‘The team remains agile after the coach is gone.’

This is my ultimate acceptance test for effective Agile coaching. True Agile Enablement endures.

Whose line is it anyway?

I come across a number of Agile coaches who talk a lot about Agile. Agile is hard because it’s the doing that accompanies the saying that makes a person agile. Nine out of ten coaches I meet are those who live by the mantra of Do-As-I-Say-Not-As-I-Do.

Most important of all, their kind of Agile doesn’t stick. Teams may think they’re agile for the duration of such a coach being onsite, but when the coach is gone, teams are left to make-do and make-believe a fuzzy, undisciplined and/or enforced form of Agile (originally adopted to appease a forceful coach) all on their own.

Give me an example

I recently met Rupert, a charming and personable Agile coach who prides himself on being a doer. He told me that because he was having difficulties with the testers in his client organisation, he had written a code of conduct for the testers so they can work with the rest of the team. A few weeks before that he’d been preoccupied with composing a code of conduct for the business analysts. ‘And these are the rules for developers to follow,’ says Rupert as he proudly points to a flipchart among the numerous flipcharts of commandments that now cover the team wallspace. Eat your heart out Laura Ashley. Forget floral, swallow those words.

Words, words, words

What about Rupert’s team, I found myself wondering with mild anxiety. In my experience, a team has to come up with its own guidelines or manifesto through a collaborative effort. It’s part of the initiation process towards becoming a team. What happens next is the enforcement of the manifesto which should come easily – so long as it originated from the team. Otherwise, the manifesto is yet another group of words with no more meaning than a company’s mission statement, created by a small clique in a galaxy far, far away from the people who deliver business value.

Sock Shop

When coaching, I compare Agile with a pair of socks. The notion of a good pair of socks is likely to vary from person to person. Some prefer pink and others blue while the chaussettes conoisseurs among us might wear Santa socks 365 days of the year. Nonetheless, one thing is certain: we all have a common understanding of what makes a good pair of socks. For instance, most of us would agree that a good pair of socks keeps both our feet warm and dry. Once we understand the purpose of something, it’s easy to distinguish genuine function from fancy form.

Genuine Agile has collaboration built-in to make it last. If you’re living the Agile Values, trust your instinct when it’s telling you your Agile coach is wrong.

Imagine: You nip to the loo in an office building you’re visiting for the first time. After washing your hands, you look into the mirror and what do you see? A see-through sticker with white writing.

‘Bullying. Let’s Cut It Out’

Five simple words. Words that send so many alarm bells ringing. Who let the bullies in? Are they still here? Which teams do they work in? Do people take notice of the message? What difference does that one sticker make?

That’s when I notice there are more stickers running along the wall of mirrors, each aligned above a corresponding sink so you can’t ignore the problem. Or so you would think.

Cultural or Cuisine Differences?

It’s lunchtime. I ask about the stickers as I tuck into the tasty weekly Indian meal. It turns out most people around the table don’t really know what bullying means. So I change my question to one of the developers.

‘Does Candy respect you?’ I venture, bold and plain as the nose on my face.
She’s nice. She answers my questions about requirements,’ he replies with a tired but sincere smile.

I meet Candy for the first time that afternoon. Candy’s friendly enough. She smiles back, teeth clenched.

Communication without respect is worse than not communicating at all

In my experience, respect is the hardest value of all to live by, partly because you have to dig extra deep as it forms the foundation for the other four values. The main reason it’s the toughest to live by is because it’s usually the first thing that most people abandon when the going gets tough.

What does respect mean to you? How would you rate yourself in terms of respect on a scale of 0 – 5 from lowest to highest? Respect begins by recognising, appreciating then leveraging the value each individual brings to a team. How would your team rate you on the scale of respect?

Once upon a time

My manager said to me, ‘The team thinks you’re doing a good job.’ After a short pause he declared, ‘And I agree with them.’ Then a longer pause. I suspected I was in trouble, but I wasn’t sure what for. He continued. ‘The thing is, I’m just not sure what it is you actually do.’

From Dawn to Dusk to Present Day

I’m reading a book described as an ‘intimate portrait’ of the current President of France called L’Aube, le Soir ou la Nuit (Dawn, Evening or the Night) by Yasmina Reza. I was surprised to learn that Sarkozy and I have something in common.

In a conversation with Yasmina about young people today, Sarkozy says, ‘Ce qui est un problème c’est quand ils deviennent indépendants et pas gentils, gentils c’est le plus important.’ (‘The problem with young people is that when they grow up they forget about kindness. Being kind is what matters most.’)

