Human Side of Lean - Creating a Functional Team Culture
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The document discusses lessons learned from creating a functional team culture at Scripps Networks. It emphasizes the importance of having shared goals and recognizing the value of teams. It also stresses approaching work with curiosity and ambition, as well as customers and colleagues, with empathy. Finally, it provides tips for how to be awesome, including getting together in person, creating a team agreement, emphasizing empathy, and continually improving.
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Human Side of Lean - Creating a Functional Team Culture
- 1. The Human Side of Lean Lessons Learned from Creating a Functional Team Culture at Scripps Networks Freyja Balmer - @bettyrocker Michael Greene - @greeneysays #HumanSideofLean
- 2. Context is critical, and it is everyone’s responsibility to insist on it.
- 4. Privilege actual productivity and value creation over the output of “busy work.”
- 7. Recognize the value of teams.
- 8. Ship things that are not perfect, and in some cases, craptacular.
- 9. Approach your work with curiosity and ambition.
- 10. Approach your customers, and one another with Empathy.
- 11. In order to generate value, you need to take ownership of your team culture.
- 12. How to Be Awesome • Get together in person • Make sure you have a shared vision and shared goals • Create a Team Agreement • Talk about your prioritization frameworks – what will you focus on and why • Look at data and figure out what data you’re missing • Test things. If you don’t have A/B testing capabilities, run a variation for a week against a control. Interview people, even coworkers. Run surveys. • Empathize with your users, customers, and each other. Empathy is contagious. • Learn from your mistakes, and celebrate that. • Keep improving. • Be excellent to each other.
Notes de l'éditeur
- [FREYJA] Hi, we’re two people who like to build digital stuff. I’m Freyja Balmer, my current flavor is “product” [MICHAEL] AND I’M MICHAEL GREENE, AND MINE IS TECHNOLOGY. TODAY WE ARE GOING TO SHARE KEY INSIGHTS INTO HOW WE EVOLVED BOTH OURSELVES AND OUR TEAM
- [MICHAEL] WITH THIS TEAM MEETING, WE STARTED INVESTING IN THE VAST POTENTIAL INTELLIGENCE WE HAD AS A GROUP. THEN WE LEVERAGED THAT INTELLEGENCE TO CREATE THINGS PEOPLE ACTUALLY CARED ABOUT. THIS STARTED TO GIVE THE TEAM THE COMFORT IN ASKING WHY. AND THIS WAS AN AWESOME FORUM FOR THAT. WE HAVE A SAYING WE ADOPTED FROM CORY FOY… IF YOU CALL ME A RESOURCE, I CALL YOU OVERHEAD. RESOURCES FULFILL REQUIREMENTS. PEOPLE BUILD PRODUCTS THAT OTHER PEOPLE WANT TO USE.
- [
- If you’re in a leadership role, make sure the vision and the goals are clear, and that your team has the context they need. If you’re “managing up,” make sure you have a solid understanding of the goals. The less culture you have, the more process you think you need. Recognizing and celebrating the collective intelligence of your team and working to align on context and goals will enhance your ability to deliver work that is of real value.
- [MICHAEL]