Simon Sinek delivers a powerful message about how great leaders inspire action. Do you know the “why” you do what you do, or what your company or team does?

I have a confession. I judge that judgment sucks and that exploration, discovery, and growth are better. Before you flip the Bozo Bit on me for judging judgement, let me start by saying that my preference for exploration is leading to a greater understanding of the power and place for judgment and evaluation. But first please let me dump on the Performance Review, the subject of a workshop I’ve already co-facilitated at the North Bay Agile Meetup last week, and which we’ll be leading again at Agile 2011 in Salt Lake City this week.

Since I left college, every year I’ve experienced the pain and the drudgery of evaluating my performance to my employer. The appraisals that I judge were the best were the ones that had the goal setting happen well after the goals had already been accomplished, and that were very appreciatively delivered by my managers. The ones I judge were the worst were the ones made most conscientiously and carefully, with objectives set well before the event and a serious attempt to bring about improvements.

If you’re lucky enough not to have gone through the dreaded Annual Performance Review with a manager in your job, you’ve either been self-employed your whole life or you’re like 13. But if you can read, you’ve almost certainly gone through a massive amount of social induction through the process of being criticized and judged yourself. Joel Spolsky says this with the most humor in a blog post “Incentive Pay Considered harmful“:

Most software managers have no choice but to go along with performance review systems that are already in place. If you’re in this position, the only way to prevent teamicide is to simply give everyone on your team a gushing review. But if you do have any choice in the matter, I’d recommend that you run fleeing from any kind of performance review, incentive bonus, or stupid corporate employee-of-the-month program.

The most depth I’ve seen on this topic comes from American management guru, Dr. W. Edwards Deming. I’ve known about Deming for many years, but it was thanks to Bob Payne’s awesome Agile Toolkit Podcast with Kelly Allan that I found out he’d already chimed in decades ago about my topic. Deming passed away in 1993, but he’s most famous for his work in Japan starting after WWII from 1950 onwards. Many credit the economic miracle of Japan after WWII to Deming. The Japanese listened to his advice and took it to heart. Deming’s work was extremely influential in Toyota Production System which led to the Lean Manufacturing movement. In one of his books, Out of the Crisis, Deming listed performance evaluations as one of the seven deadly diseases, and he went on to say:

Evaluation of performance, merit rating, or annual review… The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good. The effect is exactly the opposite of what the words promise.

A video that made the rounds quite a bit last year called “Drive: The suprising truth about what motivates us“. If you haven’t seen it – watch it! Then do what several colleagues and I did after that – and read the book – Drive – by Dan Pink. The basic idea is that extrinsic motivators like pay for performance, bonus pay, etc. do not lead to better performance. Extrinsic motivators actually make it worse for anything but the most simple and menial tasks. What does lead to better performance is intrinsic motivation which comes from Autonomy, Purpose, and Mastery. Great book!

To go back to Deming, what makes a difference in performance, what helps trigger and grow the factors that can nurture intrinsic motivation are healthy relationships. Deming said in the introduction to The Team Handbook:

The fact is that the system that people work in and the interaction with people may account for 90 or 95 percent of performance.

Bottom line, what will make a difference is building relationships – creating a high trust environment. This has been written about elsewhere and often, such as in Stephen M. R. Covey’s, At the Speed of Trust. But the Annual Performance review puts a kind of power into the hands of managers that does not empower the relationship. It encourages a split agenda with the employee trying to focus on why they should get a raise and a promotion, and the boss trying to get more out of the employee within their limited budget. Samuel Culbert writes eloquently about this in his 2010 book, Get Rid of the Performance Review! His 2008 Wall Street Journal article of the same name caused quite a stir at my company and spurred me on to propose a workshop on the topic. It’s exciting to be exploring this in more depth with the amazing Chris Sims of Agile Learning Labs in just a few days! What seems evident is that managers can have a much greater impact on team performance by both being a coach and encouraging teams to support each other. I’ve taken this lesson so much to heart not just for improving performance, but for becoming a transformational change agent, that right now I’m writing this article on a challenge from a fellow student at my Fulfillment class from the Coaches Training Institute at their headquarters in San Rafael.