‘It’s nice to be nice’

That was the gist of the answer I gave my manager all those years ago when he quizzed me about why the team was convinced I was doing a good job. I remember glossing over how I did what I did because my manager graduated from the school of stick-and-carrot management (using the Command and Control Management method). He wouldn’t have understood about consideration for others. I knew this because he had previously expressed concerns about my apparently ‘weaker’ style of management.

Although I couldn’t openly admit to my manager that I worked on the principle of Putting People First back then, the team knew and that was plenty good enough for me.

Agile is all about values

Putting People First is also about Communication, Simplicity, Feedback, Courage and Respect. Most people I talk to about becoming agile almost always identify respect as the key value from which the others spring.

What’s less well-known is that respect wasn’t in the first version of the published Agile Values. Some say that respect was omitted because it was a given. Surely people know the importance of being respectful towards one another? But even assuming they know about respect, can we trust that they will always behave in a respectful way? Do you? Towards everyone? After all, everyone is valuable.

In a conversation with Pascal about the values at the SPA conference last month, we both agreed that there is a sixth value: Trust. I’ve seen trust, when combined with respect, empowers teams to grow beyond all previous prejudices and perceived limitations. Trust from a manager or team lead is crucial. Trust among team members is equally vital.

What did you do this week to improve the way you work? How can you show you trust your team more?

After the mailman arrived yesterday morning, I found myself struggling to open my front door. Some of you probably had the same problem.

In my case, I couldn’t open my front door not because there was a gargantuan pile of love post but because I wasn’t at home. I was on an important mission. I was in Brussels meeting a completely new bunch of Agilistas to do work. Serious work.

Mission Impossible

Our goal was to be sure we delivered to our customers what they wanted. We already had a huge backlog of requirements. We had lots to do but no way of evaluating effectively the value of the requirements to our different customers with potentially conflicting priorities.

Each of us in the group had at least three roles. We were:

• A member of the delivery team
• A type of customer
• An individual who wanted to work with and learn from other Agilistas.

The Crew

The individuals present were a great bunch. They were my favourite kind of Agilistas – demonstrably open, friendly, inclusive and enthusiastic. Most important of all, they were Active Doers not Snoozers.

Together, we turned Mission Impossible to Mission Possible. Yes, there was going to be a lot of work ahead of us, but deep down we also knew it would be a great source of fun. Satisfaction was guaranteed so long as we ensured what we did M-A-T-T-E-R-E-D. To our customers and, by association, to us.

What We Did Next

We began by establishing a common understanding, the foundation to any effective, well-functioning group: our values.

1. We began by identifying and prioritising the values of the group using a brainstorming-clustering exercise.
2. Next we identified our customers and grouped them by type.
3. Then, voting using finger poker, we rated the importance of each of our group’s values from each customer’s perspective.
4. Then we reflected and evaluated what the numbers told us. In my experience, this is the most insightful step in the process. On this occasion, everyone learnt something new about the correlation between our values and our customers. This step is usually a useful indicator of the value and quality of data we get from the exercise.
5. Finally we re-prioritised our group’s values in the order of priority to our customers. This is because we all believed customer-value is what matters most.

The Magic Behind the Wisdom of Crowds

Thanks to the Wisdom of Crowds theory, we were able to derive and distil the values that reflected the essence of eleven independent, thinking individuals, each with different perspectives and motivations.

In the time it takes to make a roast dinner, the eleven of us established a common understanding with a common currency: four key values to guide us in what we do based on what’s most important to our customers and what’s most important to us. Of course this is only one way of deriving a value currency. What you end up with that determines whether or not you and your team are doing work that really M-A-T-T-E-R-S.

I like Christmas. A lot. I’ve come to appreciate Christmas like I do weddings. I feel the same way towards Agile. All three operate on a manifesto of sorts that people can choose to either respect and adhere to or flout and play-pretend.

Everyone just wants to have a good time. And why not? In my experience, practicing Agile is a bit like driving. When you tell people you use Agile to deliver projects, you’re signalling intent, one of collaboration instead of conflict. After signalling comes fulfilment, made real through behaviour and action.

It’s like driving to the shops and indicating you want to turn left and then actually turning left. Unfortunately, many of the Agile drivers I meet signal left and then turn right. These are the same people who wonder why their passenger-team doesn’t believe or trust them to drive safely. Unskilled drivers are a menace to themselves and everyone else on the road.

Agile, like Christmas, creates a culture of shared reality. By having a common and worthwhile goal, one that produces genuine value for instance, people will figure out difficult (impossible) problems like they’ve always done: through co-ordination, cooperation and convergence.

Agile is the ultimate endurance test because it demands openness, stamina, consistency and constancy. What would your project be like if everyone tried their best to get along with one another, do the right thing and do things right? It would be like Christmas. Everyday. For Everyman. How civilised.

