Trust through Transparency - LAST Conf 2018
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Build trust through transparency using information radiators.
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Trust through Transparency - LAST Conf 2018
- 1. Trust through transparency Using information radiators to improve transparency Mark Barber
- 3. Mark Barber, Agile Coach with ADAPTOVATE • 20+ years software product delivery experience • Now, coaching in enterprise and business contexts (such as HR and finance) • Twitter @mark_barbs
- 6. Some key questions to address today… • Why is trust important? • How does transparency help build trust? • What are key information radiators to promote transparency? • How do information radiators scale?
- 8. 8 A cycle of mistrust
- 9. According to Australian research, less than half of Australian employees trust their colleagues. You have better odds of a successful coin toss than finding trust in Australian organisations 9 Source: Aon Hewitt 2015
- 10. And only 1 in 7 trust their management teams!
- 12. I have conducted multiple health checks across more than 20 teams in different organisations over the last 5 years. The results consistently reveal opportunities for improvement across: • Autonomy • Purpose • Support Lack of trust is an observable problem 12
- 13. 13 According to research commissioned by SEEK ”Secrecy” is in the TOP 3 reasons for the lack of trust
- 14. A cycle of mistrust 14 1. Limited sharing 2. Unmet needs 3. Escalating pressure 4.Fear and blame dominate
- 15. An example 15 1.Lack of information from team on progress 2.Management cannot answer questions on progress from stakeholders 3.Management frequently asks for updates from team 4.Team interprets this as “micro- management” and disengages
- 16. Another example 16 1.Lack of information from management on strategic goals 2.Teams cannot link work to company strategy 3.Lack of alignment increases disengagement in teams 4.Management interprets as lack of accountability and loses trust in teams
- 17. 17 But why is trust important?
- 18. If autonomous teams are the building blocks of agile organisations then trust is the mortar
- 19. The top 3 characteristics required for high performing teams, according to Google’s “Project Aristotle”, are built on trust. COPYRIGHT GOOGLE RE:WORK 19
- 20. Trust enables autonomy and alignment 20 COPY RIGHT HENRIK KNIBERG
- 21. Trust helps us to move forward faster 21 • Reducing the need for low level governance • Increasing speed of decision making • Reducing the need for stage gates
- 23. Transparency and trust are directly proportional 23
- 24. Breaking the cycle of mistrust 24 1.Limited sharing 2.Unmet needs 3.Escalating pressure 4.Fear and blame dominate
- 25. Breaking the cycle of mistrust 25 1.Limited sharing 2.Unmet needs 3.Escalating pressure 4.Fear and blame dominate
- 26. Breaking the cycle of mistrust 26 1.Limited sharing 2. Unmet needs 3.Escalating pressure 4.Fear and blame dominate Our leverage point
- 27. A new cycle 27 1.Increase sharing 2.Needs increasingly being met 3.Positive feedback loops reinforces transparency 4.Trust builds
- 28. Subheading Body copy • Bullets • Bullets - Secondary bullet - Secondary bullet 28 An effective practice for increasing transparency is the use of information radiators to share information
- 29. Information radiators should be… • Simple, easy to interpret Effective information radiators allow people to understand the current situation at a glance 29
- 30. Information radiators should be… • Simple, easy to interpret • Accessible Effective information radiators allow people to understand the current situation at a glance 30
- 31. Information radiators should be… • Simple, easy to interpret • Accessible • Visual and visible Effective information radiators allow people to understand the current situation at a glance 31
- 32. Information radiators should be… • Simple, easy to interpret • Accessible • Visual and visible • Actionable where appropriate Effective information radiators allow people to understand the current situation at a glance 32
- 33. Information radiators should be… • Simple, easy to interpret • Accessible • Visual and visible • Actionable where appropriate • Current Effective information radiators allow people to understand the current situation at a glance 33
- 34. The minimum information that product development teams should radiate: • Value (success) metrics Best information radiators for teams 34
- 35. Your success metrics are dependent on the work and context, but a good place to start is with “PIRATE METRICS”: • AARRR • Acquisition, Activation, Retention, Revenue, Referral Visualise and radiate your current answer to this question: • “How is the work we are doing adding value to our customers and therefore the organisation?” • Use dials and charts to represent targets and current values Success metrics should directly link to our customers and the value we are providing to the organisation 35
- 36. The minimum information that product development teams should radiate: • Value (success) metrics • (Contextual) progress Best information radiators for teams 36
- 37. Communicate progress to goals at a glance 37
- 38. Communicate progress to goals at a glance 38
- 39. The minimum information that product development teams should radiate: • Value (success) metrics • Contextual progress • Risks Best information radiators for teams 39
- 40. The minimum information that product development teams should radiate: • Value (success) metrics • Contextual progress • Risks • Team health Best information radiators for teams 40
- 41. Radiating team health shows the organisation you are focusing on the right areas 41
- 42. The minimum information that product development teams should radiate: • Value (success) metrics • Contextual progress • Risks • Team health • Continuous improvement initiatives Best information radiators for teams 42
- 43. Sharing information is not just for teams. Managers and leaders must also do it.
