Falar de como ela diz q nao estou a performing e o resto da empresa diz q faco um trabalho fantastico
Falar de como ela diz q nao estou a obedecer aos meus goals pessoais (pq estou a ajudar a empresa num todo)
Falar de como eu nao me foco na empresa pq abri uma comunidade fora da empresa
Falar q preciso de me focar em tudo e fazer multi tasking…
Falar de q preciso definir as prioridades mas na realidade ela nao define porra de prioridade nenhumas…

People came to me and complained about your performance… Me like a good manager tried to listen them and understand them but i needed to talk about this because my role as manager is to keep everyone to work together 😀

Why do we screw up so much?

Posted: October 21, 2015 in Uncategorized

We do stuff without knowing if we did it right or wrong… we never compare or add Acceptance Criteria to define what success is…

We never stop to do small retrospectives… Everyone does Sprint Retrospectives but even those most of the times are not well done!!!

Establish more ways to know if we succeed or not…

People do stuff without stop and analysing

People do stuff without defining ways to know if they are successeful

More PDCA’s cycle

Book and Coffee Break Study Group

Posted: September 6, 2015 in Uncategorized

Hi guys, in this post I just want to present a really simple idea how you can share knowledge within your team/organization. This activity is called “Book and Coffee Break Study Group”. How many of us read books on our free time and want to share the content of the books with other people but this actually never happened?

How about if we would have a practice in place that we would get together for a coffee break for maybe 15-30 minutes, 2-3 times per sprint where we would have the opportunity to present the most interesting ideas that we captured during our reading? This idea (Study Group) is presented in detail in the book “Fearless Change“. In our current company we have something similar called “lunch talks”, where there are voluntaries speaking about new topics every time.

Rachel Davis and Liz Sedley on their book “Agile Coaching” explain this kind of activity works well for several reasons. There is no teacher or expert present, allowing everyone to be an active participant enable participants to draw their own conclusion. Another reason pointed out is that people will learn more from reading and discussing than reading alone by themselves.

Another pointed raised by Rachel and Liz is the fact that a study group is not just a way to get more information. They refer that can provide support for people to try out the practices discussed. After a discussion about TDD people might decide to try out, this is a great way to ramp up activities that can bring a lot of innovation and improvement in the whole team/organization.

These kind of activities are awesome if supported by the company, but if your company is not yet that open do them outside of working time over a beer or something, remember at the end of the day you are doing this for you guys, it is you who will get all knowledge 🙂

Hope you like the blog post.

Cheers,
Luis

Team Inside-Outs

Posted: September 6, 2015 in Uncategorized

… short presentations to the team

A short presentation or flip-chart talk prepared by a team member for their team
Frequency: Once per 1 – 2 sprints
Durations: 30 – 60 minutes
Example: We will soon start using Hibernate for data persistence. John has experience and is willing to share

Hi guys, for some time I have been thinking about writing a series of blogs about knowledge sharing within an organization. As an Agile Coach one of my roles is to help the company with their knowledge sharing strategy. In this blog post I am just putting together several different post that I wrote before about knowledge sharing techniques, hope you enjoy.

Some of the posts are small introductions to some techniques but I still believe they fit together. This is a short post but I still believe that is useful for you guys :). A lot of people talk about Community of Practices(CoPs), in my opinion CoPs is a way to put people together discussing about a topic that interest all the participants. Below you have several ideas that you can take and use on your own CoP, take them and share the results with me.

OSU-teaching

Thank you for your time 🙂

Cheers,
Luis

Pagina 76

6 perguntas para alinhar a organizacao

My blog Moved

Posted: August 10, 2014 in Uncategorized

Dear reader,
I still receive notification emails saying that people subscribed my blog in this address therefore I am writing this blog post to let you know again that I moved away.
My new blog can be found under: lmsgoncalves.com and in order for you to receive updates please subscribe my mailing list: http://eepurl.com/JOTXL
Thank you very much 🙂

My blog moved!!!

Posted: November 29, 2013 in Uncategorized

Hi guys,

I am writing this blog just to let you know that I moved my blog.

The address is exactly the same but now I am self hosting my blog so you can find my blog here: lmsgoncalves.com

I tried to export most of my followers but to make sure that you will keep receiving my blogs please subscribe on my newsletter that you can find on the same place as my blog.

