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Lessons LearnedDELEGATION AND EMPOWERMENT
Viktor Bezhenar, Account Delivery Manager @Levi9, Kharkiv PM Day, March 2017
WHO I AM?
• 5+ years in team leadership/management positions
• Levi niner• CSM, CSPO by Scrum Alliance• Expertise in project, process,
product management• Math Graduate KNU, 2012• Management and Leadership
PMD, MIM-Kyiv, 2015• Experience in sales, marketing,
technology• Entrepreneur by heart• Conference Speaker
DECEMBER 2015
• Started with a new projectScrum Team – 5 people
• A few more dying assignments• Desire to change status quo
FEBRUARY 2017
Team Gouda
Team Maasdam
Nu Adverteren
Click Tracker
Leyden SLA
Outstaffing
SchoolbankStartpaginaTeam 4
<=20 FTE <=40 FTE
HOW IT ENDED UP
No Managers, only Scrum
masters grown
Managers & Scrum Masters for SLA & Click
Tracker + growing SMs from the
team leads
IF I WOULD NOT START TO DELEGATE
I would rather not grow or I would burn out
HOW I WAS ABLE TO MANAGE ALL THAT?
BEING A MANAGER AS A CATALYST
IT IS ALL ABOUT PEOPLE
4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important decisions you are making
4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important decisions you are making
• Always be involved
4 CORE ACTIVITIES OF A MANAGER AS A CATALYST
Select People
• One of the most important decisions you are making
• Always be involved • Believe to your gut feeling
4 CORE ACTIVITIES OF A MANAGER CATALYST
Set Expectations
• Share the project plans and goals
4 CORE ACTIVITIES OF A MANAGER CATALYST
Set Expectations
• Share the project plans and goals• Create a transparent process and make sure
it is clear and followed
4 CORE ACTIVITIES OF A MANAGER CATALYST
Set Expectations
• Share the project plans and goals• Create a transparent process and make sure
it is clear and followed• Share your and customer’s feedback
4 CORE ACTIVITIES OF A MANAGER CATALYST
Set Expectations
• Share the project plans and goals• Create a transparent process and make sure
it is clear and followed• Share your and customer’s feedback• Tell exactly what do you expect:
• Make and keep the customer happy;• Gain the specific expertise• Being focused on maximization of
deliverables• Building the best Scrum or whatever
else
4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate, Encourage
People
• Help to set the goal
4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate, Encourage
People
• Help to set the goal• Show that you care about having this goal
done and ready to support
4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate, Encourage
People
• Help to set the goal• Show that you care about having this goal
done and ready to support• Don’t create a motivational debt by being
bossy: people must be asked to do a job
4 CORE ACTIVITIES OF A MANAGER CATALYST
Motivate, Encourage
People
• Help to set the goal• Show that you care about having this goal
done and ready to support• Don’t create a motivational debt by being
bossy: people must be asked to do a job• When people have not agreed to do
something you don’t have their commitment
4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop People
• Encourage them taking initiative
4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop People
• Encourage them taking initiative• Involve in decision making
4 CORE ACTIVITIES OF A MANAGER CATALYST
Develop People
• Encourage them taking initiative• Involve in decision making• Be active on performance reviews• Give the feedback correctly
4 CORE ACTIVITIES OF A MANAGER CATALYST
Select People Set Expectations
Motivate and Encourage
People
Develop People
GARDEN AND GARDENER METAPHORE
YOU HAVE TO START IT UP
LIVING SYSTEMS GROW FAST IN THE BEGINNING AND REACH A LEVEL OF MATURITY
Mature systems don’t need to be looked after as often as the young systems.They are experienced enough to fix most of their own problems
• Occasionally show up on the meetings
• Run some retros• Have regular one on ones with the
Scrum Masters and key people• Support if anything unexpected,
irregular happening• Be present on the performance
reviews of your people
THEN YOU NEED TO CHECK UP
OTHERWISE
Your garden may grow in another direction
MANY LIVING TEAMS HAVE A CERTAIN LIFE EXPECTANCY
When living systems get old, more and more time and energy are needed to sustain them. So it is
completely fine to replace old by new.
HOW TO MAKE DELEGATION OF LEADERSHIP POSSIBLE?
The primary focus of any manager should be to energize people, to make sure that they actually want to do all that stuff
THE BEST MANAGERS ARE WIZARDS
They help heroes overcoming tough challenges, but they never do the work for them
BE THE EXAMPLE AS A PROFESSIONAL
SHOW THE ATTITUDE
WITHOUT THAT YOUR STEP UP WILL BE AN OCCASION BUT NOT A MERIT
2 FEARS OF DELEGATION
FEAR 1: LOSS OF CONTROL
It is no single
person who has a
complete picture of everything
happening..
BY GIVING AUTHORITY TO THE TEAM YOU DELEGATE THE WORST: MICROMANAGEMENT
YOU CREATE A “MICROMANAGEMENT BY THE TEAM”
FEAR 2: LOSS OF AUTHORITY AND POWER
GIVING POWER TO YOUR PEOPLE DOES NOT DIMINISH YOUR OWN STATUS.
IT IS MORE LIKELY TO INCREASE IT.
SO ONCE AGAIN: HOW I WAS ABLE TO SUCCESSFULLY MANAGE ALL THAT??
DECIDE WHAT TO DELEGATE
DECIDE WHEN TO DELEGATE
DECIDE WHOM TO DELEGATE
DECIDE HOW TO DELEGATE
APPLY AUTHORITY MATURITY MODEL
EXAMPLE FROM THE TMS ACCOUNT
• Be a manager as a catalyst – interact with your people within 4 core activities
LESSONS LEARNED
• Be a manager as a catalyst – interact with your people within 4 core activities
• Attitude, interest, energy and professionalism – you will not go far without that
LESSONS LEARNED
• Be a manager as a catalyst – interact with your people within 4 core activities
• Attitude, interest, energy and professionalism – you will not go far without that
• Understand the living systems cycle – be there till it is not mature, then make a check ups
LESSONS LEARNED
• Be a manager as a catalyst – interact with your people within 4 core activities
• Attitude, interest, energy and professionalism – you will not go far without that
• Understand the living systems cycle – be there till it is not mature, then make a check ups
• Giving power to the people = increasing your own power
LESSONS LEARNED
• Be a manager as a catalyst – interact with your people within 4 core activities
• Attitude, interest, energy and professionalism – you will not go far without that
• Understand the living systems cycle – be there till it is not mature, then make a check ups
• Giving power to the people = increasing your own power• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?
LESSONS LEARNED
• Be a manager as a catalyst – interact with your people within 4 core activities
• Attitude, interest, energy and professionalism – you will not go far without that
• Understand the living systems cycle – be there till it is not mature, then make a check ups
• Giving power to the people = increasing your own power• A main questions to answer before you delegate: WHAT?
WHEN? WHOM? HOW?• Maturity & Authority model to monitor success
LESSONS LEARNED