- 44. The minimum information that management and leadership teams should radiate: • Strategic objectives • Progress to objectives Best information radiators for managers 44
- 45. Objectives and roadmaps will show your people where the organisation is heading and why 45 Key Results Objective Improve Employee Engagement Average weekly engagement score of 4.8 Hackathon in Q2 Flexible working policy socialised Sarah
- 46. The minimum information that management and leadership teams should radiate: • Strategic objectives • Progress to objectives • Roadmaps and prioritisation Best information radiators for managers 46
- 47. Roadmaps give people confidence Copyright Jason Yip 47 • Start somewhere, start small • What’s coming, and why • Transparent prioritisation • Enable coordination
- 48. The minimum information that management and leadership teams should radiate: • Strategic objectives • Progress to objectives • Roadmaps and prioritisation • Continuous improvement initiatives Best information radiators for managers 48
- 49. 49 Model the continuous improvement behaviour that you want to see in your teams
- 50. Information can scale to bring clarity to the bigger picture where needed
- 51. Information can scale to bring clarity to the bigger picture where needed 51 Move toward… • Consistency Move away from… • Standardisation
- 52. Information can scale to bring clarity to the bigger picture where needed 52 Move toward… • Consistency • Summarising Move away from… • Standardisation • Collating
- 53. Information can scale to bring clarity to the bigger picture where needed 53 Move toward… • Consistency • Summarising • Trends Move away from… • Standardisation • Collating • Raw data
- 54. Information can scale to bring clarity to the bigger picture where needed 54 Move toward… • Consistency • Summarising • Trends • Visual cues Move away from… • Standardisation • Collating • Raw data • Deciphering text
- 55. Information can scale to bring clarity to the bigger picture where needed 55 Move toward… • Consistency • Summarising • Trends • Visual cues • Empathy Move away from… • Standardisation • Collating • Raw data • Deciphering text • Apathy
- 56. Information can scale to bring clarity to the bigger picture where needed 56 Move toward… • Consistency • Summarising • Trends • Visual cues • Empathy • Self-serving (pull) Move away from… • Standardisation • Collating • Raw data • Deciphering text • Apathy • Serving (push)
- 57. Thank you!
- 58. 58 ADAPTOVATE is hiring! We are looking for agile coaches and consultants to join our team. If you are interested in hearing more about us please come and chat or reach out via email careers@adaptovate.com
Editor's Notes
- Side note about this being my 4th LAST and to encourage people to speak – they may think they don’t have the ability, I thought my first talk was terrible, but 3 years later I met someone who attended and he said it changed the way their team worked for the better. That’s amazing!
- Be constructive and specific QR codes around the room
- What exactly do we mean by trust? In our context, trust can be viewed as the ability to confidently rely on others. To believe in the truth of others. An optimistic expectation on behaviour. Mistrust then is the unwillingness or inability to rely on others. Side Note, while researching for this talk, I pondered “can’t trust” versus “don’t trust” and the implications of either one. As a coach, these are important cues to watch out for
- But trust isn’t free, and in many cases, isn’t the default state of relationships within organisations or in general.
- Take a minute to reflect on your own experience. Does it get worse in larger organisations? When there’s more or less hierarchy? Is it industry-agnostic? Does anybody want to share? Maybe you disagree with this, or your experience doesn’t reflect this?
- Ask 7 managers in the room to stand up. Make a note, we only trust one of these people! Which one is it?
- Framed from the context of trust: Autonomy -> we are not trusting our teams to do a good job Purpose -> we don’t trust our leaders’ direction, or they aren’t giving us enough context Support -> we don’t trust our leaders will support us when we need it
- So what does this look like?
- Trust can be violated in many ways, but I want to focus on this notion of secrecy – and that is trust violated due to a lack of information. This is a very common situation that I have observed.
