Change Happens

P.: I hear you’re an Agile Coach.
Agilista: You are correct.
P.: What do you do as a coach?
Agilista: I change people.
P.: In my experience, you can only change yourself.
Agilista: I change people. Like psychologists do.
P.: My mistake. I thought you said you were an Agile Coach.

With great power comes great responsibility

Agile Coaching is a people business. I’m an Agile Coach because I’m interested in people. Why? Because working with others helps me better understand myself and the world around me. Learning doesn’t just help me deliver business value. Learning helps me create things of worth. I’m an Agile Coach but that doesn’t make me a psychologist.

An effective Agile Coach inspires those around them to change for the better. They lead by example. They constantly strive to improve by seeking feedback and taking action arising from the feedback. They show that change happens by changing themselves.

An effective Agile Coach learns by making mistakes. They take calculated risks by trying out new or different ways of doing things. This means sometimes things might go wrong. Making mistakes is essential in the cycle of learning. You have to do something different to change the status quo. Doing the same thing you’ve always done and expecting a different result is like re-arranging the deck chairs on the Titanic.

An effective Agile Coach is trustworthy. They act as the guide for a team on their journey towards becoming more agile. ‘Integrity is the opposite of manipulation,’ Pollyanna Pixton once said during a JAOO session on leadership. I take this to mean you can help people change by providing and exploring real options, but the choice remains theirs. Believing you have the power to change others sounds a lot like meddling to me. So long as people have the choice to change, you cannot ‘change people’.

Making a living out of learning

Human beings can’t help but learn. As Jim Collins (of From Good to Great fame) says, there’s no OFF switch to people learning. We’re learning all the time, whether we want to or not. Start by taking responsibility for yourself instead of trying to change others to suit you.

My friend Thoughtful Jim is the silent type. Whenever I pose a philosophical question (such as ‘Can we be paid well for doing what we love?’), instead of accusing me of overthinking, TJ usually replies, ‘I can’t answer an important question just like that. Let me think about it.’ TJ’s a deep thinker. And when he has something to say, I always sit up and listen.

One day, I notice TJ looking a bit glum. Instinctively, I tell him about the importance of doing what makes his heart sing. For once, he’s ready with a retort, ‘What does it mean “make your heart sing”? I’m not like you – I’ve never experienced anything that makes my heart sing.’ For the longest moment I’m lost for words.

Without music, life would be a singular mistake

What makes my heart sing is striving to do my best, gaining a better understanding of the world and myself and, most important of all, doing W-O-R-K T-H-A-T M-A-T-T-E-R-S. (Thanks to Tom Peters for the reminder!) That’s just my definition, of course. Yours is likely to be something entirely different.

I feel I owe TJ a better answer than this, so I begin to carry the question around in my head.

The Story of Success

Then I came across the answer this Tuesday when I went to hear Malcolm Gladwell speak at the London Business Forum.

Malcolm says that for an individual to be successful, they must do ‘Meaningful Work’. He defines Meaningful Work as:

1. Autonomous – You determine what you do
2. Complex – It’s hard enough to exercise your mind
3. Effort and reward – The more work you put in, the greater the reward you reap.

Malcolm’s definition is like a chance meeting with an old friend because it’s what I used to do at school. And it’s by identifying those three attributes that Malcolm crystalises what I’ve always known, but never quite dared to acknowledge as a working adult because it sounds impossible to achieve.

The Riddle of Work

The currency of work is changing. Can we be paid well for doing what we love? Yes! How do I know? Because I do more of what I love every day and am rewarded both financially and experiencially.

How many people do you know have:

• 1 x suitcase stuffed with 225 balloons
• 10 x Agile game kits (The XP Game and The Business Value Game)
• 4 kilograms of chocolates
• And plays games to help adults learn in beautiful cities such as Helsinki?

Work can be fun. Sometimes it even becomes a party.

Still Life

P.: Richard’s a nice guy.
Zach: He’s changed a lot since meeting a lady friend recently.
P.: (Pauses) Has he changed for the better?
Zach: Definitely. Richard’s got potential.
P.: (Smiles)
Zach: I like to think of him as a work-in-progress.

