Look on the bright side

Since I wrote the post on appreciations I have had something tumbling around in my head, couldn't figure it out until I had a coaching session with a Product Owner the other day. We talked about the problems he saw in their organization and I pointed out to him that they had a lot of great things going for them and maybe it would be a good idea to use those to get even better.

So what I just realized is that if it is more efficient to give feedback about good stuff then bad stuff, maybe the same works for organisational problems? What if we, as consultants, tried to find the things that really work at our clients instead of focusing on what's really not working. If we could point out the good stuff and strengthen them instead of trying to get rid of the negative stuff I think we could generate a positive momentum and maybe even make change easier - now all I have to do is to figure out how to do just that.

Showing Appreciation

Having attended a six day PSL workshop I have come to understand and appreciate the power of appreciation. When it comes to feedback I have had some problems in the past to balance the ratio between feedback about things to change and things to keep, I find it easier to give feedback about things I think needs change since they seem to be the things that stand out.
During this week of intense training in Problem Solving Leadership we have had a lot of rounds of appreciations. An appreciation is a simple meaning along the lines of: , I appreciate you for . I found it to be a great way of discovering that I did things I didn't think much of that people appreciated and of course the other way around. Not only does it feel good to be appreciated but it also strengthen the bonds between people, expecially if you combine it with touch in some (non intimidating) way. I even found that if I gave appreciations to people I didn't really like it was more difficult to dislike them.

The more difficult the goal, the greater the achievement - goal-set motivation

First of all, let’s establish our goal. We want to get out more bang for the buck in our development process. Since we believe in an empowered, self organized team which takes responsibility for their actions and work we need method to promote this behaviour. It turns out that using goals to steer and focus is just that method!

In this post we will look at some of the more important aspects of goal-set motivation and why it should appeal to you as a leader.

1. The more difficult the goal, the greater the achievement

This means that situation that the team, or individual for that sake, is commited and posses the ability to achieve the goal, the performance of that team or individual will increase. If not, the performance will instead drop at high goal levels.

2. The more specific the goal, the more precisely performance in regulated

This might sound desirable at first but give it another go. In reality this means that if you focus too much on details you run a very high risk of dampen or kill creativity. This is one reason we preach the usage of negotiable user stories in Scrum instead of function based planning.

3. Goals that are both specific and difficult lead to the highest performance

People do not actually do their best when trying to do their best because, as  a vague goal, it is compatible with many different outcomes, including those lower than one's best. Therefore, goals need to be both specific and difficult to maximize performance. All in accordance with statement one and two above.

4. Commitment to goals is most critical when goals are specific and difficult

Obvious perhaps but I’ll spell it out anyway. Easy and vague goals do not require much dedication and are therefore easy to commit to.

5. (This one is important) High commitment to goals is attained when:

a) the team is convinced that the goal is important

b) the team is convincend that the goal is attainable

6. Participation by subordinates yields higher commitment

For example, participation from the team leads to higher commitment. But the goals might not be set as high as of they where set by their superiors.

7. In general goals stimulate planning and leads to higher quality

Therefore we should strive for using goals in planning and in measurements. And goal setting is in fact most effective when there is feedback showing progress in relation to the goal. The goals help to orient us and affect performance by affecting the direction of action, the effort exerted and the persistence over time.

8. When people strive for goals on complex tasks they are least effective in discovering suitable strategies if:

a) they have no prior domain knowledge or no relevant training (obvious right?)

b) there is high pressure to perform well (a team where failure is not allowed)

c) there is high time pressure to perform well immediately (an already late project)

Here, feedback is very effective in motivating higher performance. But remember, feedback alone is just information. You must relate it to the goals.

9. Finally, high goals might actually lead to less performance satisfaction than easy goals

This has to do with the fact that goals server as standards of self-satisfaction and harder goals demands higher accomplishment in order to attain self-satisfaction than easy goals.

So why should you this leadership technique of self-set goals? Well, because:

• It can help you to provide and communicate an inspiring vision

• Let you act as a role model when aiming for a more self organizing organization

• You can expect outstanding performance if you make it work

• It promotes those who embrace the vision and dismiss those who reject it

• It is a very efficient way of delegating responsibility and ownership

• You express genuine confidence in your employees and peers

• You can actually ask for commitment in public and who knows, you might finally get it as well!

Holy Grail of Measurement

Have you sworn allegiance to the secret management quest?

One measurement to rule them all, one measurement to find them, one measurement to bring them all and in the darkness bind them. 

Should you find yourself trudging through hell and high water in search of that illusive metric then I strongly advise you to rest your wary eyes on What Do We Measure and Why? 

In her superbly crafted writing, Margaret Wheatley warns us that the act of measurement does not instil upon a team the virtues that most managers seek - commitment, focus, teamwork, learning and quality.

[...] these behaviors are never produced by measurement. They are performance capabilities that emerge as people feel connected to their work and to each other. They are capacities that emerge as colleagues develop a shared sense of what they hope to create together, and as they operate in an environment where everyone feels welcome to contribute to that shared hope. Each of these qualities and behaviors-commitment, focus, teamwork, learning, quality--is a choice that people make. Depending on how connected they feel to the organization or team, they choose to pay attention, to take responsibility, to innovate, to learn and share their learnings. People can't be punished or paid into these behaviors. Either they are contributed or withheld by individuals as they choose whether and how they will work with us.

Duly chastised and mocked for our unquestioning belief in measurement as the route to these capabilities she then unveils measurement in it's rightful place.

But measurement is critical. It can provide something that is essential to sustenance and growth: feedback.

Margaret goes on to conclude the article by drawing distinction between measurement and feedback and offering the reader guidelines for designing better measures that fulfil their objective of providing feedback.