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Durante os dias 3 e 4 de dezembro ocorre a Lean Startup Conference em São Francisco, Califórnia. 

Teremos streaming ocorrendo em alguns locais aqui no Brasil! Durante o dia 3 de dezembro lá no TecnoPuc teremos a transmissão ocorrendo! 

Faça sua inscrição! 

Ano passado fizemos a transmissão da SLLConf direto da FGV em Porto Alegre. Você pode ter ideia da qualidade das apresentções vendo os vídeos do evento do ano passado. 

Aproveito para deixar alguns posts relacionados a startups, para você curtir. 

Se você quer ver um texto sobre isto em português, fica a dica do post no blog Atitude Organizational sobre o assunto.

In my experience, I believe we can’t measure agile teams looking at individuals at first. 

I see people in sales teams being measured by that. And I think that’s ok. I’ve done a blog post about the subject but it’s in portuguese.

I will translate partially here, but in summary I will tell you that I believe in two things: 

1. Metrics should be team metrics, not individual metrics. The team will make sure to balance that inside the team. 
2. The team should be responsible to define metrics together with the organization. Remember that quote: “Tell me how you will measure me… I will tell you how I will behave”. 

If you are looking for an individual metric, I would suggest to measure how much knowledge a person bring to the team. So it’s not about how much one can get things done, but how much can a person help the team to get things done. Is the individual looking for improvement? Is the individual engaging the team to work on improvements? Is the individual creating knowledge in order to improve? Is quality a team focus? What about customer satisfaction? Is that reflecting on the organization revenue? Are we, as a team, delivering in a good rhythm? 

So… here’s part of the post: 

The process of defining goals to individuals working inside a software development teams is just a way to destroy teams and create heroes. 

We should always work so that teams can be recognized as a unit. They should be able to cooperate and work together. More important, they should have autonomy to take decisions. That’s a growing process. Example, about who needs to get a feedback or even who needs to be fired from the team. 

Specific goals and “carrots” are very important for those working on a sales team. These guys need more tangible goals and ways to be measured. 

But the same does not apply to a software development team. In my opinion, I don’t want my team to work 15 hours a day. That’s not going to get the job done. That’s going to get a tired team, and a team that will deliver defects. I want them to be happy. I want them to have motivation to come back day after day. I want them to tweet about how good is to be part of the organization and how good is to be part of the team. I want them to enjoy their jobs. I want them to grow and see how much they can learn, get more responsibility and freedom. 

Now, I know this is not normal in lots of companies. Specially those that grow a “Dilbert culture”… sometimes people are “pointed as leaders” instead of being grow leaders. They should be called leaders because of what they do, not because someone says so. It’s about the culture we can find inside the organization.