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Agile Connect - Bonuses in an agile company our successful application of merit money

Do you know how to recognize, encourage and reward culture, values and good behaviors without losing the effectiveness of recognition in the medium and long term? No? Then join this talk to learn about a collaborative and continuous system for recognizing behaviors, culture and values. I will share our learnings, pains and continuous improvement using this practice.

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Bonuses in an Agile Company: Our Successful Application of Merit Money
Agile Connect Day
About Knowledge21
+ 100 impacted companies (2018-2019)
+ Offices in Brazil, USA / LATAM and Europe - ONLINE
+ 20.000 certified people
+ 25.000 hours dedicated to transforming our customers (2018-2019)
+ Trainers in several internationally certified formations
+ We started in 2013 with trainings and 2016 with consulting
Some European Clients
Ricardo Caldas
https://www.linkedin.com/in/ricardo-caldas-agile/
● I used to be developer, business analyst, manager
and others roles.
● I worked at the Rio 2016 Olympics and was
responsible for the Games Website and App;
● I learned about agility in 2012 but started working in
2017 as a Product Owner, Scrum Master and Agile
Expert;
● Agile Expert at Knowledge21 since 2019;
● Management 3.0 Trainer;
● Helps teams and organizations in the agile
transformation process.
LET’S
What problem do we want to solve?
How can we incentivize better performance?
How can we reward people for the work
they’ve done?
Better! How to incentivize good behaviors?
Do rewards motivate people? Absolutely.
They motivate people to get the rewards.
Agile Connect - Bonuses in an agile company  our successful application of merit money
Tell me how you measure me and I will tell
you how I will behave myself
Ok... How to incentivize good behaviors?
Focus first on intrinsic and then on extrinsic
motivation.
Intrinsic Extrinsic
Fairly Paid and the Maslow Pyramid
Motivational
Hygienic
Self-Realization
Esteem
Social
Safety
Physiological
Is it possible to create an environment in which rewards can positively impact our
motivators without losing their effectiveness of recognizing in the short and medium
term?
Question...
There are many practices, but let's talk
about Merit Money
First I’ll talk about assumptions and
introduce one person...
Jurgen Appelo
● Author of Management 3.0 and Managing for Happiness, How to Change the World
and Start Up, Scale Up, Screw Up books;
● Jurgen says that decades of research prove that the traditional bonus system rarely
has a positive effect on the performance of knowledge workers and he proposes
changes defending 5 crucial factors to reverse this situation;
● The 5 crucial factors are the assumptions for a good and collaborative reward
system;
5 Crucial Factors - Assumptions
● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise.
When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise.
When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
● Earnings should be based on collaboration, not competition. When determining how much
people should earn, the main criteria should be their collaborative work toward a common goal.
5 Crucial Factors - Assumptions
● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise.
When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
● Earnings should be based on collaboration, not competition. When determining how much
people should earn, the main criteria should be their collaborative work toward a common goal.
● Peer feedback is the main performance measurement. Contributions to a shared purpose are
best detected and evaluated by peers, not by managers. Only the whole system knows all the
details.
5 Crucial Factors - Assumptions
● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise.
When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
● Earnings should be based on collaboration, not competition. When determining how much
people should earn, the main criteria should be their collaborative work toward a common goal.
● Peer feedback is the main performance measurement. Contributions to a shared purpose are
best detected and evaluated by peers, not by managers. Only the whole system knows all the
details.
● Creative thinking can grow the compensation system. Expect that people can (and will) play any
system, and tap into that creativity by inviting and supporting it, instead of driving it out.
5 Crucial Factors - Assumptions
● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise.
When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
● Earnings should be based on collaboration, not competition. When determining how much
people should earn, the main criteria should be their collaborative work toward a common goal.
● Peer feedback is the main performance measurement. Contributions to a shared purpose are
best detected and evaluated by peers, not by managers. Only the whole system knows all the
details.
● Creative thinking can grow the compensation system. Expect that people can (and will) play any
system, and tap into that creativity by inviting and supporting it, instead of driving it out.
