Easy Agile Podcast Ep.2 John Turley, Digital Transformation Consultant, Adaptavist
Transcript:
Sean Blake:
Hello, everybody. I'm Sean Blake, the host of this episode of the Easy Agile podcast. I'm also Head of Marketing at Easy Agile, where our mission is to help teams around the world work better together. We have a fascinating guest with us today. It's John Turley from Adaptavist. John is a pragmatic Agile leader with 25 years experience working in companies at all levels, from teams to C suite, always bringing real value, adding change to the way organizations work. Dissatisfied with the standard discourse around transformation and agility, he is passionate about applying cutting edge knowledge from fields as diverse as sociology and psychology. We're really excited to have John on the podcast today. So John, thanks so much for being on the Easy Agile podcast.
John Turley:
You're welcome, Sean. Pleasure to be here.
Sean Blake:
Thank you so much. So John, you've got a lot of experience in the Agile space, in the tech space. And I'm not trying to call you old. But I'd love to get a sense of what's changed over 25 years. It must just be night and day from where you started to what you see now.
John Turley:
There's a lot of change. And I'm pretty comfortable with old. I'm 48 now, and it's closest to 30 years now. That tells you when I first wrote that bit in the bio. So the technology has changed. That's mind blowing. I started off in ops, and then infrastructure and project management and stuff and 1999, 2000, it would take us three months and 50,000 quid to build a couple of web servers with a pair of load balancers and firewalls and a database at the back. And now we spin them up in seconds.
John Turley:
This is profound. Platform technology is profound slack or I mean platform technologies, that makes a massive difference to the way we interact. Scale is a massive issue. I would say that the world is sort of dichotomized into very large and quite small organizations. There seem to be less in the middle. It's just a gut feeling. We see, I think trust is collapsed. We see that in Edelman Trust Barometer. We see the complexity has increased. That's deeply problematic for us. [inaudible 00:02:23] has been measuring that one.
John Turley:
And we see that workforce engagement is at all time lows through the Gallup World Poll. Those things are big, big changes. What's the same though is the people, the way the people think, the way we construct our reality, our mindset, if you like, the way we make sense of the world around us is very, very similar. So although we now talk a lot more about Agile, the waterfall and waterfall for many is a bit of a dirty word, not for me and same with command and control. People are taking the same mindsets. This is measurable and provable. People are taking the same mindset that they had around waterfall and command and control using different language of Agile and behaving in the same way. That hasn't changed.
Sean Blake:
Very interesting. So you touched on trust, and how basically we've seen this breakdown of trust across the board. And I've just watched a documentary that's come out on Netflix around the Social Dilemma, and how the trust that we have in these big social media platforms is eroding. And we're getting a little bit skeptical around what these big companies are doing to us as the customer. Do you find that that's a hard balance with the people that you work with around being customer focused, but still building a profitable and growing business?
John Turley:
Yeah, I do. Yes, and the way I think it manifests itself, which again maybe we'll get into the sort of the psychology and the sociology as well as the complexity science, I'm into it later. But there's a very clear way that that lack of trust manifests itself. I'm not sure it's the lack of trust that manifests itself. But there's a very clear thing that's happening is people, there's repeated patterns of behavior I see all over the place in a lot of the work I do, which is one on one and with groups, that people hold on to this idea that their view is right and anything that doesn't comply with that is wrong.
John Turley:
This is a view that comes from the predominant mindset from what [inaudible 00:04:33] call the sort of expert or the achiever mindset, and it becomes a barrier to us collaborating and learning together and innovating. If somebody with a different point of view is dismissed as wrong, then there's no common ground to start to build trust. Trust is eroded from the outset, and that means that we can't collaborate, and in a complex world where we need to collaborate ever more closely and learn together and innovate, that's a deep, deep problem.
John Turley:
And the response seems to be that people actually withdraw, they withdraw into groups, we might call them cliques or echo chambers. The sociologists call this process homophily. This is a function like many say of platforms like Twitter, we retreat into groups that echo the opinions that we already hold that then reinforce those opinions, and separate us from the opinions of others and reinforce the opinions we have. So the gaps between the cliques grow wider, and particularly in times of COVID and the lockdown that we've had here, and that we seem to be maybe heading back into the isolation perhaps adds to that, and we see it more and more. So at a time where we need to be getting our act cliques and talking with understanding with others with different views, we're actually psychologically in a difficult position to be able to do that. And so that's what we might generically call the lack of trust manifests itself in the work that I'm doing. And that's how I see it with almost everybody that I work with, including myself, by the way. It's not an easy thing to conquer.
Sean Blake:
So what does your day to day look like, John? I think your official job title is Digital Transformation Consultant. You work for Adaptivist as one of the most well known Agile consulting practices in the world, I would say. What does that mean for you day to day? What does your nine to five look like?
John Turley:
So we're really involved in three things. I'm really involved in three things. And it's all about learning, collective learning, organization learning. So we're involved in a lot of original research. We do that original research with a number of academic partners in a program that we're putting together. We've been doing a lot of the research on our own. But as it gets bigger and more credible, other partners are coming to join us and they're very credible partners.
John Turley:
And the research is uncovering new learning. And that new learning points us to new consulting practices where we can take that learning and embed it into a workshop, say or how we might use the research instruments that we've borrowed from academia in the real world to measure social networks or psychological complexity or the amount of autonomy in the environment. So we can then use that to work with teams to help them shift from a sort of functionally oriented way of working to a cross functional way of working, which whether we're talking about safe and Agile release chains, or whether we're talking about Lean software management and value streams, whether we're talking at a team level or an organizational level, the challenge is essentially the same. We need to orientate ourselves around the creation of customer value in cross functional teams that are focused on delivering that value, not just delivering on their function. And that switch brings with it some deep, complex, deep psychological challenges that we're just not really equipped to meet. So we bring sort of the people and culture element, the tools and the Agile methodology simultaneously to bear in teams to help them make that shift. So that's really what my day to day work looks like, so the research and the practice.
