Ask for help

One of the things that Agile has taught me is this: “When in doubt, ask for help“. So when it comes to gardening, who better to seek help from than seasoned experts with a passion and an excellent track record for helping people grow? I know as a green gardener I’m going to need as much nurturing as my garden does if we’re to start creating a place of beauty and keep it growing.

Where to go for help

Colleagues, friends and family. We’re surrounded by people who have the credentials and who are willing to help. By simply asking around for help, you’ll uncover an abundance of people ready to share their advice and ideas. The key is to find people who care about their craft and has genuine experience with some knowledge and skills to boot.

In my experience, the kind of experts you want on your project behave like ambassadors, people who are willing to share their stories in a respectful way. They won’t tell you what to do. Instead, they’ll share with you what they did, the good, the bad and the ugly. And their lessons learned. And how they’re no expert. That they’re still learning. They’ll usually quickly let you know how much experience they really have so that you both understand where each of you is coming from.

Working together to get started

Next, you’ll move forward together where you clarify your goals and together come up with real options for next steps. The secret when working with experts and consultants is to consult them. You’re under no obligation to take up their advice, but you’d be wise to listen. And if you find yourself strongly disagreeing with one expert, ask someone else for help and see what they come up with. Then, if after speaking to a handful of these experts, you find they’re not providing any value (and all saying the same thing), you’d do well to dig deep. Do some personal root cause analysis and figure out why you’re always right and everyone else wrong.

Some things money just can’t buy

The best help I’ve had over the years are from people who stay hands-on and care deeply about what they do. They take time to understand the situation and your goals before making suggestions. Most important of all, they’ve learned to see the big picture even if we’re stood in a field of weeds.

Green Fingers

I’m green to gardening. I took up gardening recently and have been pleasantly surprised by how a spot of rooting around in dirt can refresh the mind and provide a different perspective on things.

My 3Ps of Gardening

“P” is for Patience. How long does it take for a seed to turn into an oak tree? Depending on your perspective, quite a while or not long at all. One thing’s for sure, it takes time. And no matter how much we try to hurry the seed along, Nature will run its course. Assigning ten gardeners won’t make the seed grow faster. In fact, fussing about with the seed could put it in peril. Better then to provide what the seed needs and give it the time and space to grow. That’s what good gardeners do.

“P” is for Practice. There’s lots to learn when it comes to gardening. Depending on your goals, interests and stamina, it’s a lifelong experience. As my father says, “A garden’s for life. And it needs you.” Given this commitment, it’s natural to want to make repetitive tasks, like weeding, as effective and efficient as possible so you have time to “grow” things. This reminds me of Malcolm Gladwell’s “10,000 hour rule“, that’s the time it takes to get really good at doing something.

“P” is for Pragmatism. Asking someone to create a garden overnight is like asking someone to swallow the sun. It’s physically impossible. Even if you manage to plant everything, the plants still take time to bed down, breathe and fill their space. It takes time for visitors like the birds and the bees to discover the place. It takes time for a garden to come alive. Gardening is about recognising potential. Through the art of the possible, we move forward, sometimes with great leaps forward and mainly with baby steps. Especially if you grow your own and have only the weekends spare.

Going social with gardening

I’ve spent less than 24 hours toiling in my garden and I can already see it’s going to be a lifelong adventure. Most importantly, it’s helped me look at work from a fresh perspective. It’s given me the idea for what I call “Social Gardening”, the concept of applying the principles and practices of gardening to work. One that is filled with challenge, anticipation, and hope. And, of course, fun. Lots of it. Watch this space!

Begin with the end in mind

I still remember the moment when I first heard that Agile 2011 was going to take place in Salt Lake City, Utah. It was during an announcement at the end of Agile 2009.

At the time I wasn’t sure how I’d get there and with whom I’d go, but two things were certain.

Firstly, I thought it would be nice to re-live history by visiting the room where the Agile Manifesto was created 10 years ago. Partly out of curiosity and partly out of respect to the 17 visionary-signatories without whom I probably wouldn’t have a job I love doing and related to IT.