● Compensation can be used to nurture intrinsic motivation. Make money a reflection, not a
competitor of people's curiosity, honor, acceptance, dominance and all other intrinsic
motivators.
5 Crucial Factors - Assumptions
MERIT MONEY
A collaborative and continuous bonus system
model that encourages support and recognition with
a focus on actions and behaviors that really
contribute to the improvement of the team as a
whole.
The main idea of this model is to create a safe
environment based on mutual trust between team
members, empowering them to share the
responsibility of recognizing the work of their
teammates and rewarding them according to their
own criteria.
What is Merit Money?
We have a lot of autonomy, and therefore, a lot of responsibility.
Experiment with the Agile Coaches for 8 months:
● 1,000 monthly “Meritecas” for each Agile Coach (9 pax).
● Distribute within the team in the way that we believe is the most fair.
● Each transaction must be justified in a short text of a maximum of 280 characters.
● Each “meriteca” is equivalent to R$ 1.00.
Only restriction: no “meriteca” deposited by the company could remain in your wallet.
Our Practices with Merit Money
Distributed Values
R$3.075
Biggest Bonus
Given Out in a
Month
R$72.000
Total
R$250
Lowest Bonus
Given Out in a
Month
R$1.000
per coach
in 2017
R$1.520
Highest
Average R$1.130
Lowest Average
● Responsible with Autonomy;
● Peer recognition is the best feedback;
● Shared responsibility;
● Improving our systemic view;
● It showed team maturity;
● Extrinsic motivation is also important;
● Bonuses without competition;
● Behavior > Results;
● Promotion of a culture of continuous improvement;
● The importance of visibility.
But what do we learned from this practice?
Merit Money Evolution
● We started using emails to all recognitions and rewards;
○ Financial team copied to organize the payments by the end of the months;
● We changed to Google SpreadSheets;
○ A group called “Meritequeiros” were born to organize and consolidate the recognitions
data, restrictions and etc.;
● Values per Coach Monthly Evolution
○ 2017/04 - R$ 1,000
○ 2018/04 - R$ 1.500 🆙
○ 2019/05 - R$ 500 ⬇️
○ 2020/04 - R$ 0 🤷🤷 🤷🤷♀️
○ 2020/06 - R$ 500 🆙
○ 2020/10 - R$ 250 ⬇️ ♻️
Merit Money Evolution
● Values per Coach Monthly Evolution
○ 2017/04 - R$ 1,000
○ 2018/04 - R$ 1.500 🆙
○ 2019/05 - R$ 500 ⬇️
● We realized that the value was high and some individuals started to behave in order to earn
greater rewards;
○ 1st assumption was broken: Salaries should always be expected. Bonuses shouldn’t be.
● The practice was stopping to be for feedback, recognition, culture and values and was for the
reward;
● So we downgraded the value and gave visibility to all the Agile Coaches.
2019/05 - Value Downgrade
And what happens in March 2020?
● Clients were crazy;
● Market was crazy;
● Economy was crazy;
● Many doubts what would happen next.
Covid-19 appears...
WHAT TO DO?
ADAPT YOURSELF
● We adapt our products, trainings and services;
● Agile Coaches working 100% remotely with our clients and trainings;
● We changed some financial and empowerment policies momentarily;
● Values per Coach Monthly Evolution
○ 2017/04 - R$ 1,000
○ 2018/04 - R$ 1.500 🆙
○ 2019/05 - R$ 500 ⬇️
○ 2020/04 - R$ 0 🤷🤷 🤷🤷♀️
Adaptability
WHAT TO DO?
MERIT HUGS
● From April 2020 until May 2020;
● Hugs instead money;
● You can hug anyone;
● Keep using our culture and values to hug and reward behaviours;
○ Collaboration, Consistency, Evolution and Careful;
● Abroaders Agile Coaches started to participate.
Merit Hugs Practice
Merit Money Restarted in June 2020
● Business were stabilized;
● Money instead Hugs;
● We returned to merit money restrictions and practices still using our culture and values to
recognize and reward behaviours;
○ Collaboration, Consistency, Evolution and Careful;
● Abroaders Agile Coaches kept participating.