Sean Blake:
Okay, research and practice. And when it comes to the practice side and encouraging that cross functional collaboration, how hard is it for people to get on board with that recommendation or get on board with what the company is trying to do?
John Turley:
For most people, it's really hard. So my experience before doing the research that I guess we started a couple of years ago I was just referring to, was something like this recently. We'd often get, so I've worked in the Agile space for a long time, I don't quite know when I started working in that space, in other words, full space, but a decade or two, let's say, and now bumped into a repeated problem, we get our, let's say, thinking of a specific example with a specific client about three years ago, very functionally orientated, trying to make that shift into cross functional teams. So we got a group of five people together from different functions, so designers, testers, developers, a couple of ops people, and between them, they should be able to obviously, launch some working code within 10 days or whatever. We were probably trying to spring into the real world.
John Turley:
And they were all great people. I knew them all personally. I spent time working with them all. They were very sort of Agile in the way they approached the development of the software that they did, and we put them in a room virtually to begin with and we asked them to produce a piece of code that works across functions, produce a piece of code and release it at the end of the week. And they didn't. And we thought what on earth happened there? We didn't really understand this, so we tried it again. But we assumed that the problem is because we'd done it virtually.
John Turley:
So this time, we got everybody together in Poland, as it happened in a room, we set it all up, we talked to them at the beginning, then people like me sort of left the room and let them get on with it, got to the end of the week, same outcome, nothing has happened. And if you talk to them, while they say, "Yeah, my phone pinged and there was a support incident, and you just couldn't.", and they had lots of very plausible reasons why they couldn't come together as a cross functional team. But the fact remains twice in a row, the most capable people haven't done it.
John Turley:
So we had a really long think about it, one of the senior leader in the business and myself. And we realized that the only thing that could be happening, the only thing that could be going wrong here is that there must be some sort of breakdown in the dialogue between the group in the room. So we ran it, we ran the workshop, let's call it for a third time. And this time, we had somebody else in the room just watching what was going on.
John Turley:
And they spotted something happened really early on. One of the people from the UK said to one of the Polish developers, they said, "Look, think of us like consultants. We're here to help you, to transfer knowledge to you so that you develop a capability so that you can do this on your own." And at that moment, the person who was in the room said that the dynamic in the room seemed to change. People glazed over. And I think what it was is that that word consultant that the English person had used had a different meaning for a colleague in Krakow. I think that meaning, the meaning of consultant meant, we're just here to tell you what to do and not actually do anything and put ourselves on the hook for any work, just kind of watch you do it.
John Turley:
And I think at that point, they kind of went, "Okay, well, all right, I get it, same old, same old. We'll do the work you English guys talk about it, because it's an English company.", and that breakdown started to occur. So the question we started is, I've seen that all over the place. So the question we started to wrestle with in our research is what's happening in those moments when that dialogue breaks down what's happening?
John Turley:
And what we've discovered is that there is a number of research studies, the biggest is about 10,000 people, that shows that around about 50% of people are at a level, and this is 50% of leaders in a study of 10,000, so for middle management, senior management, so it's a skewed number. So in reality, in software teams, it's probably more than 50% of people have reached a level of psychological complexity that suits the environment as it was, but has some limitations in cross functional working.
John Turley:
So they have a mindset, a way of making their reality that works well in a functional environment, but it's challenged in a cross functional environment. And that mindset, this way of thinking, which is very prevalent, is a way of thinking where individuals draw their self esteem from their expertise, just to put it very short, simple as an oversimplification. And the thing is, if you're drawing your self esteem from your expertise, when your expertise is challenged, it feels personal.
John Turley:
If it feels personal, people are likely to get defensive. And it's not because they're stupid, or they're not interested or they don't want to, the psychologists can show it's a level of psychological complexity, where that's just how our minds work. That's just how our meaning making works. Now, if that's the stage you're at, if we imagine me as a developer sitting down with a tester, and the tester's saying to me, "Look, the way you've written the code isn't the best way to do it for me, because I can't test it."
John Turley:
If I'm drawing my self esteem from my expertise as a developer, I'm likely to reject that, and might even start to think thoughts like, "Well, I think what really needs to happen here is that you need to be a better tester." I think that's the problem. And then we get this separation. Now at the next stage is psychological complexity. And these stages are in a framework that we do move through these stages. Again, it's an oversimplification, but it's observable and measurable. At slightly later stage of psychological complexity, things start to change. People start to recognize that the world is much more complex, that it's not black and white. And actually, there are multiple ways of doing things.
John Turley:
So to go back to my example as a developer, the tester might say to me, "This isn't the best way to write the code as far as I'm concerned." And what I'll hear is the, "Oh, as far as I'm concerned." It might be as far as I'm concerned, it's not fair enough. How can we change the way I'm writing the code to make it easier to test? But I can't do that if I respond like it's a personal criticism, you know what I mean? So what we started to uncover in the research is a correlation between how successful cross functional teams can be, and the level of psychological complexity in the leaders and the individuals in that team.
Sean Blake:
Interesting. So there's a book that we've been reading at Easy Agile recently called Radical Candor. And really, it comes down to giving constructive feedback to each other, not in a way where you're attacking them personally but you're trying to be honest around how we can work more collaboratively. And like you said with that example, how can a developer write code in a way that the QA tester can actually perform the tests on it? For someone who's new to cross functional ways of working, what advice does the research have around preparing that mindset to receive some of that radical candor, to receive that feedback in a way that you don't take it personally?
