Trust, Ownership and Motivation

Contents• Trust, Ownership & Motivation

• How does it feet to be Trusted?• What Trust Looks Like• What must you do to be Trusted?

• Fostering Trust• With Peers• Upwards

• Your Management• Other Leaders

• Outwards• Other Teams

Tools To Use

Tools to Use ( * )

Collaboration Brainstorm

Business Value Model

Market Differentiation Model

Considerations

Billboard

Decision Filters

Uncertainty Complexity Model

Macro Leadership Tool

Questions to Guide

Let the team figure out how

Red Flags

Step Up / Step Back

Can b

e sh

ared

with

Clas

s if

desire

d.

•In

cluded

as p

erso

nal re

fere

nce.

Table

can a

ppear a

s pro

mpt i

n

works

hop a

ctivi

ties.

See

late

r.

What do you need from your leaders that would make your team more productive?

Exercise

IBMers Want To Be TrustedWhat do you want from your leaders so that you and your

team can be more effective?

Trust 68

Vision & Strategy 34

Clarity 22

Good Communication 19

Risk Taking 17

Support 16

Focus 15

Collaboration 14

Feedback 13Can b

e sh

ared

with

Clas

s if

desire

d

How Does

It Feel to Be

Trusted? Exercise

My Leader

Trusts

My

Judgement

I am Valued

I am

Accountable

I can take action without fear / checking

The Manager’s View• The team won't let me down

• The team understands what we need

• The teamwill do the right thing

• The team will tell me if they need help

The Team’s View

• Weunderstand the vision and the need

• We

are jointly committed to meeting our goals

• We stand or fall together

• We

have Ownership

Visibly

Act

In the Business Interest

Share

the Leader’s

Vision

Alwaysmeet your

Commitments

Act with

Honesty and

Integrity

Enthusiasm

Visible Commitment

Ownership

Trust / Ownership Model

Failure

No-one Cares

Failure

No-one Cares

Energy

Team TrustedLeader Freed

Energy

Team TrustedLeader Freed

Conflict

Team DemotivatedEffort Wasted

Conflict

Team DemotivatedEffort Wasted

Command & Control

Team Does as InstructedLeader is Bottleneck

Command & Control

Team Does as InstructedLeader is Bottleneck

Lead

er’s

Con

trol

Team OwnershipLow

High

High

Oct/09 21Agile & Lean Software Development

Control / Ownership Model

Micro - Management

Micro - Management

Lower Productivity

Lower Productivity

Maximum Delivery

Maximum Delivery

Abdication and Failure

Abdication and Failure

Lead

er’s

Tru

st

Team OwnershipLow

High

High

Oct/09 22Agile & Lean Software Development

How do we

get here?

The

Leader

sets the

Tone

Command & Control(Micromanagement)

Collaborative Leadership(Keep the Vision)

Ow

ners

hip

+ Tr

ust

Ow

ners

hip

+ Tr

ust

Leaders Assumptions• Team is less committed than

me• I know what needs to be done• They can’t be trusted

Leaders Actions• Tell them what to do• Ask for detailed status• Check everything• Make all key decisions• Punish failure visibly• Become a bottleneck

Team Response• Don’t need to understand the

business.• I’ll do what I’m told• If it fails it’s not my fault• Don’t take risks• Keep quiet about my problems• Blame others

Leaders Assumptions• Team is committed to deliver• They know what needs to be done• They can understand the importance

of this• They can be trusted

Leaders Actions• Sell the vision and urgency• Give ownership• Enable the team• Help the team focus• Time for Strategic Thinking

Team Response• We take ownership• We are accountable• We will optimize what we do• We stand or fall together• We will deliver

I do what I’m told!We do what’s needed to reach the goal!

O

wne

rshi

p

Ow

nership

Stat

us

I do what I’m told!

Valu

e

O/H

Status O/H

Status

Valu

e

Decisions

Dec

isio

ns

Command & Control(Micromanagement)

Collaborative Leadership(Keep the Vision)

We do what’s needed to reach the goal!

Leader’s Behavior is the Key

• Leader's Expectations Trigger

Ownership Positions

• Leader's Behaviors create Bottlenecks or Empowerment

Building Ownership - Leader's Role

• Get the Right People • Clearly Explain the Vision• Make them Coffee

(help them when needed)• Trust First

Summary

• Leader’s Behaviour Sets the Style• Command & Control Bottleneck• Collaborative Leader Gives Ownership

• Ownership Delivers• Increased Motivation• Increased Productivity• Increased Business Value