 the tools and the skills and the training that we needed to be able to solve the problem. We should have required that from our manager. And if we didn't do that, it's up to us. Okay. So you see you need to meet them where they are and I don't know where your team is. So it's difficult to say you need to use the proper tools for the situation. That's why I say there is no such thing as a recipe but depending on the maturity of your team. Because groups develop also in different phases. And I think that's also part of the future development training later that we go through these different group development phases from immature team to high-performance team. And what kind of leadership will you use? If you have a very immature team, you need to give strong support, strong guidance, give psychological safety and security so that you move into the next phase which is characterized by a lot of conflict so that they can handle that conflict in a healthy and productive way. So that's about healthy conflicts. It's also in another session. Let's go ahead and talk more about that. Just tasting it a little bit more. Okay. Good discussion and thoughts and questions about this. So I'm going to please. I'm not making a video because it's just the text. But when we have a high alignment, but without autonomy, we need to cross the river. I want you to build a bridge. And normally we're here too. I hope someone is working on the river problem. We have a lot of autonomy, everyone can do it, but there's no alignment. And the idea is that. We need to cross the river. Please, see how. Because it's not necessarily to be a bridge. You can find out that a boat or a raft can be better. And the team that has the knowledge for that. But it's the leadership that has the vision. What would be my provocation at the moment? A series of constructions with very strong names in the market, with M, with P, with A, with P. With B. You saw that I didn't speak with A, right? But these constructions bring a series of elements and references and definitely Spotify is a place of a lot of inspiration. But we can't forget the culture that is there. Look at all the examples that Pia brought from a company, Sueca, so different from our daily lives, because what happens? There are a series of pre-requisites and premises for me to establish a model with that. And it's not simply to group people in terms of a situation, of a theme. And if there are tech people or tech people with some specific competences, no, man, it's an autonomous group, working, deciding, creating solutions for real problems. So, these premises are always missing. And then, if you make the wrong design, you can't call it design. If you call it reorg and wrong, you can't call it reorg. Then you try to call it redesigning, but you can't do that either, because the premises are not established. The mind-set of the people weren't broken. I still work in a control-control model and I want to create a squad, I want to create a guild. It doesn't make sense, you know? So, my question is, when an agilist says, but this guy seems so bad, we want to be heard so much. But one thing I also realize, which is a criticism, is that this is my team. What can you do? What you have the capacity to do. And this has to be seen. Sometimes it's one of the roles and we understand the limit of this team. It's no use to have this team and want you to do what the squad does. Perform as a squad. You are this team. It's cool to understand the potential of each one and use it. And this is a very interesting thing. Sometimes we get upset, because we want more results, we want more things, we want to see that it's not possible. Either you have more people in your team and other people, or you will have to work. And when you get to this point, it's very nice, because things start to happen as they should. At the rhythm. And Sweden, because they have this philosophy of life, working with what we can. Don't be amazed by the monstrous things we have to see. This is cool, it's a culture. So the concepts of this session, before we are in now, is to establish constraints, I think. It's to elevate instead of delegate. So you hire smart people not to tell them what to do, but they should tell you what to do. So it's not about delegating stuff to people you hire, let them teach you something. And this one is also about establishing constraints. As I said before, the rules of the game needs to be clear. There should be a few simple rules, not too many, not too few, but enough. And you can always work on the rules around the system to make sure that you have enough and the right rules, let's say. And then there is the third topic here and I don't understand Portuguese so maybe you want to help me. Oh, delegating outcomes, right? Yeah. It's delegating outcomes. Delegating outcomes. The idea that we work here as a concept is to delegate the idea of responsible results and not a task. We are used to delegating the task, but how can I focus on the delivery of value, prioritize this value flow and use better these resources and delegate to you the results. So I hope that you will generate this result and not that you do this task. So the idea is to work harder on the issue of, if we attribute tasks, we can aim for motivation. Because if you do this, then all that time I don't like this, I don't think it's this way. So, people, you have to get to this result and then this is your responsibility. Now, how are you going to do it? Are you going to organize yourself for this? So the idea is this, we give the goal, the goal and this enables, I want to say two