John Turley:
Well, so it's a great question, you put it really well, because radical candor is fine. We have, I work in a team that is very candid. We have some difficult conversations, and we don't even really dress our words up. And nobody gets offended. We just know that it's a shortcut. We might get our words wrong, but it's a shortcut to unlocking value to finding out how to work together. But it's not about the words that each of us picks to express. It's about how the other chooses to react to the words landing, as much as now that's a dialogue, it's a two way thing, it takes two to tango.
John Turley:
And the way we can develop a mindset that's more suitable to cross functional work is interesting. First of all, we've got to get out of comfort zone. We've got to be prepared to get out of our comfort zone, not far necessarily, and not for very long necessarily, and not without support and understanding from the colleagues around us. But we do need to get out our comfort zone. Otherwise, psychological growth can't occur. This is what I'm talking to about now is the work really of Robert Kegan and Lisa Lahey, who do a lot of work in dialogue on radical candor.
John Turley:
So we've got to get out of our comfort zone. But we've also got to be addressing a complex problem with a group of people when we're outside of our comfort zone. And that complex problem has to be meaningful, and it has to be salient, it has to be something that we care about, it has to be something relevant to our day to day work. And if we've got those characteristics in the environment that we working in, then there is an opportunity for individuals to choose to develop their own psychological complexity.
John Turley:
So that environment that has those characteristics, we would call in Kegan's word a deliberately developmental environment, because we can't separate the development of individual mindsets from the environment that that mindset functions in. The reason most of us have got the mindset that draws self esteem from expertise is because that's actually what most environments that we work in or not. That works in a functional environment. It's where you get promoted, it's where you get hired. It's where you get your Scrum Master badge and all that other stuff that gives you status and makes you feel good.
John Turley:
The world that we work in for many of us honors that expert way of making meaning. It doesn't honor learning and admission that yours might not be the best way to do things in the same way. So we have to shift the environment to support the individual to choose to take that developmental step because it can't be something that's done to them. You can't make people develop a more complex psychology. You can't train them to do it. You can only give them an environment that supports that step if they want to take it and if they don't, fair enough, that's okay. But maybe cross functional teams for them, if they don't want to because the hard place is to work.
Sean Blake:
Is it a problem that people find their expertise or find their self esteem from expertise? Is part of it encouraging men to find their confidence in things outside of their work or is expertise an honorable pursuit?
John Turley:
I wouldn't say it's a problem at all. Expertise, and the development of expertise is an honorable pursuit. Drawing your self esteem from your expertise is a very necessary part of our psychological development is a stage that can't be skipped really. I said to you before that I don't like to say things like that without the research base, but the psychology certainly imply that it's a stage that can't be skipped. So we've got to do it. We've got to go through this stage. The stage before we're drawing our self esteem from our expertise is where we draw our self esteem from our membership of the group.
John Turley:
And that's very important too, if you think of us as children or being part of a group is essential for our survival, so ingratiating yourself into that group, not rocking the boat, so we don't jeopardize our group membership is critical. But at some point, people start to realize, well, actually, I have to rock the boat a little bit if we want some direction. So separating your meaning making from drawing your self esteem from the group to drawing your self esteem from your expertise is a development in that sense. Drawing your self esteem from your expertise means the best way to write this code is let me train somebody to do it.
John Turley:
It's critical. But like all developmental stages, it has its limitations. So it's not problematic in any way, unless the individual is in a complex environment in which that expert way of making meaning isn't well suited. And then you got a mismatch between psychological complexity and environmental complexity. And when you've got a mismatch like that, the individual's anxiety will go up probably, employee engagement goes down, certainly wellbeing goes down, people revert to an earlier way of making their meaning that's more embedded in their expertise or the group, just to the point, they need to get more sophisticated.
John Turley:
So the problem is the mismatch between psychological complexity and environmental complexity. That's why we need to support, as the world gets more complex, that's why we need to get all get better at supporting the development of individuals into a level of psychological complexity that suits the more complex environment. That's kind of the nub of the problem. Nothing wrong with being an expert in drawing your self esteem from your expertise. People have done it forever, and will continue to do so. Every time you get in a flash car and you feel good, because you're in a car, you're drawing your self esteem from the status symbol, which is very similar to your expertise. As a young man, I put on my sharp suit and I feel a million dollars. Nothing wrong with that at all, but it's limited. That's the problem.
Sean Blake:
Understood, understood. So you've spoken about research and measurement and having an evidence based way of making decisions. When it comes to this cross functional way of working or digital transformation or teams moving from the old way of working to an Agile way of working, do we have evidence to say one way of working is superior to another way of working? And when you're talking to these clients or these customers, can you guarantee that if they work in this way, it's going to lead to better outcomes for the business? How do you approach that conversation?
John Turley:
No, I can't do either of those things. So I would never go anywhere near nor would I research saying that one way of working is better than another way of working or we can say like the mindset and the environment that there are ways of working that will work better depending on the problem that you're trying to solve. But it's very unlikely that one could be considered right and the other wrong in all sorts of circumstances, but more than that, I would say that doesn't matter what your way of working is or a team's way of working is. If the mindset is the way of making sense, if the reality doesn't also shift, then you're just following a new process, a new way of working with the old way of thinking, and you're going to get the same results just with different words.
John Turley:
So for me, that isn't entirely true, I'm quite biased. I guess in the work I do, I've got quite a perspective. If you shift mindset, then everything else will drop into place. If you change everything else, but don't shift mindset, nothing else will drop into place. What we can say however, is that there are three things, let's call them the three elements of a cross functional team that are hidden to people in organizations at the moment.
John Turley:
So generally, we think if we've got people with the right experience and skills working suitably hard, then they're going to work as a successful cross functional team. And if they're not, they're either not working hard, they're not the right type of person, or they haven't got the right set of skills, so fire them and hire somebody else or give them or put them on a training course, and that solves the problem, which of course it doesn't.
