What better way to begin the new year than with a new team? I met my new team for the first time last week. And so we started our 6-week journey together with Iteration 0, jampacked with a flurry of team building activities and Agile training.

Agile: The Full Mind and Body Workout

Beginning with an Iteration 0 is always a strong way to start. Most important of all, it’s always a good idea to warm up if we’re serious about having fun.

We began with a team ice breaker exercise as folks introduced themselves to one another, first by sharing a pet love and pet hate and then by exchanging three interesting facts about themselves. Next we moved onto creating and laying down the foundation stones to any high-performance team: a team manifesto created by the team for the team.

And of course no Agile training is complete without an Agile Games Day, made up of the ubiquitous Agile Game (also known as The XP Game) and The Business Value Game. In my experience, the best way to learn Agile is by doing. The doing in turn triggers a lot of useful thinking and talking.

‘Agile makes you think. It questions everything you do,’ says one of the developers. ‘The best thing of all is, it makes you deliver value bit by bit over time instead of waiting until the last minute,’ quipped another wide-eyed team member.

What Agile means to me

One way I measure the progress of a team learning to be agile is by using the Agile Values. It’s also a great way of gauging my own agility.

• Communication – Does the team question everything? Does the team flock?
• Simplicity – Does the team do what’s needed to satisfy acceptance criteria, no more, no less?
• Feedback – Am I learning from how different people respond to the way I work? Do I adapt myself to become more effective?
• Courage – Can I accept that I’ve much to learn? Do I help create an environment where others can be courageous, too?
• Respect – Do I believe that everyone brings value to the team?

Agile Values++

• Trust – Do I have an open mind? Do I believe in the team’s wisdom?
• Transparency – Do I share, share and share: from what I know to what I don’t know and the joy and growing pains of becoming a team?

One thing’s certain: we’re learning. Fast. Are you?

Question and Answer

(At a conference in Paris back in 2008)

G.: You understand that Agile is about people and change.
P.: Go on.
G.: There’s a film called ‘Clean‘ in which a character played by Nick Nolte says, “People change. When they don’t have a choice, they do change.” What do you think of that?

In my experience, there are two reasons why people change. One, because they want to. Two, because they have to. Think about the two kinds of reasons as an equation of sorts. Let’s imagine the Individual as the subject of change and Change as a force operating on the subject.

Type One Change: Because I want to

When you want to change, and I mean really want to change, you are committed to making it happen. That commitment is characterised by determination and perseverance.

You know there’ll be blood, sweat and tears, but it’ll be worth it. You are 100% aware of the benefits the change brings and then some. You actively look for ways to inject an element of fun into everything you do. You do this because you know having fun makes you want to do something more and doing something more makes you better and better at what you do which, in turn, accelerates the change process, taking you closer to your goal sooner.

And whenever the going gets tough, you don’t give up. Instead, you summon up the vision of what life would be like after the change and you double up your effort. You run at a steady pace. You feel empowered to determine your destiny. Change feels good.

Type Two Change: Because I have to

You are uncertain about the change happening around you. You’ve probably glimpsed your Wall and are dragging your feet. You wake up in the morning feeling glum about your work and life in general. And you’ve every right to feel the way you do. You find yourself always playing catchup and all you can think about is what happens when you get left behind. But it doesn’t have to be this way.

Type Two Change is always the more stressful of the two precisely because it feeds on negative thinking.

Change your tune to make change happen

Here’s what I do when I find myself stuck in the Type Two Change frame of mind:

• Hang out with folks who are into Type One Change: Quiz them about your concerns. Don’t worry about dampening their spirits, they’re committed to change and will appreciate your thoughts on how the change is going. Find out what keeps them going.
• Listen with an open mind: Quieten down the little voice in your head that begins every sentence with “Yes but, No but”. Challenge everything you think. Take notes so that you can replay conversations and meetings. Take time to reflect and absorb your conversations and experiences.
• Work at a sustainable pace: Going through the toughest change for me is like training for a half-marathon, it’s likely to be something entirely different for you. Find the hardest thing you can imagine doing and use that for comparison whenever the going gets tough to help put things into perspective. Remember to keep moving as well as take regular breaks. The best time to take a break is just before you need it. Avoid running on empty.

Committing to Change

It’s always better to lead yourself from the front rather than from behind. No one can make you change. Only you can change yourself. Once you think: ‘I do!’ you do.

One of the most enlightening books I’ve ever read on management is ‘What Got You Here Won’t Get You There‘ by Marshall Goldsmith. This book has helped me make sense of my experience as a manager long after I stopped being one. Most importantly, it has helped me come to terms with what Continuous Improvement really means.

