Nourish Your Team

Team Garden
(clockwise from top left) Peony, grape, rose, hydrangea

A healthy team is like a vigorous garden: it thrives in good conditions, and it can weather adverse conditions. Nourish your team regularly. Here are a few ideas that will help keep your team healthy.

Warmth

Your human team is hard wired to respond positively to warm communications. Research supports the idea that treating each other like people is what really matters: it leads to better employee engagement. Practice listening, caring, helping, smiling, eye contact and general friendliness, and encourage all these in your team. Think of the sun that warms the ground and invites seeds to sprout.

Light

Encourage individuals on your team to shed light on the contributions each of them makes. Retrospectives are a great time for this recognition, and there are many resources that can help you get started. Here’s one based on 360-degree feedback. It really can be as simple as asking each person to write one highlight of the past Sprint on a card, based on another team member’s contribution, and putting all the cards up on the wall for discussion.

Compost

Yes, I went there. The flip side of shedding light on the successes of the team is shedding light on the problems. Most people don’t want to go there, but you need to do it. In Scrum, introspection is a regular part of the team’s routine. With practice, the team becomes better at opening up and problem solving together. Think of the rose that thrives when a good compost is mixed in with the soil. All the decaying organic matter feeds the new growth.

Attention

The idea is to tend your team as you would tend a garden. Plants and people thrive when provided good conditions for growth. Check in regularly. Remove weeds. Water as needed. Be aware of individual traits.

What Can The World’s Smartest Lake Teach Us About Building Smart Teams?

Scott K. Johnson wrote this excellent article at Ars Technica about some impressive work being done in mapping and modeling environmental data at Lake George. What’s fascinating to me, is seeing people working together so well, on a huge multi-year project that has a potential for great impact. Some things I see as contributing to this project’s success:

Cross Functional Teams

The  “Jefferson Project” is an interdisciplinary partnership between IBM, the Rensselaer Polytechnic Institute, and FUND for Lake George. Each partner brings different skills to the project, and they are collaborating together. Collaboration is a basic model for a successful team. Instead of separate teams of specialists working on their own sub-projects, the groups work with one another on slices of the same project.

Organized Around A Single Goal

The FUND for Lake George states its single driving goal as Stopping the present decline of water quality and achieving sustained protection of Lake George for the next generation. They go even further than that. They want to set the standard for restoration efforts anywhere in the world. I imagine that everyone working on this project is on board with this goal. The people at IBM are probably most interested in pushing the limits of big data. At the same time, they must understand that this work isn’t about the data, but about the data in the service of protecting the lake. On any successful team, each contributor is more valuable when they understand how their contribution provides value to the larger goal.

Information Radiators

Each sensor helps scientists study the impact of stressors on the lake in real time. For a Scrum team, radiating information in real time is also vital. Everyone should be able to see the team’s progress in the moment, without having to wait until the next progress meeting.

Always-Changing Environment / Marketplace

Nothing is static. The Lake George team is moving beyond real-time data. They’re creating sensors that will adjust the sampling size when unusual events are detected. This is just the type of thing that your project team can do. Every meeting is an opportunity to inspect the work in progress. Every Sprint is an opportunity to take a step back and see the big picture. Things will always be changing. Keep in mind the Agile Manifesto value of “responding to change over following a plan”. When you notice big changes on the horizon, it’s time to increase your observations, so that your short term plans can be informed, and you will be ready to modify your course if needed.