Life as Art

I’d never heard of someone being described as a ‘work-in-progress’ before. My friend Zach. is an artistic, cultured kind of guy, so when he described Richard as a work-in-progress, he had meant it to be a compliment of sorts. The idea that Richard had the potential to be an artist’s masterpiece. Being a work-in-progress is part of that journey.

Zach’s use of the term ‘work-in-progress’ also reminded me of Lean. In Lean, you strive to first deliver value. You achieve this by minimising work-in-progress. That’s because too much work-in-progress blocks flow, delays value from being realised. Worst of all, it hides waste.

In Richard’s case, he’s the single piece of work-in-progress on his Assembly Line of Life. That fits nicely with Lean where you want to be working on one thing at a time.

From Journeyman to Master

But something’s still missing from the equation. Does being part of the status quo help us become a masterpiece? Does reliving the same year twenty times give us twenty years of experience? Sounds more like a death march to me.

Then it dawns upon me, the most magical ingredient of all.

Kaizen’s for life, not just on birthdays

In life, we are the artist as well as our own potential masterpiece. We become a work-in-progress from the day we’re born and remain one until we die. The Goal is to turn our life into our own masterpiece. To achieve that goal we need to continuously improve. Continuous Improvement forces us to learn. And to change. By changing for the better, we move closer towards our Goal. And so the virtuous circle takes shape to become the wheel that rolls us forward.

Make yours a masterpiece. Love something, change something, make something better.

Conversation overheard in a galactic corridor

(At an Agile conference in a galaxy near you)

A: I am Agamemnon the Agile.
P: That’s nice for you.
A: I am Leader of the Alliance.
P: There are many alliances.
A: Join us.
P: Thanks, but I prefer to keep my options open.

What are Real Options?

Real Options is a decision-making process for managing uncertainty and risk. It’s a simple and powerful approach that helps us make better informed decisions, as individuals and in groups, by understanding and responding to the psychological effects uncertainty has on our behaviour.

Real Options means:

1. You don’t have to decide now (aka ‘Decide at the last responsible moment’)
2. But you know when to decide
3. Keep as many options open for as long as possible
4. Actively gather information until you have to make the decision
5. Only commit when you must or when you have a good reason to.

A Real Option:

• Has a value
• Has an expiry date or condition
• Costs: cost of buying the option + cost of exercising the option.

The idea of applying Real Options in Agile comes from Chris Matts. You can read more about the original concept here.

The Real Options Space Game: The New Frontier

Pascal and I began working on the idea of a Real Options game after co-presenting a Real Options session at SPA 2008 with Chris back in March this year. Within a month, Pascal and I had a first version of the Real Options Space Game ready for trial in London. Since then, we’ve played it at Agile North and XPDay France.

The Real Options Space Game *New* Version 2.0

During our travels far and near, we’ve encountered many different species of Agilistas and made many friends. We’ve learnt to think more deeply about options and opportunities, for ourselves and in relation to others. Most important of all, we’ve stumbled across the secret to preserving galactic peace.

Meanwhile, Pascal and I’ve been tweaking and polishing the game thanks to the feedback from all the players. We’re pleased to announce that version 2.0 of the Real Options Space Game is now ready for play.

Go, go game play!

Come join us at XPDay London (11 – 12 December) if 1) you think you can take on the ultimate challenge in common sense; 2) you want to know the secret to preserving galactic peace (it’s this kind of general knowledge that gets Agilistas out of tricky spots of bother).

Reader to Writer – Yet another comic Agile moment

M: I’ve read your blog.
P: What do you think about it?
M: I’m not sure if I’ve got the right word for it. (Long pause)
P: Go on.
M: What I like about it is that I can tell you’re obsessive about what you do.
P: (Stunned silence. Then) Thank you for the feedback.

Just Blog It!