words there, which is the engagement and the other activity. And when you have a goal and have freedom for this, you engage and are more creative. Which is the idea of we need to go through the river. Discover how. The result you have to reach, what? To get to the other side of the river, how? Then you will organize yourself for this. And then we do the exercise. Yeah, the exercise is outcome delegation poker. We have some delegation poker cards. There is also, if you prefer to use your mobile phone you can find the agile people cards on, if you go to your web browser on your phones and you hit agilepeople.com slash AP delegation. The web address is right there. That's where you can find the cards on your phone. If you want to use them So you can spread this address to your team. You can use your mobile phones to show the different levels of the cards. So we'll take some time and find the cards or the cards on your phone. Make sure you understand how to read it. Yeah, exactly. So then you choose one to six. And the one, for example, we press here to get the two cards there to remember. Maybe you can show that to everybody how to do it. So, on the website you have the cards. And there on the bottom you choose which card you want. Yeah, there you go. We have the version printed that you can use. And on the phone you choose and show it to everybody, right? That's what you asked about Management 3 Santos, right? You can get the tools and in the case of Pia Maria, she adapted and created her own style. The CBA even uses five levels of generation. This CBA company needed a culture training and they worked five levels of generation. The two and the three are together and the five and the six are together. So, the delegation is not binary. It's not that we delegate or we don't delegate. We delegate on a certain level. There are different levels of delegation. The first level is we don't delegate at all. That's level number one. The second one is we sell our decision as managers to the team. Okay, team, I made these decisions. Don't you think it's good? You know? They don't, they don't. That's everything. That's level two. Level three, however, is when you first ask feedback from your team hey team, what do you think about this decision? I want to make. And then you let the team's thoughts influence your decision. Level number four is we decide together. Thank you. We need consensus. This is the most difficult, most time-consuming level overall and I hate it because in Sweden we always need to have consensus around every decision we make. Everybody needs to agree. And it takes for forever. So we stay there and we don't make decisions, we don't move forward. I prefer level three for level five. Now we cross onto the team decision side. So number five is when the team asks the manager for feedback on the decision that they are going to make. They let the leader affect their decision but it's ultimately the team who decide. And number six, then the team decide and then they explain to the boss, hey boss we made this decision, don't you think it's good? Just like on the other side, the leader did the same thing today. And number seven, the team decide. The leader doesn't even have to know about the decision and it's not such an issue. It's not a strategic issue. It's something about the how which the team decide anyway about. Let's say it's about coding language or principles for coding that they agree around in the team. The manager really doesn't care about it probably. So they don't need to share that kind of decision. But now we're going to play outcome delegation poker which means that you have some delegation poker stories in your books. And the story is here and we need to decide how the card will go. And then you're going to play at the table at the same time. And then you're going to see the differences and discuss it. So for example, Paula thinks it has to be level seven. No, the team isn't ready for that. And then you're going to show the card or you're going to play. I don't need to forget there's one important rule you don't show your reply just like in poker. You put down your card and you keep it for yourself until everybody's ready. Then you turn around and you show. Or you can show your mobile phone to show level one to seven. What do I think is the profit this delegation level in this particular case? And this is the secret of the technique. And then Paula said, no, I'll show it to everybody and I said, no, you have to be together. No, but I won't change it. I just want everybody to be together because there's no influence. What is the time of the exercise? With what? Calm. 15 minutes. No, you choose some. You don't have to do that. 20 minutes. 20 minutes. You don't have to do that. You can do it in 20 minutes and discuss it yourself. Because you're going to play the cards and maybe you don't agree. Then you listen and play again until you get to when you get to this part it's up to you. And then you're going to play. It's okay to have different opinions. This is a training. You can just go through first one, second one, third one and listen to each other's views. And then argue for your own view but you don't need to agree and that's the nice thing about being in a training. You don't need to agree about a decision. In reality, you will play several times with the same story. It's your freebie. You will play with it so I don't tell you. Every game I play you play the game. You play the game. You play the game. You don't need to agree. You can do it. You can do it. You can do it. You can do it. You can do it. You can do it.