I will repeat this blog post for 2 more weeks to give time to everyone to move to my new blog, after that I will stop completely my activity here.

Thanks guys,
Luis

Hi guys, in my last post, I explained what a performance review is, and why it fails. In this post, I am going a bit further. I explain how performance reviews are incompatible with the new way of leading people.

In modern companies that embrace Agile mindset, it is expected to focus on team work, but in reality individual performance reviews focus on us as individuals not on the team itself. When we forget ourselves and focus on the team, problems such as the ones that were referred, here will arise. Another possibility is the other extreme that is referred in Abolishing Performance Appraisals refer: “Yes, work in teams, but remember, take credit for yourself, get recognised, watch your back because you are accountable for you, and that’s what goes in your file, not the team stuff”. I do not see value in any of the situations.

During the past years, several books were published about the importance of unleashing intrinsic motivation on people during their working time. Companies keep focusing on practices that reinforce the behaviour “do this and you get that”, and this is exactly what performance reviews mean. My friend Vasco Duarte says that performance reviews are a hidden whip from your boss, it transmits the idea of: “Do what I want or there is no bonus or career advancement for you”.

Another interesting characteristic of modern management is the fact that we want to respect diversities. Like Tom and Mary say: We want to manage for diversity and capitalising on the differences in people, instead with performance reviews we create an approach “one-size-fits-all”, treating everyone in the same way forcing using the same process over and over again.”

New managers understood they need to shift a focus away from inspecting people to examining and understanding processes, instead they rely on people inspection and Management by Objectives. Processes should focus on JIT (Just in Time) way of working. Performance reviews cause supervisors to stockpile and rework feedback, guidance and development triggered by calendar rather than offering help just on the right time.

Modern management already understood that a system is not the sum of its parts, it´s the sum of parts plus the interaction of all parts. So why companies care only with the parts (this is what performance review does) instead of focusing on improving the whole system.

Below there is a picture I took from the book Abolishing Performance Appraisals by Tom Coens and Mary Jenkins. This picture is a fantastic summary of why performance reviews are incompatible with new ways of management.

photo (2)

Hope you did like this post.

Please contact me if you have any questions.
Cheers,
Luis

Hi guys, last week I wrote a post that was quite polemic and got a lot of attention. I wrote about an elimination of managers in our organisations performing an usual old management style. The old management style is obsolete and we need to think about new ways to help our colleagues and employees. The previous post can be found here.

This week I want to continue this discussion and explain why we should abolish performance reviews. I have been reading several books about the topic and I wanted to leave some ideas that I collected from the book: ““Abolishing Performance Appraisals”

65675.strip

Our world is changing, our mode of working is shifting to empowerment, collaboration and teams. This means that each company will need to shift from managing people to help people managing themselves and the business. Many companies think that helping individuals to get better is the recipe for the organisation to improve as a whole but often they fail. Substantial organisation improvement can only be achieved by improving the whole as a complex system. Naturally, individual improvements efforts are beneficial and often necessary but too much emphasis is placed here.

What is “Performance Review”?
Tom Coens and Mary Jenkins define Performance Review in their book as: “The process of evaluating or judging the way in which someone is functioning”. It is even more interesting as in most cases managers do not have any contact with our daily work. So can you explain how they can actually evaluate or judge our work? If you know how to explain, please contact me, I am eager to learn 🙂 🙂

I think I am not alone thinking about this issue. A survey performed by the Society for Human Resources management found that 90% of performance review systems were not successful. So why do we hang onto a process that does not work? Because people and organisations think that no performance reviews means no feedback, no special help on career development and performance issues. They think their salary increases and their career development will be decided arbitrary without any input. Another important part is that people think they need performance reviews to tell them where they stand. They believe that an evaluative system will recognise it and reward them.

Why performance reviews fail?

The problem with performance reviews is beneath the surface in the form of underlying assumptions, i.e, the basic premises and beliefs upon which the performance reviews are built. Below you can find two tables from the same book where the authors list several assumptions and identify the problems with the same assumptions.

photo (1)photo

On the next post I will explain the clash of performance reviews with our new way of thinking in modern companies.

Hope you enjoyed this post.
Luis