A template to communicate intent

In a corporate environment, teams face many different stakeholders.

Despite of best efforts, team members often have trouble judging requests for what they are actually worth, and tend to react to apparent urgency instead of actual value.

A team lead I recently met found himself in the very same situation, and prompted me for advice. In our conversation, we found out that in his particular case, the issue was partly about communication: the team members didn't know the teams goals, and so they had little to go against.

However, knowing that goal would only get them so far, because things are rarely cut clearly - a request may be out of scope for the team, but fully aligned with the division goal.

The template

Shortly after, I came up with a template to cover three levels of goals and intent:

We will [achieve the team goal],
in order to [achieve the division's goal]
so that the company can [achieve the company's goal].

For example:
"We will ensure the performance of the mainframe
in order to enable the free flow of data
so that Skynet always remains one step ahead of the resistance."

How to apply it

Facing fresh input, this enables team members to think on their feet and look beyond the team's immediate goals, judging issues not only by what their team lead told them, but also by the larger objectives.

This mirrors the military concept of commander's intent, where doctrine says that the aim, purpose and implications of an operation have to be understood two echelons down - something that can hardly be achieved in a single sentence.

By that measure, just filling in the blanks makes for a nice poster, but leaves half the work undone: The actual act of face-to-face communication, where the team lead informs his colleagues about the three levels and their implications - once to make them clear, and once again whenever they change.

Obviously, a dialogue like this requires knowledge of the higher level's intent - but that is hardly a bad thing, since communication goals in a clear and concise fashion is part of proper leadership.

By my assessment, this template works best when the team has an overarching goal or mission that keeps constant for at least some weeks. With small adjustments, though, you could easily use the template for short term objectives like Sprint goals in a Scrum process.

What do you think of the template? What do you do to communicate management intent to your teams? Please tell me in the comments.

A case against hierarchy

Re-reading Mastering the Art of War, I came across an excerpt from The Masters of Huainan:

In it, a lord asks his minister about the fate of another nation, and learns that it was destroyed through repeated victories in repeated wars. He voices his surprise, for victories are a good thing, thus prompting the minister to remind him:

"Where there are repeated wars, the people are weakened; when they score repeated victories, rulers become haughty. Let haughty rulers command weakened people, and rare is the nation that will not perish as a result."

Once again, there is striking similarity between the martial domain and that of business.
Think of a manager in a hierarchical organisation, successfully delivering project after project; yet without time for reflection and calibration.
Soon, he will rise to heroic status within his company and with growing responsibility grow estranged from those who work with him.

At the same time, his project teams won't have time to re-build their mind, their spirit and their tools - pressure is too high to take time for that, and slowly, they start to believe that there actually are more important things to do.
Over time, they will even come to believe in the manager's (and by extension, their own) invincibility.

They won't stand in for their needs, instead voicing their oppositon only among themselves - if at all, and even if they do, nobody will listen to those arguing against success.

With no one to correct or support him, the manager will fail at last, and - by definition - in his most important project yet.

In this, I see a strong point for eschewing hierarchy. Leadership should emerge ad-hoc, from the person, not the position. Thus, all are constantly reminded that everyone contributes equally to a shared success, that thinking, planning and action are parts of the same.
As a team, people grow together, fail together, learn together, with no room to grow haughty, to grow estranged or weak.

Did you see examples for this in your work? Did the contrary happen? How did you handle it?

Agile, 1300 A.D.

I currently read myself to sleep with "Three Kingdoms" by Lou Guanzhong (written ~1350 A.D), as translated by Moss Roberts.
There was an interesting segment yesterday which I'd like to share. In it, a learned man illustrates his prince's virtues - and comes close to things I would value today.
I'll try myself at a commentary in the traditional style.

Do you agree with my interpretation? Do you know of similar accounts in other ancient texts?

The Situation

China, 200 A.D.
It is a time of civil strife. Warlords from across the empire battle for supremacy.

Cao Cao, on of the main contenders, was made Regent and is the de-facto ruler of the empire, reducing the Emperor himself to little more than a figurehead.

Meanwhile, Yuan Shao, a northern warlord, is in open rebellion against the dynasty.

Amidst schemes and counter-schemes, both rulers try to rally troops and leaders to their side.