But my research into the topic led to a trail of discovery that keeps going deeper, in a way that evaluates evaluation itself. Westley, Zimmerman, and Patton wrote a powerful book titled Getting to Maybe that resonates with my explorer’s soul. The story has nothing to do with employee performance reviews, but it has everything to do with the title of this post even though I’ve only glimpsed the shore of this, for me, strange new land. The book relates multiple stories of normal people instigating enormous changes, accomplishing the impossible, but not by being superheros. I can’t hope to describe this other than through the hints and clues from a friend that led me to pursue the book. In a nutshell, much chaos is caused in evaluating and funding social innovation without an understanding of complex systems. A simple system might be compared to baking a cake. There is a formula and a recipe that will produce consistent results. Then there are complicated systems, which might compare to sending a rocket to the moon. There are many moving parts and teams that have to be coordinated. But if you solve the problem once, you’ll probably be able to solve it again. A complex system might compare to raising a child. The child has a will of its own. Although the experience of raising one helps, it most certainly does not guarantee success for the next child. The answer I have yet to explore in this new land is called Developmental Evaluation.

I have a preference for exploration and discovery. And it seems that my explorations are showing that there is a way to make judgments and evaluations in a helpful way. I’m certainly clear that there are times when choices are necessary. The exploration and discovery continues. There is more ground to uncover before our workshop in Salt Lake City: Undoing Performance Review Damage – Coaching Towards Customer Purpose. But here are some additional places on the map you might want to visit for this topic:

Catalytic Coaching: End the Performance Review – a book by Garold Markle who founded a company that has replaced performance reviews with a coaching process at over 100 companies.

Software For Your Head – a book by Jim and Michele McCarthy about their team development laboratory bootcamp which includes an amazing feedback process called the Perfection Game.

Sense and Respond – The Journey to Customer Purpose – a book by Barlow, Parry, & Faulkner. This book was part of the inspiration for the presentation we did in San Rafael and that we’ll do again in Salt Lake City. Coming from the perspective of Lean Manufacturing ideas implemented at service organizations and beyond, the transformation is multifaceted and involves coaching as well as a greater understanding of what the customer needs to succeed.

[Addendum: The research for my Agile 2011 conference session can be downloaded from the Agile Alliance website here.]

Missoula BarCamp. It’s happening in a few days. The stomach churns at times. My body rebels with a cold and demands I slow down. But something in the psyche has been crying out for me to express something.

Missoula BarCamp. It’s about Missoula. It’s about art, technology, and change.

These are words I’ve repeated many times. I’ve shared also the story about Harrison Owen and how he used his experience in the Peace Corps in African villages to solve the problem of how to make conferences less dull and boring. He spent over a year organizing a conference that the attendees said the best part were the coffee breaks. So consoling himself over two martinis he came up with the format for Open Space Technology – meet in a circle, let people post their sessions on a bulletin board and let everyone work out the logistics right there.

I’ve repeated that story many times. And right now, it’s not enough.

Something that has helped has been reading Seth Godin’s latest book, Poke the Box. This project of mine, this conference, has been such a passion for so many years, that at times I just wish I could organize conferences. Seth writes about a friend of his in the book who he calls Jennifer who organizes conferences once given the agenda and attendee list, but she has to wait to be picked. Instead Seth recommends to be the promoter, the one who initiates the conference.

Well I guess that’s what I’ve done. I don’t have a title. No one is paying me. But I’m the conference promoter. What am I promoting? Perhaps a few small stories will help explain.

A few days ago a box came in the mail. It was a little Arduino electronic controller board. I downloaded the open source software from the internet, plugged the device in, changed some lines of code, and fetched some ancient (circa 1983) light emitting diodes from the garage, and watched them flash as I commanded them from my MacBook Pro. I first learned about Arduino before the first Missoula BarCamp as someone suggested doing a session about it back in 2008. And I was disappointed it didn’t happen. But an attendee raised the idea again this year and this time he had actually bought the board. So I’m excited like a boy getting a toy at Christmas to be playing with it with other attendees on Saturday.

Visiting Arizona last year for the Scrum Beyond Software conference – also an Open Space Technology event – I was slowly more and more amazed at the hosting space. GangPlank has done things that seem crazy, impossible. They have competitors sharing their plans openly with each other in a free public collaboration space. Several companies have been born out of their work, and they’re even spreading to Utah. And they’re not the only ones doing it, both in the idea of Co-Working, in Hacker Spaces. And a sizable group in Missoula is engaging with GangPlank to try the same thing here. And many of them are coming to Missoula BarCamp.

