Principles and values for Agile Performance Management

To really understand what TeamSense is all about, a good place to start is with its three core values and the principles that flow from them. Not only are these principles deeply embedded, they serve to inform how the tool can be applied in different situations.

1. Respect

Fundamentally, respect is treating people as you would like to be treated. People generally like to be treated fairly and equally. They like to be consulted and have the opportunity to express their point of view. With TeamSense, ratings and feedback flow in all directions within the team. No one person is responsible for giving feedback or team performance. Everyone is.

As TeamSense is the team's tool, establishing how to use it is best done through team discussion and agreement. The team determine the competencies that are of value to them, the cadence at which feedback will be exchanged and the conversations that will happen during and at the end of each feedback cycle. This is more respectful than dictating how the tool will be used. It also enables the team members to reciprocate respect by agreeing to be bound by the team's agreements.

The principle of ownership gives team members full control over their ratings and feedback. Nobody can access this data unless the individual explicitly shares it with them. This prevents the situation where people's performance feedback is being accessed without their knowledge for purposes other than personal and professional development.

2. Individual Development

Whether we see personal development and growth as a purpose in itself, there is no doubt that a deeper understanding of our behaviours can be of great personal benefit. Professional development enables us to have successful careers, and though this is no guarantee of happiness, it can certainly make life a lot easier. Taking a moment to recognise that we are all on a journey helps us to see our current state of being in context and to move forwards.

Meaningful feedback is essential for our development and growth. But to be meaningful, it needs to be accurate and from the heart. The closer feedback can be given to the observation that prompted it, the better the learning will be for the recipient. Sometimes however, for meaningful feedback to be given at all, it may have to be anonymous. Similarly, the recipient may only be open to receiving feedback that is given in confidence.

Receiving feedback is one thing, but really learning from it is another. The best aid to this is to discuss it in an informal setting with someone we trust. How this happens forms part of the team agreements mentioned previously and will vary depending on the constraints imposed by an organisation's culture. Options might include one-to-ones with a Line Manager or some other trusted individual. In more progressive organisations this could be an HR person external to the team. They would act as the team's feedback moderator, supporting team members in understanding and realising the recommendations they receive. If necessary they can also serve to mediate between team members in conflict.

3. Team Performance

Wanting people to have the opportunity to develop and grow isn't just a noble goal. It is an important factor in enhancing the performance of the team. Appropriately anonymised charts make the team's competencies visible in a way that is about the competencies, not the individuals. It raises awareness and provides a way into team discussion about how they can improve.

Conclusion

Unlike traditional approaches to Performance Management, TeamSense is founded on respectful and team centric values and principles. These values are aligned with those of Agile and Lean, making TeamSense a good fit for Agile teams.