To be a blogger, you have to blog. Here’s how to create a blog in less time than it takes to order a beer in a crowded saloon on a Friday night:

1. Ask yourself: ‘What are my interests or reasons for blogging?’ Write down each thought or idea on a separate mini Post-it. [3 mins]

2. Review each Post-it by thinking out loud and elaborating on the reasons why you wrote it down. [5 mins]

3. Pick the Post-it that makes you feel most energised just thinking about it. This forms the ‘hook’ that will keep you writing as well as attract visitors to your blog. Let’s call this the Hook Post-it. [1 min]

4. Talk about the Hook Post-it some more. After all, it’s special. Why does it make you feel energised? Where did you first come across the thought or idea? Why’s it important to you? [2 mins]

5. Pick one or two or three coherent words associated with your Hook Post-it. Congratulations! You now have the title and theme for your blog. [1 min]

6. Select a free blog provider – for instance, www.blogger.com or www.wordpress.com. (I prefer using wordpress because it generates cleaner HTML markup than blogger. Cleaner HTML means a better reading experience for your readers who use feed readers.) [1 min]

7. Register with your chosen blog provider. [1 min]

8. Create a blog with your chosen title. Congratulations again! You’re now the proud owner of your very own blog. [2 mins]

9. Select a particular thought or idea related to your Hook Post-it. Write a sentence or two about it. Don’t overthink it. Just keep writing. [5 mins]

10. Review and preview what you’ve written. [2 mins]

11. Publish it! [5 secs]

12. Send your friends the link to your blog and ask them for feedback. [1 min]

Nice To Haves

• Add tracking to your blog so that you can see how many visitors you get and where they come from. Google Analytics provides pretty, graphical data. The statistics will spur you on to write some more. If you’re using wordpress, go to Dashboard | Blog Stats (which uses Google Analytics behind the scenes).
• Why not buy your own domain name? These days, a domain name is cheap as chips and you can get website and email forwarding for free so you can impress your friends with a personalised email address. If you want to remove ‘wordpress’ from your blog URL, you can buy the domain name and full mapping from wordpress themselves.

To blog or not to blog

If you’re still unsure, begin by asking yourself: ‘What’s in it for me?‘

Writer to Reader

P.: I compare Agile to a pair of socks.
J.: I know, I read your blog.
P: What do you think of it?
J.: I like it. It’s quirky. And it’s based on genuine coaching experience. (Pause) I’ve often thought of writing my own.
P.: That’s a great idea! For years, I didn’t think I had anything unique or worthwhile to blog about. Then I finally decided to share my take on Selfish Programming.

A Blog Reader’s Story

AS A Reader
I WANT to read about other people’s ideas, opinions and experiences
SO THAT I learn new things or re-learn things important to me that I’ve forgotten

Acceptance Criteria

[Y] Is there a steady stream of new posts to keep me reading (at least one per month)?
[Y] Is the information authentic (based on personal experience and perspective)?
[Y] Does the blog give me new ideas?
[Y] Does the blog help me develop my existing ideas?
[Y] Does the blog help me look at my bigger picture?

A Blog Writer’s Story

AS A Blogger
I WANT to share things I’m passionate about in a fun and creative way
SO THAT we become a little more agile every day

Acceptance Criteria

[Y] Does my blog have a clear purpose?
[Y] Do I share information useful to others?
[Y] Do I present the information in an engaging way?
[Y] Is the information authentic (based on personal experience and perspective)?
[Y] Do I have fun blogging?

A Portal to Endless Opportunities

I blog because it:

• Challenges me to think deeply – to question why I’m doing what I’m doing
• Forces me to communicate effectively – in terms of saying what I mean and meaning what I say
• Creates opportunities, such as being invited to present at conferences like Université du SI
• Connects me with other people I would never otherwise meet, learn from and collaborate with

Why do you want to blog? Once you know why, why not create your own blog in under 25 minutes?

‘To some, responsibility is a burden. To others, responsibility is a reward. For many, responsibility means having someone to point to.’

– Christopher Avery

It was great to finally meet Christopher Avery at the Agile Business Conference this Wednesday. His presentation on the Responsibility Model, delivered in person, was every bit as insightful and entertaining as I hoped it would be.

‘Humans are born to learn’

According to Christopher, Responsibility has long been considered as a character trait. Or, depending on your view of the world, a character flaw.

Newsflash: Responsibility is neither a character trait nor flaw. Christopher describes Responsibility as the way you respond to a problem. Responsibility is completely subjective. It’s also a feeling. This is why Responsibility is so difficult to talk about.

