Step 5: To be better every day we have to learn?…

Hello! Thank you for continuing to accompany us on this path that we have been traveling.

As in each step let’s see a little of the context of the team and what were our previous steps. In the previous step, we set our values (to see the fourth step click HERE) and, if you want to read the complete guide, click HERE

let′s get some context, after working on the factors mentioned above, the team expressed that their motivators and values were strongly represented by “continue learning” and by “sharing knowledge” and what better to do than doing the dynamics TEAM COMPETENCE MATRIX of Management 3.0 (this dynamic consists creating a matrix of competencies that the team possesses where each one puts the level of experience on the different competences)

Example of Team Competency Matrix

All this must be taken into account that we are carrying out this activity in a Covid-19 context, for which reason we carry out this activity using Miró (It should be noted that to achieve a good result it is MANDATORY to have worked on opening the members towards the team and confidence) as each one exposes their perception of their abilities.

In this case, the team was close to starting to develop a new product in the company, so we took this new product as an example to analyze what profiles they needed (for this I recommend reading about “T Profiles”) for which They defined what they needed and what their current levels were.

Example of how the team executed this activity

?

In this case, once the activity was over, something very valuable was generated, very important to the team training instances were generated among the team, talks were held on different technologies, practices, and others for which we allocated a maximum of 10 percent of the Sprint time to have these talks, these spaces where the team can share their capabilities, train themselves, improve their skills, grow as a team and, above all, also promote personal motivators.

This dynamic was carried out with a team of 14 people, (adding to the members of the stable team with intermittent members part of a consultancy), since it was not a small team, it was a challenge to be able to reach agreements and make agile dynamics. At the beginning I asked everyone to fill out their own competencies according to their criteria, when we finished, together we were reviewing the competences of each person and we were agreeing whether it was so or not democratically. This was an agreement that was made previously, it is important to do it since many times we are not aware of some things, we can evaluate ourselves with greater or less dignity, so it is important to have this validation of the colleagues with whom we work every day.

In this dynamic, at the end, we realized that we were lacking profiles for the competencies of business, UX, and it is there where we all put together an internal training plan to balance the necessary competencies by looking for balanced T profiles. And, in the case of the back-end, the decision was made to enter a new member.

The result of this activity not only generated that the members of the team feel more empowered (where each one teaches what they know) more motivated, more proactive, happy and, as a team generated many more links between them, it further promoted the concept of the unit, team cell that, no matter the product, takes it forward.

For the next step, we are going to work on the commitments, the responsibilities but well, that is in another article.

Thank you!