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“What is there about Agile that hasn’t already been said? Lots, actually, but much of it is “elephant in the room” stuff. We know it’s there, and it’s probably big, but we pretend not to see it. Maybe it’s time to start talking about it.”
One of the issues I’ve observed is that we don’t recognize our own dogmatism. A lot of people have a preference for one of the Agile frameworks. This can be for any of many reasons. Maybe it’s the one we learned first, the one for which we have our most recent (or only) certification, the one the “cool kids” are talking about, the one we know the most activities for, the one that “just feels right.” Maybe it’s something else. But we just know our framework, activity, method, process or other solution is the right one. We risk becoming a bit, well, fanatical.
There’s an old saying that if all you have is a hammer, everything looks like a nail. Are Scrum, kanban, SAFe, unSAFe, etc. our hammers?
What if our favoured flavour of Agile isn’t right for the context? What if Agile’s not the answer? What if we open our minds to the possibility that some other solution will work?
Do we talk about this? With our employers and clients? Amongst ourselves? Do we even think about this? Or do we introduce our preferred frameworks, structures, tools and processes and make sure everyone does them correctly?
Perhaps it’s time to think about how we understand the first value of the Agile Manifesto.
Which leads to another conversation. Agile practices were designed to replace current processes, not pile on. They are instead of, not in addition to.
In my long-ago Scrum training, people from a large financial institution, objected to almost everything our instructor told us. “We can’t do that,” they whined. “Audit won’t let us.” I might have called out, “How do you know? Have you asked them?”
As Agilists, our role is to improve the way people work, not add to their burden. Certain reporting requirements and other practices become redundant when teams work in an Agile way. Does the corner office really need that status report when they can see the work board? Is this security practice still relevant?
The same sort of conversation can help us – and our
bosses, partners and clients – understand whether agile practices and actually address the business problem. Or which practices address it and which add no value.
They may have hired us to teach teams to use Scrum properly and get all those user stories lined up in Jira with the right amount of story points to the appropriate decimal place. How is that going to help our clients, our customers or our organization? Perhaps it does that. But do we know? Do they know?
When we have a constructive, two-way conversation about the practices they and we are introducing, we contribute.
Do we wait for the all-singing, all-dancing, all-ducks-in-a-row. super-technicolour Agile solution to come along, all signed-off and budgeted and staffed up with seals of approval all over it? Change does not have to be a big, hairy deal.
We can make change non-threatening – for everyone – by framing change as an experiment. “Let’s try this small thing for a short time and see if it works. We’ll learn something. We’ll use the people and budget we already have. And, if it doesn’t help, we’ll stop it.”
Nothing will convince people you are serious about experiments and empiricism like cancelling a change that didn’t work out.
A few days ago, a colleague asked me what I would recommend new Agilists do to build their knowledge and credibility. I suggested they learn about business – not just business, in general, but their business. We need to understand what are the business results organizations are hoping to achieve through Agile practices. Are we getting them? Is what we’re doing helping?
The software industry has done well to move from a process focus, to a program focus, to a product focus. The next focus must be an outcome focus. What is the point? What are we getting? How is it working?
One of the most disturbing things I have observed is a sort of “Agile Arrogance.” I see Tweets about, “these guys just don’t get it,” and comments about “management morons.” Why are some people so dismissive about people who don’t buy the ideas they’re selling? (Recall the dogma section.)
I suspect they define success in their jobs as “people do what I tell them.” Is that really the deal?
We are hired and paid for our expertise and experience. We offer our best support in the best way we can. People, including those who hired us, won’t always take it. Recall Jerry Weinberg’s Third Law of Consulting: “Never forget they’re paying you by the hour, not by the solution.” Our job is to make the offer.
We offer our mad programming, facilitating, coaching, change management and people skills and experience. They are more likely to be appreciated, and our support accepted, if two other traits are in place. You can’t be certified in them and they may not show on your resume. But people know when they are present. They’re worth discussing – and practising – if we are to improve our profession and our own chances of success as practitioners. We need to develop humility and curiosity in ourselves and nurture these traits in others.