Merit Money changed in Sept 2020
● We signed a tool to automate the practice and become more organic;
● Agile Coaches can recognize anytime (not just by the end of the month);
● Easy, Interactive and fun to recognize behaviours and our culture and values;
● Visible to all company.
You have a Recognition...
Agile Connect - Bonuses in an agile company  our successful application of merit money
Agile Connect - Bonuses in an agile company  our successful application of merit money
● We loved the tool, practice and the interaction;
● We decided do broken update one assumption:
○ Peer feedback is the main performance measurement. Contributions to a shared
purpose are best detected and evaluated by peers, not by managers.
● From October, Merit Money it´s for all company circles (Agile Experts, Back Office And
Founders / Partners) on the same practice.
● Why?
○ We have no managers, no bosses, no hierarchy cause we are totally Management 3.0 and
we are using Holacracy and O2 (Organization Organic) “Structures”;
○ We are empowered, conscious and responsible enough to made this decision;
○ We want recognize other circles people;
● But we changed the value from R$ 500 to R$ 250 (same value used on Back Office Circle).
Merit Money changed AGAIN in Oct 2020 ;-)
Agile Connect - Bonuses in an agile company  our successful application of merit money
We have a Rain of Recognition...
Agile Connect - Bonuses in an agile company  our successful application of merit money
We are enjoying the journey
Tadeu Marinho Avelar Leão
This talk is a Recognition to...
● Google Images
● Management 3.0 - Knowledge21 Study Case
○ https://management30.com/case-study-merit-money/
● Knowledge21 Blog
○ https://knowledge21.com.br/blog/merit-money-sistema-de-recompensa-colaborativa
● Management 3.0 - Merit Money Practices
○ https://management30.com/practice/merit-money/
● Abraham Maslow in his 1943 paper
○ "A Theory of Human Motivation"
Agile Connect - Bonuses in an agile company  our successful application of merit money
Agile Connect - Bonuses in an agile company  our successful application of merit money
Knowledge21 - USA / Spain / Portugal
www.knowledge21.com / www.knowledge21.es / www.knowledge21.com.pt

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Agile Connect - Bonuses in an agile company our successful application of merit money

  • 1. Bonuses in an Agile Company: Our Successful Application of Merit Money Agile Connect Day
  • 2. About Knowledge21 + 100 impacted companies (2018-2019) + Offices in Brazil, USA / LATAM and Europe - ONLINE + 20.000 certified people + 25.000 hours dedicated to transforming our customers (2018-2019) + Trainers in several internationally certified formations + We started in 2013 with trainings and 2016 with consulting
  • 4. Ricardo Caldas https://www.linkedin.com/in/ricardo-caldas-agile/ ● I used to be developer, business analyst, manager and others roles. ● I worked at the Rio 2016 Olympics and was responsible for the Games Website and App; ● I learned about agility in 2012 but started working in 2017 as a Product Owner, Scrum Master and Agile Expert; ● Agile Expert at Knowledge21 since 2019; ● Management 3.0 Trainer; ● Helps teams and organizations in the agile transformation process.
  • 6. What problem do we want to solve?
  • 7. How can we incentivize better performance?
  • 8. How can we reward people for the work they’ve done?
  • 9. Better! How to incentivize good behaviors?
  • 10. Do rewards motivate people? Absolutely. They motivate people to get the rewards.
  • 12. Tell me how you measure me and I will tell you how I will behave myself
  • 13. Ok... How to incentivize good behaviors?
  • 14. Focus first on intrinsic and then on extrinsic motivation. Intrinsic Extrinsic
  • 15. Fairly Paid and the Maslow Pyramid Motivational Hygienic Self-Realization Esteem Social Safety Physiological
  • 16. Is it possible to create an environment in which rewards can positively impact our motivators without losing their effectiveness of recognizing in the short and medium term? Question...
  • 17. There are many practices, but let's talk about Merit Money
  • 18. First I’ll talk about assumptions and introduce one person...