John Turley:
We would say that there are three other elements that remain hidden parts of the cross functional team that are more critical than that, and we're beginning to be able to demonstrate that there is a correlation between these three things that I'm going to tell you about on both employee engagement and team performance.
John Turley:
And these three hidden elements are the structure of the social networks that underpin the way people work. So if we think about how we as groups of human beings organize ourselves, we might think about hierarchies and hierarchy diagrams and old charts and bosses and stuff. That's not really very important for a cross functional team. What's much more important is the social network that develops across that team, who works with whom and when and how, right? Do the developers and the testers and the testers and the ops guys and the designers and the technical architects, do they all work together in a cross functional team?
John Turley:
Now that's a social network. That's a network that's formed through individual autonomy because they want to get the job done not because the boss says you've got to go and do it. In fact, it can't be done because the boss says go and do it. So we have worked with some friends in academia with actually an Australian company called Polinode to measure their various ways we can get the data, what those social networks look like. And the structure of those social networks is key.
John Turley:
As we look at the structure of social networks, we can see whether those teams look like their function, sorry, organized hierarchically, or were they organized for cross functional working because of the network structure. So network structure is one element. The other is psychological complexity. So we've worked with a gentleman called David Rook, who did the original research and developed a psychometric instrument that can measure an individual's stage of psychological complexity, both the structure and the substructure. And that mindset complexity is also linked along with network structure to where the teams can function cross functionally.
John Turley:
The third thing that was the hardest bit, the last bit of the jigsaw that we sort of put into our hypothesis is we need to have adequate degrees of autonomy. We needed to develop a much better understanding of what it means for teams to be autonomous than we had, and how that autonomy relates to control and how control undermines autonomy and how we all tend to be orientated, to taking the cues in the environment either as instructions, which we must comply with or invitations to be autonomous. And we now have another psychometric instrument. So the third instrument that we use, we call the motivation orientation scale, excuse me, that can measure an individual's likelihood to interpret inbound information as an instruction or an invitation to be autonomous.
John Turley:
And once we know that, we can start to challenge this common perception within product teams, software teams that the team is autonomous, because everybody thinks they are autonomous. And in fact, everybody is, research shows mostly autonomous, but we might be almost entirely autonomous, or we might be 60% autonomous. We can measure this. And then we can say to teams, "Look, you are autonomous as a bunch of individuals. But you also have this control thing going on where you're responding to inbound requests."
John Turley:
And we need to be more autonomous. So once we can start to measure it, we can start to challenge their ideas of how autonomous they are. And we can start to examine where the teams are choosing to respond from that control orientation or their autonomy. So they're the three things, autonomy and control, complexity of mindset and network structure, equal employee engagement and team performance. That's what our research says. So what we can say is, to your question in the beginning, there is a network structure, a level of psychological complexity and the amount of autonomy that correlates to successfully working as a cross functional team. And in that sense, we might think that those levels are right, in some sense.
Sean Blake:
Okay. So what does a 100% autonomous team look like? And do they still have interaction with, say the executive team on a day to day basis? Or are they at odds, those two concepts?
John Turley:
No, they're not at odds. They do have, they might have day to day, I suppose they would, they will have either directly or indirectly interactions with the executive team. So the first thing we need to bear in mind here is that the research that we're leaning on is something called self determination theory, which is a theory of motivation. And it has quite a specific definition of autonomy, which is not what we might normally think. Often autonomy is taken to mean as sort of the general use of independence. So if we buy a company, we might leave it to run autonomously, which would mean we just left it alone for a while. And autonomy in this context doesn't mean that. It means individuals acting of their own volition, individuals deciding how to act towards a common purpose. So the team has to have the vision which they can self organize around. You can't self organize without autonomy. If you don't got autonomy, you have to wait to be told what to do. And then it's not self organization.
John Turley:
So autonomy leads to self organization, and self organization can be around a common vision or a set of goals or an OKR is quite a sophisticated way to do instead of management by objective, then we can self organize in a way that sort of honors the need to be part of an organization, doing some coordinated work, but that doesn't rely on a manager telling the individual what to do.
John Turley:
That's what an autonomous team looks like. An autonomous team, you need the autonomy is really a self organizing team. And the self organizing team is deciding what the team ought to do in order to achieve a wider objective, which could be integrating with other self organizing teams. And obviously, the direction is set often by the executive. So all these things sort of come into play. It's not a question of control on the one hand or autonomy on the other or Agile on one hand or waterfall on the other.
John Turley:
So we're going to blend the two. We're going to balance them. And that balance needs to shift not only across teams, but also depending on the level that the organization is, that the team is working in the organization. And what I mean by that is the need for control and measurement increases in many ways as you go higher up the organization. So we want high degrees of autonomy at a team level where we're creating customer value. But we need to recognize that that self organizing team has a legitimate requirement to integrate with some elements of controlling the organization, because if we have some elements of control, then we can't do the accounting and be accountable for where we spend investors' or shareholders' money, you know what I mean? So it's much more complex in the sort of the dichotomized world that people tend to look at, which is very black and white. Is it Agile or is it waterfall? Are we autonomous or are we control orientated where you're both and the blend of which needs to shift depending on the environment here.
Sean Blake:
Okay, okay. So there's always a need for a bit of control on top of the autonomy.
John Turley:
It's a balance, right? We're all comfortable with control, aren't we? We all comply with speed limits, for example. We're perfectly okay with that. Control is not a dirty word. Some will do things that we're told to do sometimes, and we're happy to do it. Sometimes we do it begrudgingly. We're not happy to do it. Sometimes we reject it. There's nothing wrong with control in itself. It's the overuse of control to coerce people to do things that they don't want to do. That's when it becomes problematic because it undermines an individual's autonomy, which is a basic, universal psychological need. We all need to have a sufficient degree of autonomy to feel well.