We need conversations about all these things, where we use empathy and confidence, in equal measure.
What I’ve seen, in over 50 years in the workplace, is that real confidence comes from knowing you don’t have all the answers and being OK with that because you’re going to find them – or you’ll find something better on the way.
There’s an old saying, rooted in journalism, that a picture is worth 1,000 words. While we might ask for scientific evidence or challenge the math, most people agree that visuals add enormously to our understanding of things. Humans drew pictures before they developed written language.
And graphics still convey much important information in our physical world.The visual cortex is the largest system in the human brain – and half the brain is devoted to processing visual information. So it makes sense to supplement our messages with visual information. There are communicators, myself included, who believe we should adapt the Media Richness Theory, which puts face-to-face communication at the top of the scale for conveying information, to add a higher level, face-to-face with a whiteboard.
All this has led to the evolution and growing popularity of visual facilitation, in which we create images, in real time, to stimulate, focus, enhance and record a discussion. You don’t need to be particularly good at drawing to do this well. The key skill, according to experts, is listening. Sound familiar? That’s the key skill for coaches, facilitators, communicators, product owners, user experience experts and, well, pretty much anyone in a leadership role.
There’s a “visual vocabulary” that anyone can learn. One of this is “bikablo,” a method that emerged in Europe and has caught on worldwide. You master basic techniques for simple illustrations that you can mix. match, adapt and use to tell the story of your meeting. (Leanintuit is bringing bikablo training to Canada – November 27-28. See below for registration details!)
If you can get to Toronto for a couple of days at the end of November, you have a unique opportunity to learn visual facilitation from the best. We’ve invited Andrea Rawanschad, of the bikablo academie , in Cologne, Germany, to return to Canada and run a second two-day workshop. The first Canadian session, earlier this fall, sold out quickly and was a hit with participants. For those who couldn’t attend the first session – or didn’t know about it – we’ll be gathering in downtown Toronto on November 27 and 28. With a maximum of 12 people in the class, there are just a few spots left, so don’t delay. To learn more and register for this unique experience, follow this link.
If you have questions – contact me.
Yesterday, at Agile Coach Camp Canada, I had the privilege of leading a group conversation about taking care of yourself as a coach.
The Big Idea is like the instruction flight attendants give us, “If you are travelling with a child or someone who requires assistance, secure your mask first, and then assist the other person.” As coaches – or as anyone – we don’t have much to give others if we don’t take care of ourselves.
The coaches who gathered for the session agreed that people attracted to the work of helping others often put our own needs behind those of our teams and our organizations. That habit can result in fatigue, stress, and burnout. It impacts relationships both at work and at home.
Here’s the list we built in the conversation:
What can we do to take care of ourselves?
Notice when you’re feeling depleted.
Show yourself some compassion.
Give yourself some space.
– Close the door
– Go for a walk – preferably outside, in a pleasant place
– Physical activity – “I bike to work.”
– Announce it, in a light way. “I let the team know I may be a bit of a Grumpus today.”
Do something you enjoy and are good at
– “I do some real, individual coaching. That lets me see I’m making a difference. It’s almost like a gift to myself.”
Use your network
– “I call another coach and I know I’m not in this alone.”
– “I get coached myself. It’s time I have to focus on me.”
Make your work and success visible
– Personal kanban
– Read your fan mail
– List your successes
– Find a win, however small
Spend some time in reflection
– Mindfulness practice
Let people know what’s fun for you
– yours and others
– “Accept that our work is messy and it’s a journey.”
Say “no” to more work
– “If you can’t say “No” then your “Yes” can turn into a “Maybe” ”
– “I’d rather disappoint you now, with a “No,” than disappoint you later by being unreliable.”
– Think of things you’re grateful for
– Practise thanking – and accepting thanks
– Appreciate it when others thank you – and show it
– Savour the kudos
Know your purpose and only do what’s aligned with that
Spend some time just doing nothing
– “The brain needs to rest just like any muscle.”
