Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n
Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n
Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
<\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
They key is\nthat the SM has to adapt an approach that is specifically tailored for the team\nmember and that helps bring out the best in her. A technique Skill Attitude\nMatrix comes in handy for this. In this technique one must map each of the team\nmembers on two axes of Skill and Attitude. <\/p>\n\n\n\n Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
As a coach\nyou may have been approached with a similar situation by the SMs or sometimes\nby the team member.<\/p>\n\n\n\n They key is\nthat the SM has to adapt an approach that is specifically tailored for the team\nmember and that helps bring out the best in her. A technique Skill Attitude\nMatrix comes in handy for this. In this technique one must map each of the team\nmembers on two axes of Skill and Attitude. <\/p>\n\n\n\n Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Meena was restrained, as a few days back her asking an open-ended question, on the outlook for a challenging task, elicited an irritated response from Akash. This came thru loud and clear even in the in the on-line daily scrum; Akash was one of the senior-most in the team. This had dampened her enthusiasm a bit and she decided to tread cautiously.<\/p>\n\n\n\n As a coach\nyou may have been approached with a similar situation by the SMs or sometimes\nby the team member.<\/p>\n\n\n\n They key is\nthat the SM has to adapt an approach that is specifically tailored for the team\nmember and that helps bring out the best in her. A technique Skill Attitude\nMatrix comes in handy for this. In this technique one must map each of the team\nmembers on two axes of Skill and Attitude. <\/p>\n\n\n\n Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Satheesh, a new team member provided his update and said though facing a challenge with a library, he expected to resolve and complete the task soon. The update on the next day was along the similar lines with more confidence. The third day he said that he is not able to resolve. Meena was caught by surprise, on looking into it, she found that Satheesh was stuck all along. Now with hindsight, she felt that she should have taken a different approach. <\/p>\n\n\n\n Meena was restrained, as a few days back her asking an open-ended question, on the outlook for a challenging task, elicited an irritated response from Akash. This came thru loud and clear even in the in the on-line daily scrum; Akash was one of the senior-most in the team. This had dampened her enthusiasm a bit and she decided to tread cautiously.<\/p>\n\n\n\n As a coach\nyou may have been approached with a similar situation by the SMs or sometimes\nby the team member.<\/p>\n\n\n\n They key is\nthat the SM has to adapt an approach that is specifically tailored for the team\nmember and that helps bring out the best in her. A technique Skill Attitude\nMatrix comes in handy for this. In this technique one must map each of the team\nmembers on two axes of Skill and Attitude. <\/p>\n\n\n\n Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n Here is an in-depth look at this topic: Agile performance management | McKinsey<\/a> <\/p>\n","post_title":"CHOW #277: How will my manager review my performance in an Agile team?","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-277-how-will-my-manager-review-my-performance-in-an-agile-team","to_ping":"","pinged":"","post_modified":"2024-01-29 14:30:37","post_modified_gmt":"2024-01-29 14:30:37","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19485","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"1","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Here is a scenario from SM Meena, who has taken up the role a few weeks back. <\/p>\n\n\n\n Satheesh, a new team member provided his update and said though facing a challenge with a library, he expected to resolve and complete the task soon. The update on the next day was along the similar lines with more confidence. The third day he said that he is not able to resolve. Meena was caught by surprise, on looking into it, she found that Satheesh was stuck all along. Now with hindsight, she felt that she should have taken a different approach. <\/p>\n\n\n\n Meena was restrained, as a few days back her asking an open-ended question, on the outlook for a challenging task, elicited an irritated response from Akash. This came thru loud and clear even in the in the on-line daily scrum; Akash was one of the senior-most in the team. This had dampened her enthusiasm a bit and she decided to tread cautiously.<\/p>\n\n\n\n As a coach\nyou may have been approached with a similar situation by the SMs or sometimes\nby the team member.<\/p>\n\n\n\n They key is\nthat the SM has to adapt an approach that is specifically tailored for the team\nmember and that helps bring out the best in her. A technique Skill Attitude\nMatrix comes in handy for this. In this technique one must map each of the team\nmembers on two axes of Skill and Attitude. <\/p>\n\n\n\n Skill being\nthe competency of the person for performing the task at hand. This is acquired\nby learning and practice and honed over a period of time.<\/p>\n\n\n\n Attitude can be seen as the motivation and perseverance the person has for accomplishing the task. This will depend on her skill, interest, engagement and may be impacted by the personal situation. <\/p>\n\n\n\n The mapping is subjective and based on what the SM knows about the person, which may be limited or even biased. Even if subjective, the technique would bring in that focus on the part of the SM towards individual team member needs. That itself, in my experience, can be quite impactful<\/p>\n\n\n <\/p>\n <\/p>\n <\/p>\n The SM can adopt a directive approach for people with low skills and attitude, this could be a person new to the team, work or organization.