What got you here won’t get you there

Marshall is an executive coach who helps people change for the better. He helps people change by making visible the impact those people have on their colleagues. He believes that most of us can be cured of our bad habits by making small changes.

One of the key tools he uses is Feedback. First he points out our bad habits. Then he highlights the impact our bad habits have on our colleagues. Finally, he demonstrates how, with the slightest of ‘behavioural tweaks’, we could make everyone’s work lives so much more pleasant. 

The Success Delusion

According to Marshall, the more successful you believe you are, the harder it is for you to change. His recommendation is for us to put down our ToDo list and focus instead on our STOP DOING list. Look around you at work. Can you identify the top 3 bad habits of your most irksome colleague? And what about you? Can you recognise your top 3 bad habits?

Sticks and Stones

(During a peer coaching session)

P.: I would like some feedback. Do I come across as patronising?
Agile Coach: Not at all. Why’s that?
P.: Occasionally, certain individuals say they find my sessions patronising.
C.: (Pause) I don’t think it’s got anything to do with you.
P.: But there’s clearly an issue. I ask them for suggestions, but we seem to always be short of ideas.
C.: It’s up to me to decide whether or not you come across as patronising.
P.: (Silence)
C.: Another example is when people feel insulted. I can’t remember the last time I felt insulted. I always assume that people are trying to help me. If they give me information I already know, they’re just being helpful. People decide for themselves how and what they think.
P.: Thanks for your feedback.

Walking the Walk

For me, calling myself an Agile Coach is like painting a target on my back. It forces me to be better than I was yesterday, every day. And that can be exhausting. I push the question about patronising sessions onto the stack of Puzzles I carry around in my head for safekeeping.

I know that I’ll probably have to walk around for days, carrying the question in my head, in the hope of finding ways to improve the way I come across during sessions. I’m confident an answer will manifest itself so long as I’m open to changing myself for the better.

Congratulations! THE BIG DAY you’ve been training for for the past 364 days will soon by upon us. It’s time to cash in on the benefit of the thousands of Agility exercises you’ve been putting into practice at work. Let’s hope all the agile flexing of both brain and brawn pays off. 

Ho! Ho! Ho! Contenders ready?

If you think Christmas Day is a day off, you’re wrong. The 25th of December is the single day of the year when most of us will be trying our hardest to be true to who we are and what we believe in. If that’s not hard work, I don’t know what is. Welcome to Ultimate Agile (also known as Christmas Day with all the family). Are you ready for Ultimate Agile?

Why not have black swan instead of turkey this year?

The problem with Christmas with the family is this: If you do what you’ve always done, you’ll only get what you’ve always got. The good news is that it doesn’t have to be this way. The Ghost of Christmas Past, Present and Future comes in the form of Nassim Nicholas Taleb, author of The Black Swan, who offers us a chance to understand how we can change our fate.

‘History is opaque,’ writes Taleb, ‘You see what comes out, not the script that produces the events, the generator of history.’ Taleb identifies three ailments of the human mind whenever it comes in contact with history. He calls them the Triplet of Opacity.

The Triplet of Opacity

The Illusion of Understanding, where everyone thinks they know everything there is to know about everything when in fact they don’t

The Retrospective Distortion, how we use hindsight to explain strange and mysterious things to make-believe that we are in control

The Overvaluation of Factual Information and the Handicap of Authoritative and Learned People, how we listen to and believe in those who appear to be experts but fail to give practical answers that work beyond textbooks

Wise is she who knows she does not know

In my experience, destructive human behaviour arises out of what Taleb calls ‘agressive ignorance’, or a fear of looking stupid that is greater than the fear of being wrong. For example, being asked something to which you don’t know the right answer is the event. Agressive ignorance is the emotional response. The script invisible to the naked eye reads:

1. I know deep down that if I’m wrong, I may have to change.
2. Change requires effort which I’m not sure I can be bothered to invest.
3. The effort might go wasted if I fail.
4. If I fail to change, that makes me a failure.

So what’s the antidote?

Whenever I’m in a spot of bother, I remind myself of the Agile Values: Communication, Simplicity, Feedback, Courage and Respect. When I feel comfortable living and breathing the first five in a given situation (Think: ‘Baby Steps’ or ‘Incremental development’), I throw in an extra two: Trust and Transparency.

For instance, before a discussion becomes a deafening shouting match, I ask myself: ‘How can I be a better communicator?’ to which my brain resourcefully volunteers a myriad of options such as ‘Listen more! Talk less. The two of you have reached an impasse, ask for help or clarification.’

The only thing most people seek at family gatherings is understanding. It’s the same at work. Why not treat your work self at home to a Christmas helping of black swan?

Merry Christmas one and all!

Half way through my Christmas shopping mission, I meet up for coffee with my friend TJ, even though he drinks neither tea nor coffee. I tell him about an article I’d just been reading about people’s fitness and gyms.