Secondly, I would have to go with a group. After all, Agile is fundamentally about people working together. It would be odd and sad for me to show up and no one to relive the historic moment with.

Almost everything I’ve ever experienced with Agile has been remarkable, so it came as no surprise that our journey to Snowbird was equally serendipitous.

Mission Possible

As soon as I arrived in Salt Lake City, I started polling for interest about a visit up to Snowbird. My mission was clear: to get a bunch of people up to Snowbird to celebrate the manifesto‘s 10th birthday. I didn’t do it in a fanatical way. Rather, I offered it as an option.

Some people would smile politely and nod, agreeing that it was a good idea in principle. Others would stare bemused since they felt it unnecessary; we were already at the conference, isn’t that all that mattered? May be for them, but not for me.

Two days into the conference, I only had one other person seriously interested in making the journey – Carsten Ruseng, a friendly Dane, from Systematic.

Over the course of the next couple of days, we tried to create and evaluate options for making the visit possible. We both wanted to make the most of the conference AND we wanted to visit Snowbird. I felt confident that we could achieve the mission if  only we applied Agile and Systems Thinking to the problem.

Information Gathering and Agile Planning

Meanwhile, I needed to find out the exact location of the room. Fortunately, I bumped into Alistair Cockburn during the conference and he gave me precise directions. It’s Lodge at Snowbird, exit 3. The rooms’s just above the reception. That was the most crucial piece of information I needed to complete my mission.

Then finally, last Thursday, on the evening before the last day of the conference, Carsten and I committed to executing the mission (the last responsible moment). We’d meet bright and early the next day (at 7 am to be exact) and go to Snowbird. It would mean that we’d miss Kevlin Henney’s talk but I knew Kevlin would understand.

Without a goal, it’s hard to score

Throughout our planning conversations, we always went back to our goals for the mission. In Carsten’s words, “We’ve already come all this way for the conference. Not going would be like not seeing Niagara Falls even though we were in Toronto.” Since we’d both managed to visit the falls independently during Agile 2008, I understood what Carsten meant.

But we were still only two. Given that three’s a crowd, I wished for one more person to join us on the pilgrimage. Just when I’d almost given up hope late Thursday night, Carsten texts me to say that Henrik Kniberg would like to join us and would that be OK. OK? I said. Most definitely!

Carpe diem

We arrive at 07.50 outside Lodge at Snowbird. When we get to the reception, I look the gentleman behind the desk straight in the eye and begin to explain why we are there.

We’ve come to see a very special room, I say. We’re in Salt Lake City to attend a conference and 10 years ago, a bunch of people created a manifesto related to the conference. They created the manifesto in the room just above your reception, I explain.

At first, the gentleman stares at us blankly and then he starts to ask us a whole bunch of questions. What’s the conference about? Where do you all come from? Why is seeing the room so important?

So close, yet so far

Just when I think he is going to decline our request, Monte tells us that 10 years ago, he left the IT industry. He tells us how, at the time, he thought there must be a better way of developing software and he even wrote an essay about it. He asks us to tell him a bit more about the manifesto. Have the lives of IT professionals improved, he asks. Are they happier? To which we reply things have improved, but with improvements come greater expectations. We’re doing our best. We’re always striving to learn, we tell him.

Monte ushers us into the office so that we could look up the manifesto online. Henrik had come up with the idea that we could double-check we’re looking at the right room based on the background picture of the manifesto with the signatories stood in a circle.

History is what we make it

Everything from there is history. Before taking our group picture, we scribble up the 4 values as though they were fresh from yesterday. We start joking and laughing at our adventure. At first, we ask Monte to take a picture of us. Then we set the camera on auto-shoot so that we can get a picture with Monte in it, too. This is the crowd I was hoping for.

We spend the next half hour strolling around Snowbird. It’s not difficult to imagine how such beautiful scenery would inspire people to come up with something like the manifesto, Carsten remarks. During the walk, we exchange more of our memories accumulated over the last decade. We talk about getting lost, following and leadership.