Make 2008 matter. Instead of letting others make mincemeat out of you. Thanks for reading. Merry Christmas and a Happy New Year!

Yesterday, I participated in the last daily standup with my latest distributed project team in 2007. Special thanks to Pete, Jeff, Smitha, Barry, Owen, Simon, Manoj, Nat, Tom, Tamas, Grant and of course, Ivan! Their greatest achievement was helping to maintain the joy-pain equilibrium that, for me, gave the project meaning. It’s people who deliver projects, but it takes real teams to deliver quality sofware. Most important of all, they helped make learning possible.

‘No egos’ – that’s an observation from the project retrospective we had back in November that sticks in my mind most. How many teams can say that I wonder? This doesn’t mean we were cold-hearted, dull automatons. Not at all. Because we had a shared understanding of what collaboration really means, we raised impediments (even if that meant sometimes we had to face more obstacles than achievements). And we pulled together to resolve them. Everyone just mucked in. You have to acknowledge a problem before you can fix it.

Over time, we came up with our own team manifesto by defining:

• What an ‘open environment‘ means to us
• What a ‘team‘ means to us
• What ‘quality software development‘ means to us.

While the manifesto is an achievement in itself, it clearly demonstrates that the best ideas come from each individual thinking as an individual as well as working as part of a team.

For me, the best day of the project was the team gathering – a day where we began brainstorming ideas that contributed to our manifesto ultimately and the day when we played the XP Game. Team Tarka vs Old Peculiar. The pictures tell the real story: so this is what a no-egos team looks like. Seeing is believing. It’s up to all of us to demand better of ourselves.

It began with MBWA…

I first came across the acronym MBWA (Managing By Wandering Around a concept revived by Tom Peters) during the DOTCOM boom. I’d just started working as a Java developer. Managing By Walking Around is about wandering the ‘shop’ floor and observing how your workers do their job. It’s about getting and staying in touch with the people doing ‘work-that-matters‘* (also from Tom Peters). It’s about learning about impediments so that, as a manager, you can help remove them. It all makes sense.

As far as I can tell, it’s equivalent to Toyota’s Genchi Genbutsu (Go and see for yourself). Unfortunately, the particular implementation of MBWA I was exposed to seemed more like a constitutional, post-lunch walkabout by a manager who didn’t care much about talking to all the people, let alone hear about our progress or concerns.

I suppose that experience made me begin to doubt management. That and the fact that pay increases seemed to be negotiated down the pub instead of being based on performance during work hours.

Call me old-fashioned – it’s simply not right.

Then one day, the time came for me to transition from developer to management. I’d read a lot about Agile and recognised the importance of delivering business value. Like all managers, I was faced with two thorny problems: 1) business value was difficult to quantify, so the movers and shakers sent out an edict of: ‘Do as I say’ using MosCoW rules; 2) developers weren’t enamoured with poorly defined requirements – it’s hard to derive satisfaction from delivering a never-ending ‘something’.

Still, I beat the ‘Deliver-Maximum-Business-Value’ drum, because that’s what leaders do, right?

Business Value = Job + Salary -> Survival + Nice Holidays. For the department. For the developers. And for me.

The Next Killer App: MBPPF!

Delivering business value alone is not enough. Not for me. Doing work-that-matters on its own isn’t enough either. Success means making the most of your options. Maximise your people’s potential and watch your options grow.**

What motivates me most is what I call MBPPF*** (Managing By Putting People First). The MBPPF model is simple, but not easy. It looks familiar because all of its constituent parts are taken from existing models. Good ideas are, more often than not, composites of existing ideas refreshed. If you have to have wheels, round ones work best in my experience.

What does Putting People First mean?

1. Start with a main goal – To deliver value to your customers: Identify what people want (preferably things that would enhance their lives in some way). Something for which there is a demand is easier to sell. This means you can focus 100% on differentiation and quality.
2. Do enough upfront business analysis: Brainstorm how best to fulfil this want (taking into consideration the product’s context such as time and place). Know why people need it, when they need it by, how long they need it for and what else they can use it for.
3. Build a team that cares: Put together a bunch of competent people who want to fulfil this want, as a team of creative, thinking individuals. Show you care by consulting, involving, informing and empowering your team.
4. Everyone does work-that-matters: This is a great motivation for many people. It leads to the elimination of waste and can be leveraged to put best practices in place. When you do something that matters, most people naturally want to get better at it. Now that’s a real bonus.

Sample practices of MBPPF!

• Put people-interest ahead of everything else (and watch the decision-making machine produce the optimal solution).
• Spend time with people because they matter most.
• Hire people better than yourself.
• Know when you need help then ask for it. I’m constantly amazed by what I get back in return.