  • 19. Jurgen Appelo ● Author of Management 3.0 and Managing for Happiness, How to Change the World and Start Up, Scale Up, Screw Up books; ● Jurgen says that decades of research prove that the traditional bonus system rarely has a positive effect on the performance of knowledge workers and he proposes changes defending 5 crucial factors to reverse this situation; ● The 5 crucial factors are the assumptions for a good and collaborative reward system;
  • 20. 5 Crucial Factors - Assumptions ● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise. When bonuses become frequent and anticipated, they ought to be converted to regular salaries.
  • 21. ● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise. When bonuses become frequent and anticipated, they ought to be converted to regular salaries. ● Earnings should be based on collaboration, not competition. When determining how much people should earn, the main criteria should be their collaborative work toward a common goal. 5 Crucial Factors - Assumptions
  • 22. ● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise. When bonuses become frequent and anticipated, they ought to be converted to regular salaries. ● Earnings should be based on collaboration, not competition. When determining how much people should earn, the main criteria should be their collaborative work toward a common goal. ● Peer feedback is the main performance measurement. Contributions to a shared purpose are best detected and evaluated by peers, not by managers. Only the whole system knows all the details. 5 Crucial Factors - Assumptions
  • 23. ● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise. When bonuses become frequent and anticipated, they ought to be converted to regular salaries. ● Earnings should be based on collaboration, not competition. When determining how much people should earn, the main criteria should be their collaborative work toward a common goal. ● Peer feedback is the main performance measurement. Contributions to a shared purpose are best detected and evaluated by peers, not by managers. Only the whole system knows all the details. ● Creative thinking can grow the compensation system. Expect that people can (and will) play any system, and tap into that creativity by inviting and supporting it, instead of driving it out. 5 Crucial Factors - Assumptions
  • 24. ● Salaries should always be expected. Bonuses shouldn’t be. Always keep bonuses as a surprise. When bonuses become frequent and anticipated, they ought to be converted to regular salaries. ● Earnings should be based on collaboration, not competition. When determining how much people should earn, the main criteria should be their collaborative work toward a common goal. ● Peer feedback is the main performance measurement. Contributions to a shared purpose are best detected and evaluated by peers, not by managers. Only the whole system knows all the details. ● Creative thinking can grow the compensation system. Expect that people can (and will) play any system, and tap into that creativity by inviting and supporting it, instead of driving it out. ● Compensation can be used to nurture intrinsic motivation. Make money a reflection, not a competitor of people's curiosity, honor, acceptance, dominance and all other intrinsic motivators. 5 Crucial Factors - Assumptions
  • 26. A collaborative and continuous bonus system model that encourages support and recognition with a focus on actions and behaviors that really contribute to the improvement of the team as a whole. The main idea of this model is to create a safe environment based on mutual trust between team members, empowering them to share the responsibility of recognizing the work of their teammates and rewarding them according to their own criteria. What is Merit Money? We have a lot of autonomy, and therefore, a lot of responsibility.
  • 27. Experiment with the Agile Coaches for 8 months: ● 1,000 monthly “Meritecas” for each Agile Coach (9 pax). ● Distribute within the team in the way that we believe is the most fair. ● Each transaction must be justified in a short text of a maximum of 280 characters. ● Each “meriteca” is equivalent to R$ 1.00. Only restriction: no “meriteca” deposited by the company could remain in your wallet. Our Practices with Merit Money
  • 28. Distributed Values R$3.075 Biggest Bonus Given Out in a Month R$72.000 Total R$250 Lowest Bonus Given Out in a Month R$1.000 per coach in 2017 R$1.520 Highest Average R$1.130 Lowest Average
  • 29. ● Responsible with Autonomy; ● Peer recognition is the best feedback; ● Shared responsibility; ● Improving our systemic view; ● It showed team maturity; ● Extrinsic motivation is also important; ● Bonuses without competition; ● Behavior > Results; ● Promotion of a culture of continuous improvement; ● The importance of visibility. But what do we learned from this practice?