‘According to the highly experienced instructor in the article, most people put in around 7/10 amount of effort when they workout,’ I say, pleased to have committed to memory what I thought was a useful factoid.

There’s a split-second pause as the thinking cogs click into motion and then TJ says, ‘Most people work out at 3. Out of 15.’

Baffled, I’m silent for some time. Of course there’s no real way of knowing whether or not his statement is factually correct, but it resonates with me. It also casts a dark shadow over the past couple of weeks whenever I’d managed to shave a couple of seconds off my 5k PB.

‘You can run faster than that,’ TJ says.

‘How do you know?’ I huff, indignant of so bold a challenge.

‘Because I’ve seen you do it. Once.’

And I had. I’d just forgotten.

As an Agile Coach, the greatest challenge for me on any Agile Enablement gig is The Wall. And I don’t mean the Project Wall (aka Kanban Board), the one with the iteration backlog on display for all to see, where stories and tasks take their turn journeying across the columns of TODO and In Progress before finally reaching DONE.

The Wall I speak of is a metaphorical one. Everyone has one. One person’s Wall may well be different from someone else’s. I can only share with you what mine looks and feels like. The most important thing is to be able to recognise yours when you come up against it. Recognising the Wall is one small, yet significant step towards winning the struggle against yourself.

I know I’ve reached the Wall when:

• I’ve stopped listening.
• I refuse to ask for feedback.
• I refuse to ask for help.
• I’ve stopped learning.
• I think I’m right and everyone else is wrong.

The Wall at its most extreme means:

• I’ve run out of answers.
• I feel helpless.
• I feel like running away and leaving it all behind.
• I’ve lost hope.
• I question everything I represent: from my areas of expertise and skills to my years of experience.

In summary, The Wall is when self doubt gnaws at your bones trying to get to the marrow. It’s when you refuse to face the brutal facts about yourself and start making up stories in the hope of magicking away The Wall through make-believe.

Agile and The Wall

Agile Enablement is tough because Agile demands continuous improvement. Continuous Improvement means being on the constant lookout for problems and facing the brutal truths when we find them so that we can deal with them through process and/or people improvement. It’s only natural that Continuous Improvement at an organisational level results in growing pains on a grand scale.

Rules about The Wall

1. You have to confront The Wall.
2. You have to develop an understanding of how The Wall has come to be in order to identify ways of getting over it.
3. You have to climb over The Wall. You cannot just skirt or workaround it.

Dealing with The Wall as an Individual

Here’s what I do when I find myself or a team member facing The Wall:

1. Take a break.
2. Find a quiet place to sit and think.
3. Find out how others are feeling about the situation in a 1-2-1.
4. Ask for feedback.
5. Perform a version of a temperature reading.
6. Put checks in place and assess progress.
7. Rinse and repeat.

Dealing with The Wall as a Team

1. Take a break.
2. Hold an impromptu team retrospective.
3. Mine for key issues.
4. Brainstorm possible causes for key issues.
5. Brainstorm possible solutions for key issues.
6. Commit to trying out 1 – 3 possible solutions as a team.
7. Put checks in place and assess progress.
8. Rinse and repeat.

Beware of Wallflowers

Be on the look out for perpetual laggards who choose to hang around The Wall. No one forces them to stay there, as they kick stones at the foot of the Wall, like aged teenagers smoking their cigarettes by the bike shed trying to look cool long after the bike shed is gone. Offer help by way of a 1-2-1 conversation to identify options that may help them go over The Wall.

The Secret to Scaling The Wall

• Always apply the Agile Values: Communication, Simplicity, Feedback, Courage and Respect
• Apply two additional Agile Values: Trust and Transparency
• Practice Real Options thinking
• Take responsibility for yourself
• Find meaning in your work
• Find ways you can add value
• Strive to improve continuously
• Strive to enjoy what you do – the amount of fun you have is in direct correlation with the chances of you being able to scale The Wall

There’s one more thing about The Wall you should know: there will be many incarnations of The Wall you’ll have to face. The trick is to focus of scaling the one that’s blocking your way right now. Another one will inevitably spring up elsewhere on your journey and that’s good news because we need The Wall to keep our brains agile and our bodies nimble. The Wall also keeps us honest about how agile we really are.

What Went Well

Team Compensation by Vera Peeters and Yves Hanoulle: I attended the rehearsal session by Vera and was ‘WOWed’ by the excellent use of Playmobil to illustrate the impact of a maladjusted reward system on team behaviour. This session is a definite MUST-SEE workshop if you get the chance!