<\/p>\n<\/li>\n For persons who have good skills and lacking in attitude, the SM needs to ascertain the cause for the same. He could address that himself or take help of the person\u2019s manager. Most of the times acknowledging and appreciating the team members impact on the team and aligning her to the goal would work.<\/p>\n<\/li>\n For persons who have great attitude and lack on skills, providing the required training, guidance and making available a go to person for required help will work. Often one can associate an experienced team member as a mentor.<\/p>\n<\/li>\n The last category you do not have to do much, empower them to go about their work. SM could see that they remain in the same quadrant by ensuring that they are engaged and challenged.<\/p>\n<\/li>\n<\/ul>\n SM has to bear in mind that he is not the manager and take help \/ consult the manager of the person as required. SM should focus on ensuring the team member performs and leave the developmental aspect to the manager.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n This is an interesting approach and there are a few variations of this. It doesn\u2019t matter what you follow as long as you are focused on the outcome of providing the required help to the team member to deliver as part of the team.<\/p>\n <\/p>\n <\/p>\n The Situational Leadership is attributed to Ken Blanchard and Paul Hershey, which was introduced in their book.<\/p>\n <\/p>\n <\/p>\n It has been refined and has evolved over the years. There is a Situational Leadership model attributed to Daniel Goleman<\/p>\n <\/p>\n <\/p>\n Please see more here<\/a><\/p>\n <\/p>\n <\/p>\n Another approach termed Skill-Will Matrix and attributed to Max Landsberg and his book The Tao of Coaching<\/a>.<\/p>\n <\/p>\n <\/p>\n Would love to hear your views and experiences on the same. Do give a shot at answering the Challenge of the week (CHOW)<\/a><\/p>\n <\/p>","post_title":"An apt approach for the Scrum Master","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"an-apt-approach-for-the-scrum-master","to_ping":"","pinged":"https:\/\/pm-powerconsulting.com\/blog\/which-came-first-overmanaging-leaders-or-needy-associates\/\nhttps:\/\/pm-powerconsulting.com\/blog\/chow-277-how-will-my-manager-review-my-performance-in-an-agile-team\/","post_modified":"2024-09-29 20:46:00","post_modified_gmt":"2024-09-29 15:16:00","post_content_filtered":"","post_parent":0,"guid":"https:\/\/pm-powerconsulting.com\/?p=19478","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":19485,"post_author":"26","post_date":"2021-12-20 00:07:28","post_date_gmt":"2021-12-19 18:37:28","post_content":"\n You are the\nAgile coach in an organization that has embarked in its journey to adopt Agile.\nYou have completed the initial assessment, done tailored training sessions for\nthe teams and started coaching the leaders and teams. <\/p>\n\n\n\n The Scrum\nteams are formed by drawing members from various domains to make it cross\nfunctional and a Scrum Master is identified. This is a major change from teams\nthat were previously led by functional managers who were monitoring the day-to-day\nwork if team members in their function (such as Testing\/QA). <\/p>\n\n\n\n One of the\nteam members Arpit Basu is concerned about how performance management will work\nin the new arrangement. He is from the testing functional group and feels that\nhis functional manager, who will do his performance review, will not have a\ndetailed insight on how he is performing due to limited exposure compared with\nthe past.<\/p>\n\n\n\n What can be\ndone to resolve Arpit\u2019s concern?<\/p>\n\n\n\n Performance\nmanagement is always a favorite subject of debate \u2013 especially among software\npeople! More so when the organization is pursuing the Agile journey when\ntraditional performance management systems need a ground-up re-thinking.<\/p>\n\n\n\n I am\nsharing the approach in a similar situation as Arpit\u2019s. <\/p>\n\n\n\n Firstly,\nencourage frequent 1-1 between the team member and their manager, at least once\na month to go over the performance. Provide inputs and feedback more often so\nthat the team member can make changes where needed. Of course, this is\nsomething that can be done normally too. This will help in quick redressal of\nany concerns or disagreements.<\/p>\n\n\n\n Second, a\ntouch point with concerned stakeholders, it was a collateral benefit. A regular\nmeet of the Scrum Master with the Product Owner and the functional managers was\nput in place to iron out any delivery issues and impediments. This meeting was\nleveraged for getting inputs from multiple sources. This coupled with frequent\n1-1s helped the functional manager and the team member stay in sync with each\nother at a detailed level.<\/p>\n\n\n\n Lastly, the\nleadership team was proactive and the performance goals were enhanced to\ninclude team members contributions towards the team, other team members etc.\nThis too helped in sending a clear message on what is valued and the importance\nof overall team performance rather than just individual brilliance in Agile\nadoption.<\/p>\n\n\n\n Fortunately,\nthe above was in place when the Arpit raised the concern, so the response to\nhim was:<\/p>\n\n\n\n Would like to hear your suggested solution for the CHOW.<\/p>\n\n\n\n
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