Sean Blake:
Okay. Okay. So we know that Agile's had a good run, it's been decades now. So do you still find that you come across the same objections when you're speaking to these executive teams or these companies perhaps from more traditional industries? Do they still have the same objections to change as they did in the past? And how do you try and overcome them?
John Turley:
Yes, they do. So one of my strange experiences as a young project or program manager, whatever I was, is that when I would end up in a room full of software developers who were Agile, probably the language they would have used at the time and a bunch of infrastructure engineers who followed waterfall, and the distaste for one group for the other, it was almost visceral, and you could see it in them. There would be a bunch in, I don't know, Linux t-shirts and jeans, and then the infrastructure waterfall people would probably be wearing suits.
John Turley:
I mean, it was really obvious, and it was hard to bring these groups together. That was my experience in let's say, around about 2000, I sat with a client yesterday, who said exactly the same thing. They said that in their organization, which is going through a very large, Agile transformation at the moment, they said, "These are their ways. We kind of got people at the two extremes. We can sort of bookend it. We've got the waterfall people who think their way is best and we got the Agile people who are totally on board with Agile transformation."
John Turley:
And what I heard when the individual said that is quite senior leaders, the Agile people are on board with the Agile transformation brackets because they think their way of working is best. And what I tried to point out to that senior manager was that that was one group, there were perceptions anyway, that one group was into Agile and got cross functional working, all that got cross functional working and the other group didn't, actually the two groups were operating in the same way.
John Turley:
They both thought their way of working was right, and one was espousing the virtues of waterfall and the other Agile, but the fact was they both thought that they were right, and the other was wrong. And they were both wrong in that. Waterfall works really, really well in a lot of scenarios. And full on Agile works really, really well in some environments. In some environments, it's quite limited by the way, in my opinion.
John Turley:
My friend and colleague, John Kern, who was a co author of the Agile Manifesto in 2001 or 2004, whatever it was, I can't remember. He says, "I love waterfall. I do loads of waterfall, I just do it in very small chunks." And because the fact is we've got to do work sequentially in some manner. I can't work on an infinite number of things in parallel. There has to be a sequence.
John Turley:
And that really, when I heard him say that, it sort of filled my heart with joy in a way because for somebody with a waterfall background, I used to say, "Look, I don't get this. In waterfall project management, we're talking about stages. And in Agile, we're talking about sprints." And they've both got an end. One's got a definition of done. And one's got some acceptance criteria, and they both got a beginning. The only difference is the language and the duration.
John Turley:
So what if we make sprints, sorry, stages 10 days long? What's the difference now? And yet people would say, "Well, we're Agile, and we do sprints, and that would still be a stage." Come on, we've got to find some common ground right to build a common meaning making between large groups of people. Otherwise, only the Agile listeners amongst us can work for Agile organizations, and everybody else is doomed. And that's not true, is it? That's nonsense, right? So we've got to come together and find these ways of working as my friend John Kern points out so eloquently.
Sean Blake:
Okay, that's good advice. So for these, some people that you meet, there's still this resistance that has been around for many years. How do you go about encouraging people to get out of their comfort zone to try this cross functional way of working and be more transparent, I guess with contributing to the team and not necessarily pushing towards being just an individual contributor?
John Turley:
Another great question, Sean. So there are a couple of ways we can do it. The psychometric instrument that I mentioned earlier, that can sort of measure I kind of always put that in inverted commas, because it doesn't really measure anything, it assesses, I suppose, is a really, really powerful tool. Off the back of that measurement, the psychologists that we work with can create a report that explains lots of this sort of meaning making stuff, adult developmental psychology to the individual. And it tends to be mind blowing. It really shifts people's perspective about what they are and how they're operating in the world.
John Turley:
Once people start to understand that there are these developmental stages, and we all move through them potentially to the last days of our life, we can start to see the disagreements. They just start to fall away. Disagreements start to fall away, because they cease to be seen as opposing views that can't be reconciled, because I'm this type of person and they're that type of person.
John Turley:
And they start to be seen as incompatibilities in meaning making. So people start to go, "Okay, well, I think this and you think that. How are we both making our meaning around this, that means we can see other's perspective?" And immediately, then you've started to find a mechanism to find some common ground.
John Turley:
So the leadership development profile report, which is the report that comes from the psychometric instrument really sheds a lot of light on for the individual, both on how they're working and what development looks like, what psychological development looks like for them. So that's a powerful tool. We have another service that we call dialogue partnering, which we're piloting, which is sort of what over an eight or 10 week program, it's a one on one collaborative inquiry into how an individual is making their meaning, and what the strengths of their meaning making and the limitations of their meaning making are.
John Turley:
And once people start to realize that the way, the reason they feel defensive because the way they code has just been criticized is because they're drawing their meaning from being the best coder on the planet. But there is a development path that leaves that behind, which is where many, many people get to. It's kind of like an a-ha moment, people just realize that reality is different to what they thought and it can be adjusted.
John Turley:
So the LDP, the Leadership Development Profile reports, dialogue partnering, and working with senior management to create a deliberately developmental environment, which does those things I mentioned before, they're the critical tools that we use to help individuals unlock their own psychological development. And the question is, of course, why would they be motivated to do this? Why would they care? And they care, because 80% of people have got a very low level of engagement in their work. Most people are treading water, killing time. It's not a joyous place to be. Once people start to work in cross functional teams and get involved in joyous work with their colleagues to create things they couldn't, which is a basic human instinct, that's a buzz, then you come into work and enjoying yourself.
