Herding cats: lessons from 15 years of managing engineers at Microsoft - Kevin Pilch

Summary

This insightful leadership talk covers key strategies for managing teams effectively. The speaker emphasizes the importance of understanding individual preferences, as seen in the contrasting approaches of two team members. Key topics include holding people accountable through commitment devices, promoting desired behaviors by visibly measuring values, and applying decision-making frameworks to improve organizational processes. The speaker also highlights the importance of 'disagree and commit'—supporting decisions even when not in agreement for the greater success of the team and project. The talk offers practical advice for empowering teams and fostering a culture of trust and accountability.

Takeaways

• 😀 The key to effective leadership is adapting to individual preferences: Autonomy for some, certainty for others.
• 😀 Accountability is crucial—set clear expectations, follow up, and keep organized to be someone others can rely on.
• 😀 A powerful accountability trick is letting others set deadlines for themselves, increasing their commitment to meeting them.
• 😀 You can influence team behavior by measuring and displaying what you value, like tracking build statuses publicly.
• 😀 Organizational decision-making often fails when decisions are escalated to people who lack the expertise to make them.
• 😀 The OAR (Owner, Approver, Reviewer) decision-making model helps clarify who makes decisions, who approves them, and who needs to be informed.
• 😀 Trust your team to make decisions when the stakes are low and make processes less bureaucratic when possible.
• 😀 The 'disagree and commit' approach allows you to support team decisions even if you don’t fully agree, fostering collaboration.
• 😀 People are more likely to meet deadlines if they set them for themselves, which taps into the psychology of commitment.
• 😀 Instead of focusing on metrics that punish mistakes, emphasize metrics that align with your team's values and progress.
• 😀 When a decision feels wrong, evaluate if it truly goes against your values, and if not, commit to executing it for the greater good.

Q & A

What was the key lesson from the anecdote about Ravi and Cyrus?

The key lesson from the anecdote about Ravi and Cyrus is that different individuals have different preferences and work styles. Ravi preferred structure and clarity, while Cyrus valued autonomy and the ability to choose tasks. Understanding and accommodating these preferences can improve team productivity and satisfaction.

Why does the speaker suggest asking team members to set their own deadlines?

The speaker suggests asking team members to set their own deadlines because it acts as a 'commitment device.' When people set their own deadlines, they are more likely to meet them due to the personal accountability and integrity they feel towards their own commitment.

How did the speaker improve accountability within their team?

The speaker improved accountability by using a follow-up system where they asked team members to set a date for follow-up themselves. This makes the person feel responsible for meeting their own deadline and increases the likelihood of them completing the task.

What is the significance of the TFS dashboard in the speaker's team?

The TFS dashboard was used to display the build status and dependencies publicly in the team's workspace. By showcasing these metrics on a TV screen, the speaker emphasized the importance of maintaining a green build, which led to the team taking more ownership of the build's success.

What does the OAR decision-making framework stand for, and how does it help in decision-making?

The OAR framework stands for Owner, Approver, Reviewer, and Participant. It helps clarify the roles involved in a decision-making process. The Owner makes the decision, the Approver has the final say, the Reviewer is interested in the outcome, and the Participant provides expertise. This separation of roles ensures more efficient and accountable decision-making.

How does the speaker address the issue of overly complicated decision-making processes in organizations?

The speaker addresses overly complicated decision-making by suggesting organizations avoid unnecessary bureaucracy for low-stakes decisions. For decisions that are easily reversible or have minimal consequences, it's better to trust the team to make decisions and have a simple process for making corrections if needed.

What does the speaker mean by 'disagree and commit'?

'Disagree and commit' means that even if a team member disagrees with a decision, they choose to support it and work towards making it successful. This approach focuses on supporting the team and the overall goal, even when the chosen path isn't the one they would have preferred.

What example does the speaker provide to demonstrate the 'disagree and commit' concept?

The speaker provides an example from a decision-making meeting regarding the Roslin project. Despite having a heated disagreement with a colleague, Anders, the speaker decided to commit to the chosen path, focusing on contributing to the success of the project, which ultimately led to a rewarding experience over the following years.

What does the speaker suggest is the main flaw in organizational decision-making?

The speaker suggests that a main flaw in organizational decision-making is that decisions often get escalated to individuals who are least equipped to make them. This happens when decisions are passed up the chain of command until the person with the least relevant knowledge has to make the final call.

How can leaders use 'nudges' in managing teams effectively?

Leaders can use nudges by displaying metrics or reinforcing behaviors they want to see more of. For example, publicly tracking a team's progress or performance can encourage team members to align their behavior with the values or priorities that the leader emphasizes.