. emergent structure from local interaction

2.6.3.4. feedback, both positive and negative

2.6.3.4.1. equal voice

2.6.3.5. resilience due to the system’s ability to repair and adjust

2.6.3.5.1. less SPOKs

2.6.4. resources

2.6.4.1. http://confluence.int.corp.sun/confluence/display/ALP/Self-Organising+Teams

2.6.5. tips for encouraging your team to become more self-organising

2.6.5.1. Ask for help and advice

2.6.5.1.1. Encourage collaboration and stepping up by saying “I don’t know, what do you think?” even when you know the answer

2.6.5.2. Create safety and show caring

2.6.5.3. Delegate responsibility and decision-making to get buy-in

2.6.5.3.1. The 7 Levels of Delegation – Jurgen Appelo – Medium

2.6.5.4. Practice patience

2.6.5.4.1. e.g., count to 3 secs when you become uncomfortable with the silence in the room

2.6.5.5. Be explicit about exactly what you are looking for in peoples contributions in order to avoid confusion

2.6.5.6. Break the mode where all conversations are instigated by you

2.6.5.6.1. e.g. rather go around the room or get people to pass the baton, etc

2.6.5.7. People enjoy working with others who make them feel good about themselves, so keep praising people who show the right behaviours

2.6.5.8. Remember: People do things for their reasons, not your or my reasons, so look to understand where they are coming from, i.e., understand how each member ticks (their patterns): what motivates each one and unmotivates them; this will allow you to know what people might contribute to which subjects

2.7. others

2.7.1. Ideal team player desirable attributes

2.7.1.1. Humble

2.7.1.1.1. Defined

2.7.1.2. Hungry

2.7.1.2.1. Defined

2.7.1.3. People smarts

2.7.1.3.1. Defined

2.7.2. Five dysfunctions of a team

2.7.2.1. #1: ABSENCE OF TRUST

2.7.2.1.1. The fear of being vulnerable with team members prevents the building of trust within the team.

2.7.2.2. #2: FEAR OF CONFLICT

2.7.2.2.1. The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.

2.7.2.3. #3: LACK OF COMMITMENT

2.7.2.3.1. The lack of clarity and/or the fear of being wrong prevents team members from making decisions in a timely and definitive way.

2.7.2.4. #4: AVOIDANCE OF ACCOUNTABILITY

2.7.2.4.1. The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors.

2.7.2.5. #5: INATTENTION TO RESULTS

2.7.2.5.1. The desire for individual credit erodes the focus on collective success.

2.7.2.6. The book

2.7.2.6.1. The Five Dysfunctions of a Team: A Leadership Fable

2.7.3. High performing teams

2.7.3.1. According to Google (data-driven analysis)

2.7.3.1.1. #1 indicator of a successful team wasn’t tenure, seniority or salary levels, but psychological safety

2.7.3.1.2. 5 keys to success

2.7.3.2. opinion

2.7.3.2.1. clear, meaningful mission and value proposition

2.7.3.2.2. are in mode: 'I want to' rather than 'I have to' mode

2.7.3.2.3. dependability between members

2.7.3.2.4. safe to experiment and fail (psychological safety)

2.7.3.2.5. maximises diversity of thought

2.7.3.2.6. low performers are naturally exposed and called to account/ejecte

3. Admin

3.1. recurring timeslot

3.1.1. Next week Thurs 10-11:30am

3.1.2. last 4 weeks (from 3 Oct) Tues 9:30-11:30am (Bris time)

3.1.2.1. choose favourite 90 mins

3.1.2.1.1. 1 vote for 9:30-11am

3.2. repetition

3.2.1. there is nothing happening on week of 25th Sept

3.2.2. please add yourself as a watcher to this page (only half of you have...)

3.2.2.1. http://confluence.int.corp.sun/confluence/display/ALP/Training+Notes