John Turley:
That's what I said to you at the beginning of that call, right? I'm having a great time, I'm working with some brilliant people unlocking new knowledge that we believe humankind doesn't have. That's a buzz. I'm not treading water in my role, you know what I mean? And this isn't unique to me. In my view, the whole world could be like that. We could all work in roles like that, maybe that's got a bit far. But certainly, many more of this could then currently do to get on board with the psychological development and enjoy your role more, enjoy your work. There's a lot of time.
Sean Blake:
Yeah, I really resonate with what you said about the buzz. And I've seen that happen when the light bulb comes on in people, and it's no longer this factory line of work getting passed down to you. But you realize you're now part of a team, everyone's there to support you, you're working towards a common goal. And it's transparent, you can see what other people are working on, and you're helping each other build something together. It's actually fun. For the first time in a lot of people's careers, it's a fun and enjoyable experience to come to work. So that must make you feel really good about doing what you do.
John Turley:
Yeah, it does. It's why I get out of bed, and it's what I've been about for 20 years trying to unlock this, really help other people unlock this. I got a phone call from a colleague the other day who said they were doing some exercise, and they were thinking about their new role. And they thought to themselves, this is what it feels like to do joyous work.
John Turley:
I mean, that [inaudible 00:42:51] job done, because this is a very capable individual. Once they're feeling like that, you know that they're going to do great things. When they're feeling like they're other people feeling, that people are clot watching, or there's this culture of busyness, where we can't admit that we don't know things. And then we've got to be in a meeting doing something, in the transparent world that you're just talking about, if I've got any work to do, I can just sit and say, "I'm going to work today, I'm waiting for more stuff to write." And it's not a bad thing. It's like, great, you're working at a sustainable pace. That's a good thing. I worked for a Swiss bank for years and years, working at a sustainable pace but nobody was interested, you need to work at a full on flat out unsustainable pace. And when you're burned out, you can go and we'll get somebody else to come in and do it. That's how it works. That's miserable.
Sean Blake:
It's not what we want, Sean, is it? It's not what we want. And unfortunately, a lot of people have been there before and they've experienced it. And once they see the light, they never want to go back to it, which I guess is a good thing once you recognize that there's a better way.
John Turley:
Yeah, agreed.
Sean Blake:
Yeah. Okay, well, I think we're going to wrap up shortly. I do have two more questions for you before we call an end.
John Turley:
I'll try and keep the answers brief.
Sean Blake:
No, that's fine. I'm really enjoying it. I could probably go for another hour but I know we've got other things to do. So in the research, I've read some of your blog posts, and I watched some of the talks that you've done and events in the past, and you speak about this concept of hidden commitments. And I just like to learn a bit more, what is a hidden commitment? And what's the implication?
John Turley:
Great question. So Robert Kegan and Lisa Lahey, developmental psychologists, wrote a book called Immunity to Change. This is a book that I read here a few years ago. And in there, Bob and Lisa talk about hidden commitments. And so they start by pointing out that we all make New Year's resolutions and they all fail. We really mean them when we make them. And when I was in my late teens, maybe I really did mean them when I made them. But I could never keep them.
John Turley:
In another book, Kegan points out, I think it's in the book called The Evolving Self. He points out that a large majority of men, after they've had heart attacks, I think it's a study in America. But it's been a while since I read it, I think it's six out of seven, don't change either their diet or their exercise regime after they've had a heart attack. And the reason he uses that as a case study in the book, because he's pointing out that it's not that these people don't know what to do, you need less calories in, more out. And it's not that they're not motivated to do it. They've had a near death experience. They'd like to stay alive, we presume.
John Turley:
Yet still, they don't make any meaningful change to their diet, their exercise regime, why not? And what Bob and Lisa say in the book from their research is that it's down to hidden commitments. We all have our way of making meaning. We have our values and our assumptions that we absorb from society as if by osmosis. And we don't question them. We can't question all of the assumptions that we absorb as we grow up. It's just not possible. So we have these hidden assumptions that we're committed to hidden commitments. And sometimes, these hidden commitments conflict with our stated objectives. And when the hidden commitment conflicts with our stated objective, the result is that we get very confused about the fact that the stated objective sort of falls by the wayside, and we don't really understand why. We might think, I would think a common out, because I just need to try harder, I just need more willpower. I just need to stay the course. And it's not true very often. There is something else in your meaning making this conflicted with our stated objective. And once you can surface it, then you can start to examine that hidden commitment, and you can play around with it.
John Turley:
And when you can play around with it, then you're adjusting your meaning making. And the technique that we use in dialogue partnering comes from Bob and Lisa's book, where we're essentially uncovering those hidden commitments and seeing how they conflict with commitment. So that's sort of, and then once you can see it, and you can experiment with it, you can start to unlock change in yourself. Peter Senge, I think he's director of innovation. He's very famous, director of innovation for MIT. And he has a beautiful little quote, something like, "What folly it is to think of transforming our organizations without transforming ourselves?"
John Turley:
We need to change our relationship with power in order to change the way power is distributed across our organizations. And that's an example of a hidden commitment that we don't normally think about. We just think we can empower people magically, whilst retaining all the power for the senior manager. And that just doesn't work. There's a hidden commitment, conflicting with the idea that we want to empower our teams, which is a quite flawed idea.
Sean Blake:
Wow. Okay. Well, I really like the approach to work and looking at the social structure, the social networks, and the psychology behind it all. It's really fascinating and it's not something I've really come across before, especially in the Agile space. So that's really unique. Thanks for sharing that, John. Last question for you. 2020 has been interesting to say the least. We've talked about some things that have stayed the same over your career, some things that have change. What do you think is going to come next, looking forward to the next five, 10 years? What are some of those trends that you think are really going to stand out and maybe change the way that your work, it changes the way that that your nine to five looks or changes the way that you interact with your clients?