Eventually, Yuan Shao launches another campaign and Cao Cao finds himself outnumbered.

In this situation, Cao Cao turns to his chief strategist Guo Jia and asks him to evaluate the situation.
He receives a surprising account of lean management for an answer.

The Text

(The Text itself is in bold black, while my thoughts are plain grey.)

"I'd love to teach him a lesson," [Cao Cao] went on. "But do you think we're strong enough?"

Guo Jia replied, 

"[...]Now then, Yuan Shao has ten weak points and you have ten advantages. The size of his forces should not intimidate us.

The size of a force - military or commercial - does not matter. It is the quality of personnel that determines success, not the sheer amount. 

Consider. 

First, Yuan Shao governs with a profusion of rules and regulations; your order is simple and not constraining. Thus, you excel in principles of government.

Through excessive rules, Yuan Shao restricts his commanders' abilities. Even the best aide can not work properly when bureaucracy won't let him. By naming goals to reach, not ways to get there, the wise prince allows those below to think for themselves and judge the situation as it arises.

Second, Yuan Shao acts without legitimacy; you lead with the imperial sanction. Thus, your cause is true and honorable.

Legitimacy, and thus popular support. can be granted or earned. 

By his title and association with the (proper) imperial order, Cao Cao enjoys the people's support, whereas Yuan Shao has to first prove his worth to the common man and lesser leaders. 

Both the official bureaucracy and people around him are in favor of him who works in sync with the organization.

Third, since the reigns of [former emperors] Huan and Ling, court rule has suffered from  laxity and Yuan Shao, too, has the same habit; you require strict discipline. Thus, you excel in administration.

Through the excess of rules, it is hard to see where the leader's goals and the action taken align. If every rule counts, as in Cao Cao's case, things become simple: You either follow them harmoniously, or you don't.

Thus, less rules support stricter discipline, as misconduct becomes more evident and its impact more profound.

Fourth, Yuan Shao is ostensibly tolerant but inwardly envious and awards appointments mainly to his relatives; you are outwardly direct and inwardly understanding and employ men according to their ability. Thus, you excel in judgement.

If you want to work with the best, tolerate their quirks, but speak frankly if their behaviour and your goals get misaligned. Only if you do this, you can rely on and trust each other.

Fifth, Yuan Shao makes plans but rarely a decision; you formulate a plan and act on it. Thus, you excel in strategy.

Stop starting. Start finishing.

Sixth, Yuan Shao seeks only to enhance his reputation; you treat others with utter sincerity. Thus, you excel in morality.

In the end, you will be judged by your results. 

Only if words, actions and results match you can build a lasting reputation.

Seventh, Yuan Shao is solicitous of those close to him, indifferent to those farther away; you have an all-embracing concern. Thus, you excel in humanity.

By treating subordinates close to his command better than those in the field, Yuan Shao mis-rewards their action. 

To make decisions in a fair manner, you have weigh the interests of all your partners and clients, no matter how frequent the interaction.

Eighth, Yuan Shao is often misled by petty slander; you are impervious to gossip. Thus, you excel in discretion.

A wise leader learns to distinguish rumor and slander from actual concern, and acts accordingly.

Ninth, Yuan Shao does not distinguish right and wrong, you have rules and regulations that are strict and clear. Thus, you excel in civil administration.

Not only does he make up and excess of rules and let discipline slip, Yuan Shao is also unable to judge whether a broken rule was wrongly broken and requires punishment.

This illustrates the importance of proper administration once again: 

Only if rules are simple and few, it is possible to know them all.

Only if rules are simple and few, it is possible to see them broken.

Only if rules are simple and few, you can punish offenders without doubt.

Tenth, Yuan Shao is inclined to take empty stances but is ignorant of the essentials of warfare; you have won battles even when outnumbered, waging war with uncanny skill. Thus, you excel in arms.

Despite all of the other advantages, Cao Cao would not stand a chance if Yuan Shao had demonstrated his superiority before. A proven leader - with a proven team - is as important as are the other virtues, as experience and success yield greater legitimacy.

You will prevail over Yuan Shao by virtue of these ten points of excellence."

Cao Cao smiled appreciatively. "I don't think," he said, "I am adequate to live up to such a description."