- In a PWC innovation survey – companies with higher levels of trust amongst employees also tend to foster a culture that supports innovation.
- What does this mean? Trust allows us to work together in small, autonomous teams without the need to manage each other It makes us stronger and helps to build a greater whole Like mortar, trust relies on different components coming together -> transparency, respect, ownership & responsibility
- Safety – relying on each other to not react negatively to feedback and ideas Dependability – the very definition of trust Structure & Clarity – trust that we are working on the right goals
- Trust is represented in many forms in this image: teams trust management that the problem is the right one to solve management trust teams that they are collaborating and talking to one another Trust between teams that we are solving the same problem in a way that supports one another Tie back to the bricks and mortar metaphor
- There are multiple opportunities for coaching and improvement in this cycle. Most of them are long term –
- we can coach people to clearly state their needs and lead others in the right direction, we can coach people to navigate conflict and tension when needs go unmet.
- But there is a change we can make immediately that will have positive impact and work toward breaking the cycle in the short term. Break that secrecy. Start sharing information.
- Long history of information radiators in lean and agile. Consider -> Kanban and scrum boards A3 reports Visual and aural cues in lean manufacturing plants Kent Beck and Martin Fowler talk about “Big Visible Charts” in Extreme Programming. Alastair Cockburn coins the term “information radiator” in 2001. In many industries, information radiators are extremely common (traffic control, weather monitoring, emergency response)
- Signs of complicatedness – a legend describing many different things, unnecessary technical knowledge needed to interpret (eg mathematical)
- Accessible – radiators should be big, readable, in a location that makes it easy to find and view, be mindful colour combinations for colour blindness
- Visual and visible – contributes to simplicity and accessibility, use more pictures than words, charts over numbers, meaningful colour coding. Visible – people should be able to find it without asking. Web pages, for example, are not information radiators unless they are always displayed on large, accessible monitors
- Actionable – make it clear where, when and how people can help
- Current – out of date information is often worse than no information at all. But along with currency, changing information motivates people to come and see
- Success metrics really should be all we need. But it takes time and maturity to get there.
- Explain what “contextual progress” means – It isn’t enough to say “we have completed 10 stories”. Instead, radiate progress in context – 10 out of how many? What dials are those 10 moving? How close to a next or full release are those 10?
- For non-product centric teams, progress can often be synonymous with flow
- Why risks? For management, knowing that teams are managing risks is really important. It provides confidence when looking forward. I’m your manager, If I can’t see your risks, my only options are to bother you repeatedly, or to assume you aren’t managing them at all.
- Team health is important to provide context for impacts to progress and success. If issues within the team are causing things to slow down, measuring and visualizing is a way to share that and get help. It also shows that it’s ok to be imperfect since we all are.
- Why continuous improvement – knowledge sharing. As an organization, we grow and uplift one another by sharing knowledge and experiences. If you are experimenting with a new practice or tool, as a member of another team, I’d love to know about that. By also visualizing CI, it tells everyone that it’s not only normal to need to improve, but IMPERATIVE that we do so, and we are free to experiment.
- Is this common? Does your management team do retros and share the outcomes? Do they radiate their progress to goals?
- Objectives -> give tangible purpose to the work people are doing. Where are we going as an organization? Progress to objectives -> brings authenticity to your leadership and makes strategy more than just words on a page.
- Be transparent about your key results. It shows people you are focused on the right things and increases trust.
- Roadmaps -> informs teams to make empowered decision making easier. Knowing what’s coming up gives us confidence.
- CI – we model the behavior we want our people to exhibit. Transparent CI helps build a safe culture.
- Consistency over standardization – don’t enforce practices (like story points) but aim for consistent types of information, eg delivery confidence
- Summarising over collating – focus on granularity – can we radiate holistic progress to bigger goals where applicable, as opposed to that progress having to be interpreted from multiple teams. Another example are OKRs – have traffic lights at the very top, all the way down, so it doesn’t have to be calculated. ”Just the main facts” – from Lilla
- Raw metric data across multiple parts of the organization doesn’t tell us much One teams story point is another team’s story One teams happiness indicator of 5.5 is another team’s 9. Trends tell us patterns and make it easy to spot where we should focus
- Visual cues over text – ease and simplicity
- Empathy over apathy – be mindful of people’s needs. Ask them what they would like to see. Help each other to understand. Don’t make assumptions.
- Pull over push – It shouldn’t need to be published or sent. Information should always be there so that when I want it, I can have it.