There’s a little more excitement in the air as ShareGate’s developers come into the office this morning. Today, they’re participating in a team self-selection process, which involves choosing their teammates and assignment for the next few months. It’s not their first self-selection session, but this time the stakes are higher because the group will find out who gets to create the new Apricot product using exciting new technology. Since spots are limited for this opportunity, there’s a strange mood in the room, but that’s OK. It goes with the territory as ShareGate empowers its developers to take control and choose their own teams.
A lot of tech companies let managers decide, unilaterally and vertically, who gets assigned to which development team. They base their decisions on factors such as employees’ past experience and aptitudes for delivering the right features. Team makeup doesn’t change often, allowing developers to fall into a predictable routine. This used to be the case at ShareGate. But in 2017, the brand’s coaches and team leaders had a revelation; they realized they needed a new method to reflect GSoft’s confidence in its employees and give developers the power to choose their teams.
Being a developer is a demanding job. To be successful, you need sustained concentration and unwavering discipline. “A lot of developers told us that they needed a change. That’s what prompted us to try group self-selection,” explains team manager Philippe Lavoie.
The process wasn’t easy. There were trials and errors, discomfort, questionable results and frustrations. And it’s not like there was nothing at stake. In addition to enhancing the ShareGate Desktop app (which helps companies migrate to Office 365), the developers were given the challenge of switching to a SaaS model for Apricot (which helps companies deploy and govern Office 365 Groups and Teams) and Overcast (which helps companies track and cut costs using Azure). It wasn’t exactly a safe time to test-drive a new process!
Self-selection is a guided process that enables groups to split into small cross-functional teams. It was designed as a quick and effective method for building stable teams, based on the assumption that people are more engaged and productive if they can choose what they do and who they do it with. The method was documented by agile coaches Sandy Mamoli and David Mole.
The idea is to put as few restrictions as possible on team creation. Here’s how ShareGate usually proceeds with a self-selection activity:
“Some projects are more popular than others, which obviously creates discomfort,” confesses Philippe. In fact, Jean-François Deschênes, who has been a ShareGate developer for five years, says the malaise is often palpable during the self-selection process. “Emotions start to run high if one project is less appealing than the others and everyone is vying for a spot on a different assignment,” he explains. “For example, when we launched Apricot, everyone wanted a chance to use the new development technology. This led to some very awkward conversations and some people martyring themselves by accepting to work on the less interesting projects.”
Philippe is aware of this perception. “After holding self-selection processes for a number of projects, some employees complained that they always felt forced to sacrifice themselves for others. We’re aware of the situation and we’re trying to help them make the right choices.” But at the end of the day, each employee is responsible for the decisions they make.
ShareGate ran four team self-selection activities from 2017 to 2019. “The atmosphere has changed,” says Philippe. That’s because developers have had the opportunity to choose their teammates and projects, which is more engaging than following instructions.
“For me, the people are more important than the actual project. I want to be surrounded by developers who get along and work well together,” says Jean-François, who has been through several self-selection processes. “With the right team, I know we can be effective and have fun along the way.”
“When choosing your team, you should think about learning opportunities,” adds Benoit Doyon, who is looking for new solutions for Overcast that will lead him to push his expertise even further.
“Our initial fears turned out to be unwarranted,” adds Philippe. For example, there haven’t been any conflicts and no one has been excluded. The key to success seems to be giving developers the right guidance. Developers who don’t know which team to choose are told to ask themselves:
Today, each product has a more permanent team to ensure the right mix of skills and knowledge, but team self-selection is still used on a smaller scale to give employees the chance to reflect on their contributions on a regular basis.
So, just how much does this method improve productivity? Philippe would rather not quantify the gains. “Trust now permeates our workplace, and that’s one of the company’s core values. Trust matters more than anything else. It’s more important that productivity or profits,” concludes Philippe.
My job is to make sure that ShareGate’s developers have the freedom they need to create and deliver world-class products, as well as the opportunity to grow together. I’ve always enjoyed getting my hands dirty, organizing events and rethinking the way things get done. Striving to do better always pays off. After more than seven years at GSoft, I’ve learned that the best and most impactful ideas are based on feedback I hear from colleagues.
Explore the future of work