  • 31. ● We started using emails to all recognitions and rewards; ○ Financial team copied to organize the payments by the end of the months; ● We changed to Google SpreadSheets; ○ A group called “Meritequeiros” were born to organize and consolidate the recognitions data, restrictions and etc.; ● Values per Coach Monthly Evolution ○ 2017/04 - R$ 1,000 ○ 2018/04 - R$ 1.500 🆙 ○ 2019/05 - R$ 500 ⬇️ ○ 2020/04 - R$ 0 🤷🤷 🤷🤷♀️ ○ 2020/06 - R$ 500 🆙 ○ 2020/10 - R$ 250 ⬇️ ♻️ Merit Money Evolution
  • 32. ● Values per Coach Monthly Evolution ○ 2017/04 - R$ 1,000 ○ 2018/04 - R$ 1.500 🆙 ○ 2019/05 - R$ 500 ⬇️ ● We realized that the value was high and some individuals started to behave in order to earn greater rewards; ○ 1st assumption was broken: Salaries should always be expected. Bonuses shouldn’t be. ● The practice was stopping to be for feedback, recognition, culture and values and was for the reward; ● So we downgraded the value and gave visibility to all the Agile Coaches. 2019/05 - Value Downgrade
  • 33. And what happens in March 2020?
  • 34. ● Clients were crazy; ● Market was crazy; ● Economy was crazy; ● Many doubts what would happen next. Covid-19 appears... WHAT TO DO?
  • 36. ● We adapt our products, trainings and services; ● Agile Coaches working 100% remotely with our clients and trainings; ● We changed some financial and empowerment policies momentarily; ● Values per Coach Monthly Evolution ○ 2017/04 - R$ 1,000 ○ 2018/04 - R$ 1.500 🆙 ○ 2019/05 - R$ 500 ⬇️ ○ 2020/04 - R$ 0 🤷🤷 🤷🤷♀️ Adaptability WHAT TO DO?
  • 38. ● From April 2020 until May 2020; ● Hugs instead money; ● You can hug anyone; ● Keep using our culture and values to hug and reward behaviours; ○ Collaboration, Consistency, Evolution and Careful; ● Abroaders Agile Coaches started to participate. Merit Hugs Practice
  • 39. Merit Money Restarted in June 2020 ● Business were stabilized; ● Money instead Hugs; ● We returned to merit money restrictions and practices still using our culture and values to recognize and reward behaviours; ○ Collaboration, Consistency, Evolution and Careful; ● Abroaders Agile Coaches kept participating.
  • 40. Merit Money changed in Sept 2020 ● We signed a tool to automate the practice and become more organic; ● Agile Coaches can recognize anytime (not just by the end of the month); ● Easy, Interactive and fun to recognize behaviours and our culture and values; ● Visible to all company.
  • 41. You have a Recognition...
  • 44. ● We loved the tool, practice and the interaction; ● We decided do broken update one assumption: ○ Peer feedback is the main performance measurement. Contributions to a shared purpose are best detected and evaluated by peers, not by managers. ● From October, Merit Money it´s for all company circles (Agile Experts, Back Office And Founders / Partners) on the same practice. ● Why? ○ We have no managers, no bosses, no hierarchy cause we are totally Management 3.0 and we are using Holacracy and O2 (Organization Organic) “Structures”; ○ We are empowered, conscious and responsible enough to made this decision; ○ We want recognize other circles people; ● But we changed the value from R$ 500 to R$ 250 (same value used on Back Office Circle). Merit Money changed AGAIN in Oct 2020 ;-)
  • 46. We have a Rain of Recognition...
  • 48. We are enjoying the journey
  • 49. Tadeu Marinho Avelar Leão This talk is a Recognition to...
