So far in this series on how to motivate an Agile team, we’ve looked at how to build trust. In this post, we’ll begin discussing creating the proper environment for self-motivation to occur.

Environment Defined

1: the circumstances, objects, or conditions by which one is surrounded; 2 a: the complex of physical, chemical, and biotic factors (as climate, soil, and living things) that act upon an organism or an ecological community and ultimately determine its form and survival; b: the aggregate of social and cultural conditions that influence the life of an individual or community. – Merriam-Webster

An environment is complex. It’s composed of people, things, and circumstances. An environment acts upon us, and we act within and upon it. It shapes who we are and how we act. For any team, having an environment that is conducive to self-motivation is highly important. Who wants to micromanage their team, or have to micromanage their team? If you answered “me,” please stop reading and go get help. If you answered “not me,” then keep reading.

People

From people, things and circumstances come, so this is where most of our emphasis will be. It all starts at the top. Everyone from the CEO on down need to foster self-motivation. They do this by questioning rather than telling, practicing active listening to know the right questions to ask, and offering advice only as needed. Additionally, their focus should be on removing impediments, and helping everyone work together. They provide the tools necessary to get the job done, and create the incentives to ensure everyone plays nice.

Creating the right incentives is extremely important. If you want teamwork then you incentivize teamwork. If you want everyone to focus on beating each other rather than working together, keep most current compensation structures. It was smart of Lou Gerstner to make most executive compensation tied to stock price when he turned around IBM, but don’t forget to ensure that the proper values are in place too, lest you have management by spreadsheet.

Getting the right people on the bus is a concept from Good to Great by Jim Collins. This also means getting the wrong people off the bus. If there are team members who will not play nice in the sandbox, or are toxic to the team, they should be moved somewhere else. That includes managers too. I can’t focus on my job if I have to deal with a jerk all the time.

You also want to ensure your teams are made of up people that are happy and have a thirst for knowledge. Happy people are productive and self-motivated people. Sad and unhappy people frankly suck to be around, and bring everyone down.

Expectations. I cannot emphasize enough how important it is to accurately relay expectations on the team. If people don’t know what is expected of them, if they don’t know how they are measured, they flounder. Flounder is only good battered and fried.

What Do You Think?

What is your experience and opinion on the people side of creating a great environment for an Agile team?