So long, farewell, auf wiedersehen, goodbye…

The overarching theme of that day has to be closure. Henrik mentioned it several times. He explains how he was going to go on a family holiday soon for six months and has handed over the Agile Manifesto translation project to Shane Hastie, newly elected on the Agile Alliance board. Henrik describes how by initiating a translation project in a certain region or country, it has brought people together, in debate and discussion about what the manifesto really means. Translating the manifesto into a different language usually marks the start of something important.

Making work matter

For me, closure has resulted in a new beginning. One that builds on the past while clearly looking into the future. It reminds me of Tom Peter‘s frustration when he wonders out loud why it’s taken so long for us to realise excellence, and we’re not there yet, even though he wrote the book “In Search of Excellence” more than two decades ago.

And my answer is this. Everyone knows what’s right, but only the Spartans do it. That was the lesson I learnt in history class all those years ago. We can go around claiming to be “agile”, but everyone else recognises when we’re not. To make progress, we need to first be honest with ourselves. How agile are we really? Most importantly, why should it matter? What do we want to achieve, now and in the future? How will you make work matter today?

The Emperor’s New Clothes

The brand new Agile Fairytale “The Emperor’s New Clothes” will be making its first appearance in the US at Agile 2011 on Tuesday, August 9! It was first shown at XP Days Benelux 2010 and has been travelling around Europe with Jenni Jepsen and me ever since!

Meaningful interactions in stressful situations

See the Emperor in all his glory! Which role will you play? We all interact with different types of characters in our daily lives which may lead to stressful situations. Together, we’ll learn how to communicate more effectively with others, especially at times of stress, by transforming our behavior from incongruence to congruence. We’ll learn to recognise incongruence by role-playing the 5 Coping Stances based on the Satir Model, then learn how to begin transforming our behavior from one of incongruence to congruence by thinking about interactions in terms of Self, Other and Context.

Places are limited to 30 participants, so come early to play, de-stress and improve!

What does Agile mean to me?

Agile is a means not an end. It’s a means to improve the way we work to the benefit of individuals, teams, organisations and society itself.

Agile paves the way for a great adventure of personal and professional renewal, helping us improve our existing skills and develop new ones.

Agile takes us out of our comfort zones and teaches us how to adapt to change. It enlarges our comfort zones only to take us out of it again. It’s beyond survival. It’s about self-actualisation.

Agile is about being a “forever apprentice“, someone who begins as a student and becomes a teacher while remaining a student. A forever apprentice applies the principle “the best teachers make the best students and the best students make the best teachers”.

Applying Agile

I’ve been applying Agile to what I do for some years now, from delivering projects at work to projects at home. I pack in all the practice I can get. The way I use Agile is constantly changing through improvement experiments. Always learning. Always improving.

Applying Agile and being agile has helped make work fun and engaging. Again. Do you remember the very first day of your very first job? That’s the enthusiasm and energy I strive to re-create every day. For myself and for others. Some days, I give myself a day off.

Every day’s a new day when you’re trying to be better than you were yesterday. I’m improving, one baby step at a time. Sometimes the steps are so tiny that they’re invisible to the naked eye, but I can feel it, like a new shoot about to break through the ground after rain.

I don’t like to admit it, but I know when I’m getting complacent. A little voice in my head tells me, “You’ve been there, done that, seen it all, what’s the big deal?” That’s when I sense trouble. How can I know it all and still be constantly improving? Unless I’ve stopped, of course.

Evolving Agile

When people find out that I’m an Agile Coach (one of my many roles) they tell me, “Of course you want to make everyone do Agile, you’re an Agile Coach and that’s your purpose”. To which I reply, “If we do Agile right, Agile will evolve itself out of existence and something new will appear to take its place.”

As for my purpose, it’s to create opportunities and options to help us make the most of our potential, leveraging what we’ve got and increasing it day by day. I do it for me and for us. Agile is but one tool out of many that makes this possible. It helps to get the conversation started.