  • 50. ● Google Images ● Management 3.0 - Knowledge21 Study Case ○ https://management30.com/case-study-merit-money/ ● Knowledge21 Blog ○ https://knowledge21.com.br/blog/merit-money-sistema-de-recompensa-colaborativa ● Management 3.0 - Merit Money Practices ○ https://management30.com/practice/merit-money/ ● Abraham Maslow in his 1943 paper ○ "A Theory of Human Motivation"
  • 53. Knowledge21 - USA / Spain / Portugal www.knowledge21.com / www.knowledge21.es / www.knowledge21.com.pt

Notas do Editor

  1. Bonuses in an Agile Company: Our Successful Application of Merit Money Sabes como reconhecer, incentivar e recompensar cultura, valores e bons comportamentos sem perder efetividade do reconhecimento em médio e longo prazo? Não? Então junte-se nessa talk para saber sobre um sistema colaborativo e contínuo de reconhecimento de comportamentos, cultura e valores. Vamos partilhar nossos aprendizados, dores e melhoria contínua usando essa prática. Metrics shape behraious Bonuses in an Agile Company: Our Successful Application of Merit Money Do you know how to recognize, encourage and reward culture, values and good behaviors without losing the effectiveness of recognition in the medium and long term? No? Then join this talk to learn about a collaborative and continuous system for recognizing behaviors, culture and values. We will share our learnings, pains and continuous improvement using this practice.
  2. https://www.linkedin.com/in/ricardo-caldas-agile/ Ajuda as equipas e organizações no processo de transformação ágil
  3. Qual problema queremos resolver?
  4. Como podemos incentivar um melhor desempenho?
  5. Como podemos recompensar as pessoas pelo trabalho que realizaram?
  6. Melhor! Como incentivar bons comportamentos?
  7. As recompensas motivam as pessoas? Absolutamente. Eles motivam as pessoas a obter as recompensas. Elas funcionam muito bem para trabalhador linear mas não para trabalhador do conhecimento...
  8. Last year (2018) I went to this store to buy 2 packs of printer paper. The vendor asked me to pay 2 times to help reach the sales target and if it were 2 papers in the same sale they would not count the 2 items. I had to pay 2 times for her to count 2 sales of papers.. And I did it, of course...
  9. Diga-me como me medes que te direi como vou me comportar
  10. Back to the future
  11. Intrinsic motivation Behavior that is triggered from within a person. In other words, the person is rewarding herself. Extrinsic motivation Behavior that is driven by external rewards (given by others), such as money, grades, and praise.
  12. Trabalhador do conhecimento: Se não ganho bem o sujeito não está focado e não é “criativo”. Psicológico fica abalado Porém, sem perder a sensação de que um salário justo e um sistema de recompensas que promova o desenvolvimento dos colaboradores continuam sendo importantes para atender às necessidades de nossos motivadores extrínsecos. Estima = Esteem However, without losing the feeling that a fair salary and a reward system that promotes the development of employees continue to be important to meet the needs of our extrinsic motivators. Abraham Maslow in his 1943 paper "A Theory of Human Motivation"
  13. É possível criar um ambiente no qual as recompensas possam impactar positivamente nossos motivadores sem perder a efetividade do reconhecimento seu efeito no curto e médio prazo?
  14. Premissas
  15. Jurgen afirma que décadas de pesquisas comprovam que o sistema tradicional de bonificações raramente tem efeito positivo sobre o desempenho dos trabalhadores do conhecimento e propõe mudanças defendendo cinco fatores cruciais para reverter essa situação; Os 5 fatores cruciais são as premissas para um sistema de recompensa bom e colaborativo https://management30.com/practice/merit-money/ https://management30.com/energize-people/motivation-engagement/rewards-incentives/
  16. Os salários devem ser esperados, mas os bônus não. Mantenha-os sempre como uma surpresa. Quando os bônus se tornam freqüentes e antecipados, eles devem ser convertidos em salários regulares.