For me, the most effective way of thinking about Responsibility is to compare it with Accountability. According to Christopher, delegating Accountability is the first tool of management. It’s a one-sided agreement-making process in which one individual beholdens another regardless of whether or not that individual accepts the responsibility that has been thrust upon them.

Responsibility, on the other hand, empowers an individual by giving each of us the choice to acknowledge then embrace the uncertainty surrounding our lives and to do something about it.

Redefining Responsibility

There are six progressive phases in the Responsibility Model:

1. Denial – ‘Problem? What problem? There’s no problem.’
2. Blame – ‘I don’t have a problem working with you. You seem to have a problem with me. That makes it your problem. ‘
3. Justify – ‘I guess it’s possible that I’ve become insensitive to other people’s feelings and needs. I can’t help it though. After all, I’ve been doing this job for a long time. It’s who I am.’
4. Shame – ‘What have I done? I’m going to look such an idiot in front of the people at work. How am I going to live it down? Why should they help me after the way I’ve behaved?’
5. Obligation – ‘Tell me what you think I should do. I have no choice but to do it (even though I don’t want to). I’ll do whatever you say. It’s only a job after all (no one can expect to do a job they love).’
6. Responsibility – ‘I can wait for them to change but that could take forever. No, it’s up to me. I want to fix the problem. So how am I going to be a better colleague? I know! I’ll listen more. And be more considerate towards others. It’s a start.’

Taboo Who?

Embrace responsibility. Instead of skirting around it, talk about it. Practice moving through the 6 phases of the Responsibility Model. Help each other spot when one of you become stuck in a particular phase. The key to continuous improvement are what Christopher has identified as the Keys of Responsibility.

The Keys of Responsibility

1. Intention – Commit to doing or stop doing something.
2. Awareness – Learn to recognise when you are in each of the 6 phases. Look out for how you feel in each of those phases. Use the feeling to help you recognise which phase you’re in and evaluate why you feel that way you so that you can move onto the next phase towards Responsibility.
3. Confront – Face the truth head on. It’s sounds simple, but it’s not easy. How honest are you with yourself?

Rejection’s tough to take. More often than not, it’s painful, humiliating and disappointing. Sometimes even devastating. It can get really ugly, not just for you, but for all parties involved.

Now we’re all agreed on what rejection feels like, here’s how to best deal with it: Avoid rejection by improving your interviewing technique.

Rejection Can Be Avoidable

In the world of consultancy, failing to get a contract is a form of rejection. Likewise spending five years on a supa-dupa high profile project only to have it rejected two weeks before it goes live because we got the requirements wrong also merits an R for REJECT.

Just as you would spend some time preparing for a romantic night out with a significant other, be sure to gather the information you need to bring about a happy ending to your business engagements.

How the Nine Boxes Technique Can Help

The Nine Boxes is an interviewing technique from the Solution Selling® sales process.

It’s a structured approach for:

1. Discovering the root causes of problems
2. Identifying those affected by the problems
3. Creating an agreed common vision of the solution between you and your customer.

Bonus: The information gathered feeds into user stories as demonstrated by Dave Nicolette.

During the information interview, we gather information about 3 aspects of the problems:

• Details of the problems
• Those impacted by the problems
• What the world will be like when the solution is in place (outcome visioning)

For each aspect, we ask 3 types of questions (3×3=9):

Type 1: Open questions allow the interviewee to tell their story (aka Qualification):

• ‘Tell me about…’
• ‘What happens after that?’
• ‘Why is that?’

Type 2: Control questions help fill in the facts of the story (aka Quantification):

• ‘How much…?’
• ‘How many…?’
• ‘How often…?’
• ‘When does that happen…?’

Type 3: Confirm questions verify the interviewer’s understanding of what the interviewee has said (aka Confirmation):

• ‘If I’ve understood correctly… Is that correct?’
• Only when the interviewee replies ‘Yes’ does the interviewer proceed by posing questions about the next aspect of the problem.

‘Sounds complicated – what do others think?’

I’ve co-presented The Nine Boxes session with Pascal at a number of conferences and participants come out amazed at how quickly and accurately the structured approach helps them elicit the root causes of problems. Most important of all, those who play the role of interviewee (the customer) always say what a refreshing change it is to talk to an interviewer who is a good listener and is capable of developing an accurate understanding of the problems.