What does Agile mean to you?

What our experience tells us but we ignore

What do smart people all have in common? We’re driven, focussed and hardworking. Once we have a goal, we go for it, powering through and tugging hard until we gasp, regardless of the obstacles.

“The difference between winners and losers are that winners keep trying,” we mutter to ourselves quietly in the toughest moments. And so we keep striving and straining, cursing the rope that’s holding us back.

Look around you

Now imagine you’re in a meeting. Take a look around you. What do you see? What do you hear? What do you feel? When people come together, it’s usually to formulate a plan to reach a goal. And it’s usually something we’ve in common.

The problem is, we often become blindsided by our “own” goal. We fail to listen with an open mind. We fail to set aside our own viewpoint for long enough to see what’s as plain as the light of day. Not to mention the bale of hay behind us. And all the other bales of hay around us.

By failing to see the bigger picture, we all risk going hungry in spite of being surrounded by a wealth of resources.

See the bigger picture

To make hay while the sun shines, step into each other’s shoes. Then take a step step back together to see the big picture. This way, we can make hay together, come rain or shine.

Mindful Things

Whenever I have time on my hands, I often find myself thinking about time. Take a look at your calendar over the past week. What kinds of things did you invest your time in? How do those investments relate to your goals? And what about next week?

From our answers we can deduce some some vital things:

• What we value
• What we don’t value
• What we think is valuable to us but don’t actually invest time in
• What we actually spend time on but don’t consider as necessary and/or valuable.

Through analysing and reflecting on our answers, we can verify how we’re progressing towards our goals. It closes the feedback loop we need so that we can adjust our course. More fundamentally, it helps us figure out what’s truly important to us. How we spend our time tells us a lot about ourselves.

Party of Five

Some years ago, I stumbled across a completely novel way of thinking about how we spend our time. The interesting question isn’t just What, but Who. With whom do you spend your time? More specifically, who are the five people you spend the most time with? The more specific a question, the harder it makes me think.

I first came across the idea in “The One Minute Entrepreneur” by Ken Blanchard, Don Hutson with Ethan Willis. In the business novel, he remarks how we become the average of the 5 people we spend the most time with.

Thinking of time in terms of who we spend it with opens up a whole new perspective. His remark also helped me realise why parents so often worry about the kind of crowd their child hangs out with.

Learning from others to learn about yourself

One way to get value from your party of 5 is by looking outwards and asking yourself: What are the attributes I like about an individual and what can I do to learn how to do more of what they do?

Another way to get value from your party of 5 is to look inwards by asking yourself: What do I think about someone and what does what I think about them tell me about myself? How can I use those insights to help me improve?

Time to Think

One of Ken’s “insights” is that we’ll essentially be the same, year after year, except for the people we meet and the books we read. To that list, I would also add the choices we make and the things that we do. For me, one of Ken’s most enduring insights is this: “The legacy you leave is the legacy you live”.

What do you do when you have time on your hands? Who are the people that make up your Party of Five?

Think “Fringe”

I recently went to my first social enterprise conference, a fringe festival to the Skoll World Forum called OxfordJam. Three words to describe the conference? Inspiring, creative and vital.

“Inspiring” – Because of the variety and range of strangers who came together to share ideas and experiences of how they’re contributing to greater good in the world. Most of the attendees were social entrepreneurs, people who strive to do good in the world and create a sustainable business to fund that work.

“Creative” – From the venue (the event was held in a building that used to be a jam factory, hence the name of the event) to the conference booklet (in the format of a funky university newspaper, jam-packed with interesting information). I especially liked the washing line for ideas contributed by participants held together with clothes pegs.

“Vital” – It was refreshing to be surrounded by such a large number of people united by a common purpose “To make the world a better place”. Everyone was part of a project or some endeavour, however big or small, to help others.