John Turley:
I think that this won't just change the way my nine to five looks. It will change like everybody's nine to five looks. I think that the world is in a difficult place. A lot of us are upset, and it looks like a bit of a mess, and we're all anxious, I think. A lot of us are anxious. But as a friend said to me, he was quoting somebody else, never let a good crisis go to waste. The amount of changes, a lot of energy in the system, the amount of changes in the system is palpably changing things.
John Turley:
Many of us recognize there must be a better way of doing things because our ways of organizing ourselves as society, including our organizations is collapsing. It doesn't work anymore. People are realizing through work that people like the names I've mentioned, and through our original research, I hope will sort of contribute in an original way to this, that there is a better way of organizing ourselves that humankind does have the knowledge and the experience to do what we need to do.
John Turley:
It just isn't in IT. We need to look outside of it to what the psychologists say about mindset, not what the Agile people say about mindset. That's a radical idea. And as we import this learning and this knowledge, we have a framework that helps us understand to a much greater degree what's really going on, and how we can unlock real change. So everything that I talked about today, very little of it is original. We have some original work I can't really talk about. Does it matter? The knowledge is out there. If we do the people and culture bit and the tools and the methodology together, then it scales, then we change the way organizations work, which is going to change everybody's nine to five.
Sean Blake:
That's great. It's bringing it back to basics, isn't it? What we know about human beings, and now let's apply that to what we know about work. So that's really eye opening. And I've learned a lot from our conversation, John. I've got a few books and a few research papers to go and look at after this. So thank you so much for appearing on the Easy Agile podcast, and we really appreciate your time.
John Turley:
Sure, my pleasure. I mean, I love and we love at Adaptavist to sharing what we're doing. So we can all engage in more joyous work, man. So thanks for helping us get the message out there.
Related Episodes
Text LinkEasy Agile Podcast Ep.21 LIVE from Agile2022!
"That's a wrap on Agile2022! It was great to be able to catch up with so many of you in the agile community in-person!" - Tenille Hoppo
This bonus episode was recorded LIVE at Agile2022 in Nashville!
The Easy Agile team got to speak with so many amazing people in the agile community, reflecting on conference highlights, key learnings, agile ceremonies + more!
Thanks to everyone who stopped by the booth to say G’Day and enjoyed a Tim Tam or two ;)
Huge thank you to all of our podcast guests for spending some time with us to create this episode!
- Cody Wooten
- Gil Broza
- Maciek Saganowski
- Lindy Quick
- Carey Young
- Leslie Morse
- Dan Neumann
- Joseph Falú
- Kai Zander
- Avi Schneier
- Doug Page
- Evan Leybourn
- Jon Kerr
- Joshua Seckel
- Rob Duval
- Andrew Thompson
Transcript
Caitlin:
Hi, everyone. Well, that's a wrap on Agile 2022 in Nashville. The Easy Agile team is back home in Australia, and we spent most of our journey home talking about all of the amazing conversations that we got to have with everyone in the Agile community. It was great catching up with customers, partners, seeing old friends, and making lots of new ones. We managed to record some snippets of those amazing conversations, and we're excited to share them with you, our Easy Agile Podcast audience. So enjoy.
Maciek:
[inaudible 00:00:26].
Tenille:
Maciek, thanks so much for taking time with us today.
Maciek:
No worries.
Tenille:
[inaudible 00:00:30], can you let us know what was the best thing you've learned this week?
Maciek:
Oh, that was definitely at Melissa Perri's talk. When she talked about... Like, to me, she was talking about slowing down. And what we do in Agile, it's not just delivery, delivery, delivery, but very much learning and changing on things that we already built, and finding out what value we can give to customers. Not just ship features, it's all about value. That's what I learned.
Tenille:
That's great. Thank you. So what do you think would be the secret ingredient to a great Agile team?
Maciek:
Humility. Somehow, the team culture should embrace humility and mistakes. And people should not be afraid of making mistakes, because without making mistakes, you don't learn. That's what I think.
Tenille:
So what would be, I guess, if there's one Agile ceremony that every team should do, what do you think that might be?
Maciek:
For sure, retro, and that comes back to the mistakes and learning part.
Tenille:
Yeah. Fantastic.
Maciek:No worries.
Tenille:
That's great. Thanks so much for taking time.
Maciek:
Okay. Thank you.
Tenille:
Cheers.
Gil:
[inaudible 00:01:42].
Caitlin:
Gil:, thank you so much for chatting with us. So we're all at Agile 2022 in Nashville at the moment. There's lots of interesting conversations happening.
Gil:
Yes.
Caitlin:
If you could give one piece of advice to a new forming Agile team, what would it be?
Gil:
It would be to finish small, valuable work together. It has a terrible acronym, FSVWT. So it cannot be remembered that way. Finish small, valuable work together. There's a lot of talk about process, working agreements, tools. This is all important, but sometimes it's too much for a team that's starting out. And so if we just remember to finish small valuable work together, that's a great story.
Caitlin:
Yeah, I love that. And you were a speaker at conference?
Gil:
Yes.
Caitlin:
Can you give our audience a little bit of an insight into what your conversation was about?
Gil:
What happens in many situations is that engineering or development doesn't really work collaboratively with product/business. And instead, there is a handoff relationship. But what happens is that in the absence of a collaborative relationship, it's really hard to sustain agility. People make a lot of one-sided assumptions. And over time, how decisions get made causes the cost of change to grow, and the safety to make changes to decrease. And when that happens, everything becomes harder to do and slower to do, so the agility takes a hit. So the essence of the talk was how can we collaboratively, so both product and engineering, work in ways that make it possible for us to control the cost of change and to increase safety? So it's not just collaboration of any kind. There are very specific principles to follow. It's called technical agility, and when we do that, we can have agility long-term.Caitlin:
Great. I love it. Well, thank you so much and I hope you enjoy the rest of your time at the conference.
Gil:
Thank you.