The rest is based on what works best when you apply the principle of Putting People First. Try it. You might like it.

Useful Footnotes

*Work-that-matters: Have you noticed how many organisations are encouraging their staff to get involved with planting trees and painting classrooms these days.

**I like to maximise mine with Real Options.

***MBPPF: The Disclaimer: Just as any successful diet/fitness regime requires willpower, MBPPF requires people willing to get involved, people who will muck in as pigs instead of play chicken.

It’s that time of the year again: gratuitous displays of a jovial fat man in a red suit scaling miniature gingerbread houses and base jumping off slippery rooftops. If the advertisement boards are correct, it’s also time for seasonal teeth whitening. O! And, of course, the hordes of plastic trees in the shopping arcades. (Better a plastic tree than a tree on death row in the living room.)

Ho! Ho! Ho! Spot the problem

UK tradition has it that shopkeepers save up to pay for decorations to attract more custom during the Christmas period. In return, they get to worry about not only having their in-store goods stolen, but their pricey Christmas baubles being taken too. The plastic card boasting of CCTV monitoring is an example of trust broken. It tells us, loud and clear, that we are a thievery nation.

Where did all the trust go?

It reminds me of when managers give their teams approximate (fictitious) deadlines to work towards instead of actual ones. One date for the development team, another for the customer. Presumably it’s because they think that developers are lazy and won’t work hard without unrealistic deadlines. Such behaviour helps us identify the chicken managers from the pig managers. By keeping the actual deadline to themselves, such managers are witholding information. By withholding information, they are limiting the team’s options to work optimally towards successful delivery. By putting in a false constraint, a manager is actively guaranteeing their project will fail. By doing so, they’re also limiting their chances of personal success. If you are committed to a team, witholding information is illogical.

Teams know when they’re being controlled. Unlike collaboration, the command-and-control style of management can reduce or even eliminate trust. Without trust, there can be no loyalty and commitment. Without loyalty and commitment, you can forget about performance. Chicken managers often confuse collaboration with coercion. You have to put trust in to get trust out.

I’ve been surrounded by a lot of grey for the past couple of months. It may be the dreary autumnal London weather. Or perhaps it’s the sea of sombre suits reflected in glassy buildings in Canary Wharf. Fortunately, going to JAOO for the first time back in September helped cheer me up. Going to XPDay London last week gave me hope.

What worked well: The Highlights

It’s the attendees who make the conference: I met some very cool, contemplative and collaborative people. By cool, I mean friendly, modest and fun. When combined with cool, contemplative and collaborative best describe what people who really get Agile mean to me. Instead of meeting resistance, things just flow.

In an opposing context, the 3 Cs can mean: colluding, corroborative and complicit. Apparently that’s how some people behave when things get tough. Unfortunately, it’s also when how you behave matters most in determining the outcome. Over time, I’ve come to recognise Agile as a mindset and it’s really easy to spot the bona fide ‘Agilistas’ (practitioners of Agile) from those who play pretend. It’s a bit like watching bullies prance about in tutus. They’re usually those who don’t quite ‘fit’.

Creative sessions such as the Conversation Café by Simon Baker and Gus Power asking the difficult question – ‘Have you compromised your agility?’: I especially liked the scene setting with paper table cloths, funky electric tea lights and piles of lollipops. It seemed to me a well-crafted social experiment in which participants were lulled into a comfortable state of mind before being electric-jolted into discussions that challenged their fundamental beliefs in what being Agile means. The combination of this polemic session with Steve Freeman’s panel discussion on ‘Have we lost our mojo?’ helped reunite a crowd that had become fractured by difficult conversations (I described it as invoking a tribal reaction much like football does – understandably, of course).

For me, the best sessions were those that encouraged us to fight against organisational inertia and question conventional wisdom. Simon and Gus did an excellent job of reminding us to challenge mediocrity. It may be the norm in your organisation, but it doesn’t have to be that way.

My three wishes for XPDay London 2008

1. For an inspiring and erudite speaker like David Stoughton to do the opening keynote
2. For an exceptional closing speech that challenges us to take action (because ‘Goodbyes’ are important).
3. To co-present a session with Pascal Van Cauwenberghe, co-creator of The XP Game.

Thank Yous for ‘The Yellow Brick Road’

Special thanks to Tamas Jano and Tom Geary for test-driving the Wizard of Oz game cards. Many thanks to Duncan Pierce for mucking in with what he described as ‘the most unusual session’ he’s ever worked on. And a big T-H-A-N-K Y-O-U to Jim for making shadowy figments of imagination real. If you want to know how the session went, you can read Pascal’s account of it here. Thanks for the coverage, Pascal!