Coaching Self Organisating Teams by Joseph Pelrine: Joseph compares team performance with making chicken soup. There are 5 possible states to the Heat Model: Burning (results in team burnout and death marching), Cooking (ideal temperature for continuous improvement), Stagnating (discipline is lost and bad behaviour begins to fester), Congealing (team gets too comfortable to achieve and bad habits become the norm) and Solidifying (control takes over and change is no longer possible).

The Real Options Space Game by Pascal Van Cauwenberghe and me: Pascal and I tried out version 2 of the Space Game board and materials with 18 intrepid adventurers. Thanks to the feedback from Vera during our rehearsal session, Pascal and I improved our pair presenting on the day. Find out how one participant, Al Priest, has been applying Real Options.

Open Spaces: Although I was unable to attend any, the feedback from other participants were positive on the whole. It’s always good to see active participation and exchange of ideas among practitioners! I look forward to participating in Open Spaces next year.

The Yellow Brick Road Revisited (aka The Road to Agile Adoption through Peer Coaching) by Duncan Pierce and me: This was a session Duncan and I presented last year at XP Day London. The intention was to create a ongoing network for Agile practitioners to help one another through adopting Agile. Thanks to Douglas Squirrel and Simon Woolf for their Lightning Talk on their peer coaching experience as a followup to the session!

Complaints with Recommendations

• One of my main reasons for attending XP Day London this year was to hear David Stoughton give a talk on User Stories, Agile Analysis and Business Value. I know that many others wanted to attend his session too but missed out, so it would be great to schedule such sessions as a keynote for next year.
• There were 4 scheduled sessions on the afternoon of Day 2 of the conference when there was only one scheduled session in the morning. It may be an idea to spread out the scheduled sessions more, especially when speakers were available to do so. This would give people Real Options.
• In my experience, catering is one of the most important things to get right at any conference. Tasty meals and snacks would have made the conference more enjoyable.

‘Twas the night before Geekmas…

‘Happy Geekmas Eve!’ said Portia and Pascal.

‘What’s Geekmas Eve?’ I hear you gasp with anticipation.

Geekmas Eve marks the official day before the launch of the latest version of the Real Options Space Game. It’s an auspicious day when species gather from around the galaxy to marvel at the folly of humankind.

‘Can we trust those humanoids to preserve galactic peace?’, quibble the alien Council members in unison.

‘Fools!’ snigger the evil Montague clan from Beta-564, poised to swallow all that is of earthly beauty in one sloppy gulp.

Never fear, Real Options is here!

I hope you will join Pascal and me this Friday to play the best ever Real Options Space Game* this side of the galaxy at XPDay London. Be there, or risk becoming human snacks.

* No aliens were harmed in the making of the game.

Ho! Ho! Ho!

(Over coffee during an Agile training course)

Student: You weren’t what we were expecting.
P.: What do you mean?
Student: We were expecting a male trainer.
P.: I see.
Student: Actually we were expecting a big man with a beard.
P.: You’re right. I’m no Santa Claus.

What you see isn’t always what you get

A recent conversation with a student reminded me of the importance of keeping an open mind. Most important of all, according to Marshall Goldsmith, we would do well to question the success we attribute to ourselves.

What got you here won’t get you there

In his book on professional development, ‘What What Got You Here Won’t Get You There’, Marshall asserts that most of us are successful not because of personal merit. Instead, Marshall says that most of us are successful in spite of who we are and the things we do.

Marshall identifies the top 20 offences many successful people are guilty of:

1. Winning too much

2. Adding too much value

3. Passing judgment

4. Making destructive comments

5. Starting with ‘No’, ‘But’, ‘However’

6. Telling the world how smart we are

7. Speaking when angry

8. Negativity, or ‘Let me explain why that won’t work’

9. Withholding information

10. Failing to give proper recognition

11. Claiming credit that we don’t deserve

12. Making excuses

13. Clinging to the past

14. Play favourites

15. Refusing to express regret

16. Not listening

17. Failing to express gratitude

18. Punishing the messenger

19. Passing the buck

20. An excessive need to be ‘me’

Do any of these sound familiar? I’m guilty of at least three. What struck me most about the list was that I recognised many of the attributes in the managers with whom I’d worked early on in my career. And yet they continued to be promoted.

In my experience, what Marshall identifies as limiting flaws continues to be rewarded by many organisations. Such organisations are usually highly hierarchical and rigid. Such places are usually mired in all kinds of waste: wasteful management, wasteful individuals, wasted potential. And all because an organisation rewards individual achievement over collaboration, trust and transparency.

Agile Adoption with Change to spare

Agile Adoption requires organisational change. Organisational change requires each of us to make a change for the better, however small, however seemingly insignificant at first glance. Organisational change takes time. And an incredible amount of effort. Personal effort. Some would call it an investment.