The Nine Boxes Technique game was created by Pascal and can be downloaded from our Agile Coach site.

What You See Isn’t What You Get

‘But what if clarifying the problem leads us to discover it isn’t a problem after all?’ I hear the consultants among you ask, throwing your hands up in horror. ‘That’s great news – congratulations!’ I say. After all, it’s one of the best possible outcomes of using the Nine Boxes. Why? Because a customer who is genuinely committed to continuous improvement for their organisation would:

1. Be impressed by your problem finding acumen and thank you heartily for helping to clarify the misunderstanding that has caused so much confusion and resulted in so much time wasted to date.
2. Be impressed by your professional integrity for being open and honest instead of charging them for inventing a solution to a non-existent problem.
3. Ask you to help identify areas where improvements can be made.

More Than Words

Build integrity into everything you do. Take the 5 Agile Values to the next level: build Trust and increase Transparency.

* Special thanks to Gino and Pascal for taking this entry’s feature picture

Many thanks to the 28 individuals who chose to play the new Real Options Space Game at the Agile North Mini Conference last Saturday. Based on the retrospective feedback, we left folks with much food for thought. As usual, Pascal and I found that each time we play the game it makes us think more deeply about what Real Options really means.

What are Real Options?

Real Options is a decision-making process for managing uncertainty and risk. It’s a simple and powerful approach that helps us make better informed decisions,as individuals and in groups, by understanding and responding to the psychological effects uncertainty has on our behaviour.

Real Options means:

1. You don’t have to decide now (aka ‘Decide at the last responsible moment’)
2. But you know when to decide
3. Keep as many options open for as long as possible
4. Actively gather information until you have to make the decision
5. Only commit when you must or when you have a good reason to.

A Real Option:

• Has a value
• Has an expiry date or condition
• Costs: cost of buying the option + cost of exercising the option.

You exercise an option only when its value is worth more than its cost. That’s where the similarities of the metaphor between Real Options and financial options end.

Isn’t that just common sense?

Yes it is! The problem is that common sense doesn’t make it common behaviour. Take a look around you. How does your team or manager make decisions under pressure? How do you make decision at times of intense stress?

Uncertainty makes people impatient and afraid. Under pressure, people tend to 1) make the right decision, then 2) prefer to make the wrong decision rather than 3) postpone the decision until the last responsible moment which leads to ill-informed decisions that create problems later on.

Real Options reminds us that waiting is an option, too. The trick is to spend the waiting time on gathering as much information as you possibly can to better understand your options and, where possible, create new ones.

Real Options is difficult because it’s an information hungry process. It requires effort and that’s one reason why many people don’t do it even though they know it’s the best way to make optimal decisions.

How much is an option worth?

The value of an option varies and depends on time as well as context. Its value is what it’s worth to you at different points in time. The key is knowing the relative value of an option in comparison to the other options you currently hold.

Give me an example

The Agile North mini conference is a good example of a Real Option.

• Option value = conference for learning new stuff
• Expiry date = deadline by which you have to sign up for the conference
• Cost of buying the option = effort required to register (conference entry was free)
• Cost of exercising the option = effort for travelling to the conference and giving up a Saturday afternoon to go on a space adventure

Real Options is not nonsense

Real Options is an optimal decision making process. Even though it’s common sense, it’s surprisingly hard to do. It sounds simple, but isn’t easy in practice.

One participant said, ‘The game reminded me about the importance of a lesson I learnt 10 years ago on an orienteering course but never really sunk in.’ To find out what that lesson is, come play the Real Options Space game (version français) at XPDay France next week.

Real Options is very simple in theory, but difficult to put into practice – especially at work or when people are placed under pressure. How can you use Real Options to make better decisions?

It’s Monday morning and what do I find? The 10 centimetres of railing that used to be covered in black-and-yellow sticky tape has been replaced by a metal casing like the rest of the stairwell railing.

Now’s that’s what I call a happy ending. T-H-A-N-K Y-O-U to the powers that be who made it possible. Who knows? May be they even care about quality – enough to get the job ‘done’. Continuous improvement in action. Marvellous