  17. Os salários devem ser esperados, mas os bônus não. Mantenha-os sempre como uma surpresa. Quando os bônus se tornam freqüentes e antecipados, eles devem ser convertidos em salários regulares. Ganhos devem basear-se na colaboração, não na competição. Ao determinar o quanto as pessoas devem ganhar, os principais critérios devem ser suas contribuições para um objetivo comum ou compartilhado. O feedback dos pares é a principal medida de desempenho. Contribuições para um propósito compartilhado são melhores detectadas e avaliadas pelos colegas, não pelos seus gestores. Apenas o sistema inteiro conhece todos os detalhes. Use o pensamento criativo para aumentar o sistema de recompensas. Espere que as pessoas possam (e irão) participar de qualquer sistema, e explore essa criatividade convidando-a e apoiando-a, em vez de expulsá-la. Use recompensas para nutrir sua motivação intrínseca. Faça do dinheiro uma reflexão, não um concorrente da curiosidade das pessoas, da honra, da aceitação, do domínio e de todos os outros motivadores intrínsecos.
  18. Um modelo de sistema de bonificação colaborativo e contínuo que incentiva o apoio e o reconhecimento com foco em ações e comportamentos que realmente contribuem com a melhoria do time como um todo. A principal ideia deste modelo é criar um ambiente seguro baseado na confiança mútua entre os membros do time, empoderando-os para compartilhar a responsabilidade de reconhecer o trabalho de seus companheiros e recompensá-los de acordo com seus próprios critérios. Temos muita autonomia, e por isso, muita responsabilidade
  19. Ano: 2017
  20. Autonomia com responsabilidade - A autonomia somada a inteligência coletiva do grupo por sí só evitou abusos e mitigou injustiças. Reconhecimento dos pares é o melhor feedback - É uma excelente forma de reforçar a cultura de feedbacks positivos e reconhecimento de um bom trabalho realizado. Evidenciou a maturidade do time - Tornar os valores e feedbacks aberto para todo o grupo, fortaleceu a promoção de um ambiente de seguro e de ajuda mútua. Melhoria de nossa visão sistêmica - Todos os coaches passaram a olhar o trabalho de todo o time para poder fornecer feedbacks. Responsabilidade compartilhada - Em um sistema formado por trabalhadores do conhecimento é possível sim gerar pressão em pares e auto-organização utilizando fatores extrínsecos. Motivação extrínseca também é importante - A cultura pode ser moldada de forma positiva e seguindo valores #TrueAgile mesmo com algum dinheiro sendo utilizado como combustível. Bônus sem competição - Se você tem uma remuneração justa, onde ninguém se incomoda com o quanto ganha mensalmente, um sistema de bônus variável dificilmente trará consequências negativas. Comportamento > Resultados - Avaliar comportamento ao invés de resultado tem um valor imenso porque ajuda a criar uma cultura colaborativa ao invés de “cada um que cuide do seu”. Promoção da cultura de melhoria contínua - Permite expor dores que muitas vezes são silencia no dia-a-dia, permitindo com que a cultura da empresa tenha grandes oportunidades de melhoria. A importância da visibilidade - Reforçou aspectos como o de que quem é mais social possuir maior visibilidade, fortalecendo a cultura de expor o trabalho realizado para todo o time.
  21. 2018/04 - Empresa com lucro, aumentamos o valor para reconhecer as pessoas
  22. Mas percebemos que o valor estava muito alto e que alguns indivíduos passaram a se comportar para ganhar maiores recompensas. A prática estava deixando de ser pelo feedback, reconhecimento, cultura e valores e estava passando a ser pela recompensa.
  23. Colaboração Jogar pelo time K21 (K21 teamplay) Aprender a dar, receber feedbacks e incorporar Buscar aprendizados Aprender a aprender Consistência Ser adaptável e resiliente Saber seus limites Dizer NÃO é tão importante quanto dizer SIM Evolução Ser orientado a resultados Estimular o compartilhamento do conhecimento Humildade para aprender a aprender Ler cenários e pensar sistemicamente Ter discurso vendedor Cuidado Viver num ritmo sustentável Saber seus limites Pedir ajuda Cuidar das pessoas, dos sentimentos e das relações Se não for divertido estamos fazendo algo errado
  24. Fator de sucesso: adaptação e ajustes (agora global) Ver com Chiara se posso usar o nome dela
  25. Holacracia é um sistema organizacional onde a autoridade e a tomada de decisão é distribuída a uma holarquia de grupos auto-organizados, abrindo mão, assim, da corrente hierarquia vigente