With great power comes great responsibility

Many people expressed what they do and how they do it in terms of “the bigger picture”, with a clear emphasis on the need to better understand the consequences of their actions and the impact of social enterprise in a community, a globally optimised example of the Chinese proverb from “Give a man a fish AND teach him how to fish”.

As the day unfolded (I was only able to attend 1 out of 3 days), I was surprised by the number of parallels between my daily work and that of social entrepreneurs:

• Make a positive difference: Help make things better.
• For greater good: Think and act in terms of global optimisation.
• Made to last: Quality is key to making a lasting impact. Enduring change is crucial to sustained improvement.
• WIN-WIN: Maximise value and create alignment by asking “What’s in it for all of us?” For you, for me and for others.
• Baby steps: Small steps can lead to big changes. Like Lao Tzu, the Chinese philsopher, said, “A journey of a thousant miles begins with one step.”

Spread your own jam

Following the adage of “eat your own dog food”, the most impressive thing about OxfordJam was the congruence between the beliefs on which the event is founded (what the organisers believe in) and how it worked in practice (how the event was run).

An example of this was that the conference was based entirely on a gift economy for the participants, with free entry for all. Even The Jam Factory offered the use of their venue for free in support of the event. The idea of a gift economy is that it’s up to you to give when you want, as much or as little as you want and how you want. It’s this recurring “free giving” that helps the economy go around. Following this spirit, many of us bought drinks and snacks to support the Jam Factory and some made personal donations in support of the event.

Thanks a million!

To The OxfordJam team: Ben Metz, Amanda Jones and Jonny Mallinson – am looking forward to OxfordJam 2012!

To The Jam Factory: For providing a great setting for the event!

The Gift of Giving

What was my biggest takeaway from the event? Instead of worrying about whether or not we’ve individually got enough to give or if we’re individually contributing enough, give what you can on your own terms. Every little bit helps. Together, we can turn the concept of a gift economy into a reality.

How can you introduce a gift economy at work?

“Only a mediocre person is always at his best” – Somerset Maugham

Personal Development

I started my career back in the Dot.com days when we celebrated the launch of new products with champagne and strawberries on a weekly basis. Back then, the going was good and everyone was encouraged to invest in training in order to deliver more value through personal development.

During the boom, I attended conferences such as JavaOne in San Francisco and TheServerSide Symposium in Las Vegas where I learnt a great deal from peers and thought leaders.  In spite of being a software developer, I even attended a course on Project Management where I gained invaluable insight into how project management can add value when it is applied correctly. All the training I participated in helped me see the bigger picture beyond writing code, my core competency at the time.

Then came the crash and organisations no longer seemed to care about the return on investment when it came to training. When the training budget eventually shrunk to almost a taboo, I got creative.

Get creative to learn

During the crash, I got into the habit of investing in my own personal development with my own money and holiday. At first, it was by setting aside a modest book budget. Then I extended it to include conferences. As a result, I learned a great deal by focusing on value when others were busy concentrating on budget cuts.

Nowadays, my learning budget includes events and trips that help increase the value I deliver. It’s not a big budget so I make sure I get the most value out of what I invest in.

Get personal about your development

Over the years, my attitude and approach to training has evolved immensely. My view is that training is a means to continuous learning. This means that anything which helps me learn qualifies as “training”.

Tip #1: Take responsibility for your own learning
You are your own greatest asset. Learning increases the value of that asset. Since you are the primary beneficiary of your personal development, it’s up to you manage that development, not your manager or anyone else.

Tip #2: Put your money where you mouth is
If you truly believe in the value of personal development, you need to invest, be it through time, money and/or effort.

Up close and personal

Here’s a list of things I do to maximise my investment in personal development.

1. If you don’t ask, you don’t get. Most organisations have a training budget. Find out how much of it can be invested in you. Get details of training options, from training providers to ways of learning such as courses, conferences and 1-2-1 mentoring.

2. Identify your learning preferences to maximise the value you get from the different ways of learning. Do you prefer lecture-style learning or interactive learning? Get smarter by mixing and matching what your learn and how you learn.

