Post on 14-Sep-2014
description
The Purpose of Leadership
Jurgen Appelo
jurgen@noop.nl
version 3
(and Governance)
Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
Goal
What are the responsibilities of a team leader with self-organizing teams?
First... some background
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. . Rochester: University of Rochester Press, 2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
10 Intrinsic Desires Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
“Drive” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Agenda
Life
Protection
Purpose
Goals
Conclusion
The Game of Life (John Conway)
http://www.bitstorm.org/gameoflife/
The Game of Life
1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
simple rules, great results
1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
But does that mean...
1. 3 neighbors = new life
2. 2 or 3 neighbors = stay alive
3. 0 or 1 or > 3 neighbors = death
management = simple rules, great results?
No.
The actual rules => complicated code
The Game of Life
The constraints => a grid, 1 player
The Game of Life
Another example
Settlers of Catan
It took minutes to define the constraints
It took years to create and tune the rules
(Klaus Teuber)
http://www.wired.com/gaming/gamingreviews/magazine/17-04/mf_settlers
complex
non-adaptive system
we adapt the rules
complex adaptive system
the system adapts itself we adapt the rules
complex
non-adaptive system
A manager / team leader is not a game designer
Don’t create rules
Define constraints (playing field, players)
Let the system create its own rules
“Self-organization requires that the system is surrounded by a containing boundary. This condition defines the "self" that will be developed during the self-organizing process.”
http://amauta-international.com/iaf99/Thread1/conway.html
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
Example: my former business unit
Select product features sell
Select team members consult
Evaluate performance join
Set layout of team work area delegate
Example: my party
Date, time, and theme tell
No smoking tell
Food and drinks join
Music selection confirm
1st responsibility of a team leader
Develop the self-organizing system
with constraints, not rules
Agenda
Life
Protection
Purpose
Goals
Conclusion
Protect people
against bad team formation
Protect people
Protect good teams
against non-team players
Protect people
Protect shared resources
Energy ?
Protect shared resources
Budgets Energy
Protect shared resources
Budgets Energy
Environment ?
Protect shared resources
Budgets
Office space
Energy
Environment
Protect shared resources
Budgets
Office space
Energy
Environment
Food ?
Protect shared resources
Budgets
Office space
System admins
Energy
Environment
Food
The 4 I’s
Institutions create trust to accept common rules
Coping with the Tragedy of the Commons
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
The 4 I’s
Institutions create trust to accept common rules
Coping with the Tragedy of the Commons
Information increase understanding of situation
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
The 4 I’s
Institutions create trust to accept common rules
Coping with the Tragedy of the Commons
Information increase understanding of situation
Identity increase social belonging across teams
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
The 4 I’s
Institutions create trust to accept common rules
Coping with the Tragedy of the Commons
Information increase understanding of situation
Identity increase social belonging across teams
Incentives address the need to improve oneself
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
2nd responsibility of a team leader
Protect the self-organizing system
by caring for people
and shared resources
Agenda
Life
Protection
Purpose
Goals
Conclusion
“We humans are obsessed with purpose. […] The question of purpose, which doesn’t necessarily have to have an answer, is one that leaps to the front of the human mind, whether it is appropriate or not.” - Richard Dawkins
http://richarddawkins.net/articles/3956
What is the purpose of my car?
Extrinsic purpose => make me a happy driver
(also called teleology)
This purpose is assigned by the “caretaker”
What is the purpose of a blob fish?
Intrinsic purpose => survive and reproduce
(also called teleonomy)
This purpose is actually just a “trend”
What is the purpose of my kids?
Intrinsic purpose => survive and reproduce
What is the purpose of my kids?
Intrinsic purpose => survive and reproduce
Extrinsic purpose => make me a happy father
What is the purpose of my kids?
Intrinsic purpose => survive and reproduce
Extrinsic purpose => make me a happy father
Emergent purpose => wear pink clothes
say “no” to everything
What is the purpose of a team?
?
What is the purpose of a team?
Deliver business value?
What is the purpose of a team?
Have a great job?
What is the purpose of a team?
Earn a good living?
What is the purpose of a team?
Do as little as possible?
What is the purpose of a team?
Work for shareholder value?
What is the purpose of a team?
Deliver on time, within budget?
What is the purpose of a team?
Sustain the economy and environment?
3 kinds of purpose for a team
Intrinsic purpose of a team
Produce software
a “trend” among teams
Extrinsic purpose of a team
Make money (example)
assigned by caretaker
Emergent purpose of a team
Be a winning team (example)
chosen by the team
3rd responsibility of a team leader
Direct the self-organizing system
by caring for the whole
Agenda
Life
Protection
Purpose
Goals
Conclusion
We all care about our purpose
Therefore we set goals
Let’s ignore the (subtle) differences for now…
goal
vision mission
objective
intent
target
aim
Keep it simple
Commander’s intent
A goal in just a few lines of text
Goal checklist
specific and understandable
simple and concise
manageable and measurable
memorable and reproducible
attainable and realistic
ambitious and stimulating
actionable and assignable
agreed-upon and committable
relevant and useful
time-bound and time-specific
tangible and real
excitable and igniting
inspiring and visionary
value-based and fundamental
revisitable and assessable
OK, maybe that’s a bit too much guidance…
Bad example 1
We are committed to providing outstanding customer experience, to being a great place to work, a thoughtful steward of the environment and a caring citizen in the communities where we live and work. We are passionate about sustainably connecting people and places and improving the quality of life around the world.
Bad example 2
As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality.
Good example 1
Our mission is to organize the world’s information and make it universally accessible and useful.
Good example 2
We help people save money so they can live better.
Do not allow individual stakeholder goals to replace extrinsic and emergent goals
Goals are not meant to...
Intimidate people if they cannot achieve them
Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
Goals are not meant to...
Intimidate people if they cannot achieve them
Impress shareholders or others on the sideline
Confuse short-term wins with long-term losses
Overload people with too many objectives
“Management by Objectives”
Everything starts with the purpose of a business. Peter F. Drucker
“ELIMINATE Management by Objectives”
Eliminate numerical goals, quotas and bonuses. W. Edwards Deming
“ELIMINATE Management by Objectives”
Eliminate numerical goals, quotas and bonuses.
W. Edwards Deming
?
“Management by Objectives”
Everything starts with the purpose of a business. Peter F. Drucker
Purpose is important
but should not be pushed with incentives
Thus...
http://www.amazon.com/gp/product/1594488843?ie=UTF8&tag=noopnl-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1594488843
Remember to communicate your goals
Agile Goals
1. Serve a higher purpose, not the leader’s own agenda
2. Context-dependent criteria, not only SMART
3. Not connected to incentives, no extrinsic motivation
4. Communicated and updated frequently
Compromise on extrinsic and emergent goals
Agenda
Life
Protection
Purpose
Goals
Conclusion
develop the team set constraints, not rules
protect people, and shared resources
direct the team with extrinsic goals
3 responsibilities for a team leader
Emergent purpose of a team
the end
Q & A
@jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl
http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl.