CAL class Focused on EXPERIENCE

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CAL class Focused on EXPERIENCE

I’ve been teaching a Scrum Alliance, Certified Agile Leadership (CAL-I) class since 2017. In that time, I’ve evolved quite a bit in my goals, intentions, and approaches within the class.

Initially, it was all in-person and largely a training event. Sure, I tried to share my experiences and the feedback was great. But I don’t believe folks left with much more than knowledge. And often I’m guessing, 6-months later, much of that knowledge had faded into the chaos of real-world agile execution.

Over time I’ve transitioned from wanting the class to be a learning event to more of a holistic experience. An immersed learning experience that I hoped would have—

  • More lasting impact on attendees;

  • Not easily be forgotten;

  • Causing ongoing reflection, experimentation, and discovery;

  • Improved ideas for new ways of leading.

Then, when Covid-19 hit and I pivoted the class to virtual delivery, I was even more intent on creating an experience for attendees. As much to retain their level of engagement as for the learning and retention.

So, what have I learned or focused on?

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GCF – Pick Two?

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GCF – Pick Two?

I’d like to disagree with this premise. That is—picking two characteristics of a service and then compromising on the third. I think you have to lead with something and not two-things.

For my coaching practice, I always try to lead with GOOD. That implies I lead with—

  • Experience

  • Skills

  • Principles

  • Ethics

  • Client-centered…

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I'm back...

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I'm back...

In 2016 I joined Zenergy Technologies as their Director, Agile Practices. I worked with a wonderful group of colleagues while there and served a variety of fantastic clients. In 2019 I decided to join my friend and colleague, Mary Thorn, at Vaco Agile to see what we could do there in building out an agile practice. I was torn about leaving Zenergy, but I felt a pull to do something new with Mary.

Long story short, I had about an 18-month run at Vaco and have some wonderful experiences. But then Covid-19 happened. And I’ve decided to…

Come BACK

and rejoin my friends and colleagues at Zenergy Technologies to again pursue the dream of creating the best, most kick-ass agile practice on the planet. Yes, I said it and I mean it.

Our Team & Capabilities

One of the cool things about Zenergy is the depth and breadth of our team—

  • Shaun Bradshaw - is the VP of Agile and Testing Practices with ~20 years of experience.

  • David Dang - is the VP of DevOps & Test Automation with ~20 years of experience

  • Bryson Osborne - has DevOps completely covered with ~8 years of experience

  • John Cavalieri - Agile coach and Scrum Master extraordinaire with ~8 years of experience

  • And me - I’m covering the deep & broad agile space for the practice with ~25 years of experience.

Between us, we literally have ~80 years of experience in software development, testing, automation, DevOps, and incredible Agile chops. And when you’re trying to transform the way your business does business—experience counts!

It’s one of the reasons I’m rejoining the team. First, to be part of such a strongly skilled and experienced team of coaches and consultants. But secondly, to bring this expertise to my RGCG clients in my own engagements. What a win-win!

Wrapping Up

I can’t tell you how excited I am to be back.

And in the interim, Zenergy has broadened its expertise and service offerings to be able to serve our clients across the entire spectrum of Business Agility and Agile Transformation. Literally, there is nothing we can’t help you with on your journey to improved results.

Stay agile my friends,

Bob.

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A Coaching Alignment Story

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A Coaching Alignment Story

I’ve known Mary Thorn for around 10-years. We’ve grown up together coaching and teaching agile to a wide variety of organizations and teams. Mary calls me her mentor, so I guess I am. But I’ve probably learned more from Mary than she’s ever learned from me.

We’re friends, colleagues, and incredibly like-minded when it comes to agile strategies, tactics, tools, and techniques. So, on the surface, you would think we’d be in permanent, lock-step alignment.

Sure, we have our disagreements. For example, one of the big ones relates to SAFe—

  • I’m a recovering SPC and Mary is a hardened SPC.

  • She loves the framework and I tolerate it.

  • She leverages it in her coaching and company contexts, and I normally don’t.

  • In a word, Mary is SAFe, and I’m not that SAFe.

But they are quite few and far between. And, we often have a bit of fun with our differences. So, we’re aligned, right? Well, we are and we’re aren’t.

Let me share a quick story…

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Motivating Agile Teams

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Motivating Agile Teams

Someone approached me the other day for some coaching advice. It seems that they’re in a Coach / Scrum Master role and have a team that, well, isn’t doing very well.

They’re pushing back on the use of agile approaches—seeming to be going through the motions of Scrum. They’re not delivering much in the way of value. And, to use his words, they’re simply not motivated. Which was his question—

How do I motivate this team?

Certainly, this isn’t the first time I’ve heard this question and it certainly won’t be the last. My first thought though was—you don’t motivate a team; they have to motivate themselves. But, as I answered the question, I thought of the following as a Motivation Continuum for today’s teams—

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The Lost Art of Face-to-Face Communication

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The Lost Art of Face-to-Face Communication

I was chatting with a friend the other day about his frustrations in having a solid conversation with one of his colleagues. 

It seemed he has very specific ideas around making a product decision. One that would disrupt the status quo a bit, but in his mind, was the absolute right decision. He had sent several emails to the decision-maker and they’d just kept putting them/him off.

I’d asked if he’d called them and he looked at me as if I was crazy. He was like…

  • They don’t often answer their phone as they’re busy, so that doesn’t work;

  • They don’t like to talk face-to-face and, frankly, neither do I;

  • Why can’t they just make a decision in my favor and respond in email? Oh, and taking appropriate action?

We left it that he should call them or, better yet, Zoom them with both cameras on. I felt that he was missing an important aspect of human connection. In fact, he wasn’t “connecting”. He was lobbing ideas out into email without any emotional or physical connection.

I’d like to share a communication list with you. On the top, are more effective ways to communicate. And, as you go down the scale, your communication increasingly loses its effectiveness and connection—

PLUS - Rich Conversation / Connection

  • Face-to-face, in-person (outside office)

  • Face-to-face, in-person (in office)

  • Face-to-face, virtually with both cameras ON

 NEUTRAL - Ok Conversation / Connection

  • Virtually, cameras off

  • Phone call

  • Slack threads

  • Email

MINUS - Terrible Conversation / Connection 

  • Texts, other forms of chat

  • Slack

  • Legal correspondence

  • Telegraph/Morse Code, Smoke signals, Pony express

Wrapping Up

I’d like to encourage all of us, particularly in these challenging Covid-19 times, to not lose the art of face-to-face communication. That is, talking to each other.

I mean…really talking!

Let the passion, body language, expressiveness, and emotion shine through. Ask questions in real-time. And actively listen to the other person. I mean…really, deeply listen!

See what happens. You might just regain the lost art of face-to-face communication that Dinosaurs like me have historically found to be quite valuable.

Now if I could just find a payphone…

Stay agile my friends,

Bob.

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Story Sherpas

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Story Sherpas

I’ve written a lot about product ownership, product backlogs, and user stories over the years. But the other day it struck me that I hadn’t shared something that has worked well for me for many years.

It’s an idea that is coupled to two notions—product backlog refinement and the 3-Amigos metaphor for story evolution.

I noticed in several companies I’ve worked for that teams struggled with getting the stories effectively delivered. There seemed to be, for lack of a better phrase, a lack of ownership in story delivery. That is, stories often missed the mark in functionality, quality, integration, etc. And when we discussed this in our retrospectives, there was a lot of finger-pointing and blaming, but no real solution ideas.

I believe I tried this first at a company called ChannelAdvisor around 2007-2008. So, you can see why I’m surprised that I haven’t thought to share it until now.

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Resistance!

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Resistance!

Many of you know that I often like to begin an article with a musical connection if I can.

The band Queensryche is a fairly well known heavy metal band who had a song Resistance. It’s not my favorite song of theirs, that’s probably Best I Can, but it’s a good one. And it was running through my mind as this topic rose up in my thinking.

But moving on…

I was hosting a Coaching Clinic at the Agile Online Summit this week (late October 2020). In our Monday and Tuesday clinics, about ten people were looking for help in overcoming resistance within their agile contexts. Leadership resistance and team-level resistance were neck-in-neck as being problem areas.

As I was facilitating the coaching sessions, it made me think about resistance. And I remembered an old (mature, but still relevant) article written by Dale Emory on resistance entitled—Resistance as a Resource. It was published in 2001, so about 20 years ago. Dale also used to share on this topic at conferences.

I’d read it several times over the years, but I read through it again. And as I did so, it resonated more with me now than it ever had before.

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Time

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Time

I’ve always been a huge Pink Floyd fan. And Dark Side of the Moon is one of my top 100 favorite albums of all time. And Time is one of my favorite songs on it.

Here’s a snippet from the lyrics that I think serve as a fine entry for this post.

So you run and you run to catch up with the sun but it's sinking
Racing around to come up behind you again.
The sun is the same in a relative way but you're older,
Shorter of breath and one day closer to death.

But I digress…

I’m mature, experienced, or old enough to remember a time when software development was treated as a time-based activity.

You were measured by—

  • How fast you typed

  • How many lines of code you wrote (per hour, per day, per project)

  • How many hours you worked (typing as fast as you could)

  • How much time you spend (not typing) in meetings, writing documents, etc.

  • How quickly you could hack-together a design

  • How many bugs you produced

  • How many times you had to rework your code

  • How many breaks (bathroom, lunch, etc.) you took and for how long

I believe the thought at the time was—the more time you spend working, the more value you delivered to the company, the more you earned your pay. The optimization goal in this case was on time and production.

Sounds like a really good model, doesn’t it? And I’m not joking with the above. This was real!

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On Feedback

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On Feedback

I came upon this short video by Erin Perry the other day that made me think a bit about how I’ve been giving feedback.  

To be honest, I think I have some more growing to do. She categorized feedback into two types—

How to do what you do better feedback

  • Seeing you

  • Seeing your energy

  • Yes, and

  • You’re not broken

  • Empowering

  • Inclusive

Versus…

That’s not how I would do it feedback

  • Undermining their voice

  • You are wrong

  • You don’t belong

  • Incites a defensive response

  • Exclusive

  • Disempowering

You might want to watch it and consider fine-tuning your own feedback giving habits.

Thank you, Erin!

Stay agile my friends,

Bob.

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