One of the people coming to Missoula BarCamp this year, the legendary Jim McCarthy, has been a huge inspiration to me since I went to his software development bootcamp with a number of other amazing people back in 2002. I believe the work that Jim did at Microsoft was a predecessor for many of the wonderful practices I admire in the Agile Software development movement, and that the work he and his wife Michele have done that was documented in their book Software For Your Head goes beyond what the Agile movement has done because it promises and delivers an experience of shared vision in a simple but reliable and repeatable way. I’ve experienced his “bootcamp” several times and fully attest to its effectiveness.

I have always had a keen interest in all things software related and I just know that I would love to use a software development company if I ever decided to create my own software. In fact, my friend is in the middle of doing that now, so of course, I’m doing a lot of research in this area to try and help him in his journey. I just love discovering all the latest types of software testing out there that software developers, such as the ones from Cinq Technologies are using to make sure that their digital resources are working as they should be. One type of software testing that I recently learned about from reading an article on the Parasoft website is the c++ test. Ultimately, achieving compliance with security, functional safety, and coding standards is not always easy, but these types of software tests can make a difference.

Another person I admire who is flying in just for the conference is Dr. Christopher Avery. He’s done some very deep work into the concept of responsibility which drew considerable attention at the Agile 2009 conference and which has impacted me powerfully since then. Dr. Avery teaches that blame, justification, guilt, and obligation are “below the line” of real power, and that the more we notice and confront these tendencies – the more we can take the lead in our lives and our work. I’ve chosen to work with Dr. Avery since I met him in 2009, and I owe him a great debt in his support of my submitting and being accepted to present at the Agile 2011 conference this August.

Perhaps you can sense the technology and the “change”, but what about art? I’ve usually not needed to “sell” the importance of art, but this blog post is personal, and what is personal about bringing the arts into Missoula BarCamp’s thematic triad? In short, improvisational acting. And Improv plays a role in the world of Agile Software Development as a recurring session topic at conferences. It comes up in the use of games to teach better software development practices. And Improv comes up big time in the concept of Open Space Technology conferences. Especially in the work of Phelim McDermott, improvisor, Broadway and London stage performer, and initiator of the Open Space conferences about theater in both London and New York – Devoted and Disgruntled. And Phelim is also a fellow board member of the Open Space Institute of the U.S.

Were there only space and time to list so many more of the inspiring and transformative conversations I’ve had as a result of attending other Open Space conferences around Agile Software, Leadership, and even Open Space itself. How we can get to a world that is more fair, more fun, and more prosperous? For me, it’s not possible to imagine that without art, change, and technology. What Missoula BarCamp has always been about has been sharing these diverse yet intertwined passions which seem to also resonate powerfully in the heart of this small and beautiful mountain city.

I hope that this promotes Missoula BarCamp to you. What do you want to promote?

David Chilcott has posed an interesting question on a blog a few hours ago, “What is value?”. It’s a big question, a kin to “What is truth?” and “Why are we here?”, that most certainly helped drive the ancients to look up into the stars and wonder, and then help them build artifacts like Stonehenge which was duplicated on a hill in Washington state which I have pictured to the left in front of high tech green energy that also was driven by the big questions.

David is the founder of Outformations and board member of the Agile Project Leadership Network. He was also someone I enjoyed meeting at the last Agile Open conference in San Francisco where he acted as the Open Space facilitator. He has laughter in his eyes that comes out in his interactions, his transparency, and playfulness. It is also refreshing to talk to someone in the software and business world that also has an ear for the deeper questions.

I had a chance to speak in more depth with David after we both attended Lyssa Adkin’s most amazing “Coaching Agile Teams” experiential workshop in the San Francisco Bay Area last month. And we hatched a plan to dive into some deeper questions with an online conversation. And David began this exchange with his blog entry.