– More hugs
One in our group, Gitte Klitgaard, was on her way to a tech conference in New York where her talk was “Stress and Depression – The Taboo and What We Can Do About It.” A link to an earlier version of that talk is at vimeo.com/106927863
Our conversation reminded us that we need to recognize we’re human and show ourselves the empathy and compassion we show our teams and coaching clients.
Note: If you are an agile coach and have never been to an Agile Coach Camp, plan on attending one when you can. They are impossible to describe and they are amazing. There’s one, this weekend, in Calgary, Alberta and one coming up in Washington, DC, August 1st.
When I first studied accounting I was astonished that “goodwill” is something you can quantify and express with a financial value. I’d always thought of it as kind thoughts towards my fellow humans. Those are valuable, for sure, but not exactly something you can put a dollar sign on.
Along come generally accepted accounting principles (GAAP) to tell us that goodwill isn’t just about benevolent feelings towards others. It’s also the amount one company pays to buy another that’s over and above the tangible value of the assets being acquired. How could a company be worth more than its tangible assets? A strong brand, customer relationships, intellectual property and existing contracts might qualify as goodwill. It sits on the balance sheet as an intangible asset.
It’s interesting to ponder the value of goodwill during this season of “Gloria. Peace on Earth to men of goodwill.”
Goodwill, the kind thoughts variety, makes us worth much more than our tangible assets. It connects us to others, something we need to keep us human. There’s ample evidence of a link between the mind and the body that suggests positive thoughts and acts of generosity lead to more than just good feelings – they promote physical health. The explanation is that reciprocal benevolence kept our ancestors alive back in the days of “kill or be killed.” So we’re wired to be kind to each other.
You might argue that we don’t have to look far to find people whose learning or circumstances and choices override that basic human inclination towards goodwill. We see the impact of extremism and zealotry on the nightly news.
As I write that, I’m reminded of a quote from Anne Frank, who wrote, as she was hiding from the Nazis, “Despite everything, I believe that people are really good at heart.”
We can choose goodwill. Each of us can do our own bit to look for the best in others. As coaches, it’s our job to not only see their best but also to help them see it – and do something with it. Anne Frank said it best, “Everyone has inside of him a piece of good news. The good news is that you don’t know how great you can be! How much you can love! What you can accomplish! And what your potential is!”
This is a series inspired by House of Friendship Kitchener’s 12 Days for Good project. There’s a theme for each of the 12 days – no pipers piping required. Learn more at http://12daysforgood.com
My first official memory of safety involves Elmer the Safety Elephant. We met him in kindergarten and he was a fixture in our primary and elementary school lives. Since “an elephant never forgets,” Elmer’s job was to remind us to be careful. He had his own flag and it was a big deal to help put up the Elmer flag every day, signalling that the school had been accident free. He had five safety rules:
Elmer was born in Toronto in 1947, through a collaboration of the mayor, the police department and one of the daily newspapers. This vintage CBC video tells the story. (It’s worth a peek just to see the cars.) Child accidents declined and word spread across the nation. A national program followed and children in the hinterland, like me, got to meet him and learn and practise his five rules.
“Whatever happened to Elmer?” I wondered, this morning. Well, boys and girls, he’s still around. Like so many other celebrities, he’s had a facelift to counteract the effects of aging. And today, in addition to traffic safety, he now dispenses wisdom about fire safety, railway safety and Internet safety.
As adults, how do we channel our “inner Elmer?” Safe driving, snow tires, shovelled sidewaks, fresh batteries in the smoke detectors, holding the handrail and, yes, looking both ways – all these promote physical safety for ourselves and others.
I also think about another sort of safety.
One way to do that is to be conscious about our communication. We can assess the impact of our words before we speak them. We can share the intention that lies behind them. We can listen to understand, rather than simply to respond.
We create a climate of safety. Just like Elmer.
This is a series inspired by House of Friendship Kitchener’s 12 Days for Good project. There’s a theme for each of the 12 days – no geese-a-laying required. Learn more at http://12daysforgood.com