3. Think of each training request as a business case. Identify the value you and your organisation will get out of the investment as well as the costs. How will you give back after getting training?

4. Present your training request as a set of options with varying value and costs. For instance, I like to come up with between 3 – 5 options for each course or conference I attend with the aim of getting the training request approved. My goal is to ensure that my request contains so much value that the cost is negligible by comparison. Think “Value for Money”.

Ways to increase your value proposition

For many people, learning is a passive activity such as being an “attendee” at a conference. The key to increasing the value of an investment is become an active participant.

Here are some ideas on how:

• Define your goals and success criteria before the course/event and regularly track progress in terms of your goals and criteria throughout the course/event. It’s also useful to reflect afterwards to determine the estimated vs actual ROI
• Active participation during sessions through personal contribution – This helps you exercise the theory of what you’ve learned right away and increase the effectiveness of the learning cycle
• Share what you learned with your colleagues through a series of lunch-and-learns – This helps generate conversations with others or give rise to new ideas
• Submit a proposal to the conference – This is a great way to get feedback as well as learn how to receive feedback and take improvement actions
• Present a session at the conference – Similar to submitting a proposal and at least 3 times more valuable in terms of learning through session R & D, public speaking and face-to-face networking. For me, it’s a great test of personal agility

Ways to reduce the cost of training requests to your organisation

• Become a conference presenter (presenters usually get free entry) – It’s a great WIN-WIN formula, as a presenter you get more value AND it reduces cost
• Offer to pay for one or more of the following where the number of $ denotes the relative and estimated cost of items: conference entrance fee $$$, accomodation $$, travel $$, expenses $ and days off work (by taking it as holiday – the value of holiday differs from person to person) $$

Learning as a personal investment

Something sobering happens when you start thinking about learning as a personal investment in terms of time, cost and effort. The most poignant moment is when you translate what you’re personally prepared to pay into $$$ value for an opportunity to learn. You know you’re serious about learning when you really put your money where you mouth is.

How much have you invested lately? How much will you invest this year?

Near Horizon

I started a new job recently. Beyond the glass walls of the building, in the near horizon, is a curious and distinctive message: “Let’s adore and endure each other.” Writing on the wall always makes me think.

At first glance, the message seems like a useful reminder. To remind us of the value of being generous in spirit and kind to our fellow man. One thing’s for certain, the work is by an artist who lets their art speak for itself.

As I stare at the wall from afar, a new perspective starts to emerge. I begin to wonder about the words and what they mean in practice.

“Adore” and “endure” are both emotionally-charged. The first makes me think of love and the second of tolerance. Both are united by passion. Both require us to pass some judgment on the object of our passion, in this case, “each other”.

Thanks to Marshall Goldsmith highlighting the top 20 flaws that prevent people from becoming more successful, I’ve learned that being over-judgmental and passing judgment too quickly is something to be aware of. As with so many things, bad habits die hard.

The Dangers of Loving and Hating

“Loving and hating” is one of the coping stances many of us adopt when we are imbalanced or feel stressed out, according to Gerald Weinberg. Both represent two sides of the same coin. Loving often materialises itself as favouritism while hating often manifests itself as prejudice. Either way, both of them impair our ability to consider a situation objectively.

Tolerance and Thinking

The idea of “enduring each other” sits uneasy with me. It conjures up a multitude of negative ideas. The first is that tolerating someone usually stems from and reinforces a lack of respect. The second is the idea of putting up with a situation instead of looking for ways to improve.

An example of this is when people say, “That’s the way Jane is. She’s got some skills, but it’s her personality”. What if continuous improvement meant that we can turn everything into a skill and a choice? This would mean we could learn, unlearn and re-learn things that define us as individuals. If we choose to change. I’ve seen people go through transformational change when they realise that a) you can only change yourself and b) only you can change yourself.

Strangers to Ourselves

In the words of Marie Curie, “Nothing in life is to be feared. It is only to be understood.” Acknowledging this is the first step towards making sense of the many tenuous threads of the nest in our heads.