The context of David Chilcott’s question derives from the field of Agile Software Development, where the goal of an agile project is to deliver “business value”. Software developers also need an effective way of delivering their products to customers which is where ecommerce platforms like FastSpring come in. What is value? is a very practical question which unfortunately doesn’t always get asked. David reports that people seem to think they know what it is, but they actually seldom agree. Some may answer that business value is just money. However, calculating the value of a business is much more complex than this. That’s why a lot of businesses make use of company valuation services in order to get a reliable valuation of their business. This can help them with a number of things, like forecasts and projections. Some may say that value is how well-run your business is, and employee satisfaction. In this case, your business would certainly increase in value with the use of companies like cloudpay.net, which is a global payroll service that manages the complexities of payroll activities. This will certainly make your business run smoother, with no room for human error that could frustrate your employees, and more time to focus on the wellbeing and the frontline of your business.

If value is just money, perhaps the field of economics is the right place to look. Classical economics had a theory based on the amount of human labor put into goods, called the labor theory of value. This was a fundamental building block of Marxism, but wikipedia reports that it has been replaced by the marginal utility approach. If you wish, you can look at the complicated equations involved with marginal utility. Although I’m sure there’s value in this concept, that the utility (value) of anything diminishes the more you have of it, it’s not very satisfying. It feels like we’re missing something important. Let’s dive back into the world of software a bit to see if we can get someplace.

In the software world, most serious projects have some element of dedicated software testing. If the project is large enough, it may even be done by a separate group. These groups of testers have generally adopted the term “Quality Assurance” or some variation thereof.

The author Robert Pirsig wrote a biographical thriller and a rather deep philosophical meditation which includes a philosophy teacher, Phaedrus, who poses this question to his students: “What is quality in thought and statement?” Pirsig describes how the classroom becomes “explosive” after they try and fail to fulfill the assignment. Phaedrus is genuinely curious to get an answer and tries to find it with his students. Although Phaedrus confesses he does not know the answer, his students ask him about what he thinks about the question and he replies “I think there is such a thing as Quality, but that soon as you try to define it, something goes haywire. You can’t do it.” The name of Pirsig’s book was “Zen and the Art of Motorcycle Maintenance”, with the subtitle “An Inquiry into Values”. Yes, values.

This is profound. Value and Quality are things we know exist, but we can’t really define them. For those with any familiarity with religious thought and metaphysics, the concept of the undefinable should strike a chord. But rather than dive into theology, perhaps this little story can express some of this connection.

In my twenties, I had been agnostic but had for some reason read the Tao de Ching. I was working for Xerox at the time, and Xerox had unfurled a huge program called “Leadership Through Quality” or LTQ, to try to beat back the Japanese who had taken away huge segments of Xerox’ copier market when the original copier patents had expired. David Kearns, then president, trying to combat cynicism and annoyance at this new program, had said that LTQ was not in the way, it was the way. The Tao is often translated into English as “way“, and the first line of the Tao de Ching says “The way that can be spoken is not the true way.” There were a lot of great things in LTQ, but on hearing the Xerox presidents assertion, I joked that according to the Tao De Ching, it meant that LTQ couldn’t be spoken if it were true. I thought I was just telling a joke, but now I think not.

David Chilcott has run workshops trying to help teams answer this question of value – specifically business value – and proposes building metrics around it. It may sound like this article is questioning the “value” of such an excercise – far from it. If value can’t be ultimately and absolutely defined, maybe it can be locally defined. We all seem to subjectively experience value and quality. And values clarification seems to be a large part of any personal productivity plan I’ve ever encountered.

So let’s find ways of asking this question, “What is value?”, both with ourselves, and with each other in our teams. And even better, let’s find ways that we can determine whether we’re achieving our values or not. But always in a local context, and never being satisfied that we’ve answered this question for all time. Perhaps that is what makes the Big Questions Big – that they must be asked, but we can never trust the answers – at least not for long.

Wendy Keilin came to Missoula from New Jersey for Missoula BarCamp 2010. She gave a warm up talk for which you can find the video. She also convened this very excellent session on how to do make a prosperous living doing what you love.

You can find the full audio for the session in this hour long podcast.

Or you can read the session notes, which are part of the Missoula BarCamp 2010 website. Although many of the comments came from the audience, and the notes don’t give full attribution to all the attendees, Wendy Keilin has been investigating this question professionally for 10 years, and she has been living it for longer than that. Her stories and experience and thoughts around this are a really great start for doing what you love, whether it’s in the fine arts, in music, or in geekdom. One of the best comments I remember from the audience stated that the days of the lifetime job and being cared for by “the company” are over. Not just the music industry is broken – and we all need to build our own client lists and multiple streams of income.