Caitlin:
Great. Thank you.
Tenille:
Hi, Tenille here from Easy Agile, with Josh from Deloitte, and we're going to have a good chat about team retrospectives. So Josh, thank you for taking the time to have a good chat. So you are a bit of an expert on team retrospectives. What are your top tips?
Josh:
So my top tips for retrospective is first, actually make a change. Don't do a lessons observed. I've seen lots of them actually make a change, even if it's just a small one at the end. The second, and part of that, is make your change and experiment. Something you can measure, something that you can actually say yes, we did this thing and it had an impact. May not be the impact you wanted, but it did have some kind of impact. The second tip is vary your retrospectives. Having a retrospective that's the same sprint after sprint after sprint will work for about two sprints, and then your productivity, your creativity out of the retrospective will significantly reduce.
Tenille:
That's an excellent point. So how do you create [inaudible 00:05:03]?
Josh:
Lots and lots of thinking about them and doing research and using websites like TastyCupcakes, but also developing my own retrospectives. I've done retrospective based on the Pixar pitch. There's six sentences that define every Pixar movie. Take the base sentences, apply them to your sprint or to your PI and do a retro, and allow the team that creativity to create an entire movie poster if they want to. Directed by [inaudible 00:05:34], because it happens. People get involved and engaged when you give them alternatives, different ways of doing retrospectives.
Tenille:That's right. So for those teams that aren't doing retrospectives at the moment, what's the one key thing they need to think about that you... What's the one key thing you could tell them to encourage them to start?
Josh:
If you're not doing retrospectives, you're not doing [inaudible 00:05:54]. So I shouldn't say that. But if you're not doing retrospectives, if you truly believe that you have absolutely nothing to improve and you are 100% of the best of the best, meaning you're probably working at Google or Amazon or Netflix, although they do retrospectives. So if you truly believe that you are the equivalent of those companies, then maybe you don't need to do them, but I'm pretty sure that every team has something they can improve on. And acknowledging that and then saying, how are we going to do that? Retrospective's a very fast, easy way to start actually making those improvements and making them real.
Tenille:
Fantastic. Great. Thanks so much for taking the time to chat to us briefly about retrospectives.
Josh:
Thank you.
Caitlin:
We're here with Leslie, who is the president of women in Agile. Leslie, there was an amazing event on Sunday.
Leslie:
Yes.
Caitlin:
Just talk to us a little bit about it. What went into the planning? How was it to all be back together again?
Leslie:
It was amazing to have the women in Agile community back together, right? Our first time since 2019, when everyone was together in Washington DC for that event. The better part of six or seven months of planning, we had about almost 200 people in the room. Fortunately, we know the [inaudible 00:07:10] of what these women in Agile sessions that we do, part of the Agile Alliance conferences every year, right? We've got a general opening. We've got a great keynote who is always someone that is adjacent to the Agile space. We don't want to just like... We want to infuse our wisdom and knowledge with people that aren't already one of us, because we get all of the Agile stuff at the big conference when we're there.
Leslie:
So that part, we always have launching new voices, which is really probably one of my most favorite women in Agile programs. Three mentees that have been paired with seasoned speakers, taking stage for the first time to share their talent and their perspective. So that's really great. And then some sort of interacting networking event. So that pattern has served us really well since we've been doing this since 2016, which is a little scary to think it's been happening that long. And it's become a flagship opportunity for community to come together in a more global fashion, because the Agile Alliance does draw so many people for their annual event.
Caitlin:
Yeah, for sure. Well, it was a great event. I know that we all had a lot of fun being there. What was your one key takeaway from the event?
Leslie:
I'm going to go to [inaudible 00:08:14] interactive networking that she did with us, and really challenging us to lean into our courage around boundaries and ending conversations. We don't have to give a reason. If some conversation's not serving us or is not the place that we need to be for whatever reason, you absolutely have that agency within yourself to end that conversation and just move on. I love the tips and tricks she gave us for doing that well.
Caitlin:
Yes, yes, I love that too. That's great. Well, thank you so much. Appreciate it.
Leslie:
Yeah. Thanks for having me.
Tenille:
Hi, Evan. How are you?
Evan:
Very good.
Tenille:
That's good. Can you please tell me what's the best thing you learned today?
Evan:
The best quote I've got, "Politics is the currency of human systems." Right?
Tenille:
Wow.
Evan:
So if you want to change a human system, you got to play the politics.
Tenille:
Fantastic.Evan:
Which feels crappy, but-
Tenille:
It's the way it is.
Evan:
... that's the way it is.
Tenille:
[inaudible 00:09:07]. Okay, next question. What is the Agile ceremony that you and your team can't live without?
Evan:
Retrospective. With the retrospective, you can like create everything else.
Tenille:
Fantastic. That's really good. And what do you think is probably the key ingredient to a good retrospective?
Evan:
Oh, trust. Trust requires respect. It requires credibility. It requires empathy. So trust is like that underpinning human capability.
Tenille:
Yeah. Fantastic. Thanks very much.
Evan:
Thank you.
Tenille:
Yes.
Caitlin:
Right. We're here with Cody from Adfire. So Cody, how you enjoyed the conference so far?
Cody:
I'm really loving the conference. It's been awesome. To be honest, when we first got here, it seemed maybe a little bit smaller than we thought, but the people here's been incredible, highly engaged, which was always great. And plus, a lot of people are using Jira and Atlassian. So lot of big points.
Caitlin:Win-win for both, huh?
Cody:
Yeah. Always, always, always.
Caitlin:
Very good.
Cody:
Yeah.
Caitlin:
Lots of interesting talks happening. Have you attended any that have really sparked an interest in you? What's [inaudible 00:10:15]-
Cody:
Yeah. I can't remember any of the talk names right off the top, but they've all been incredibly insightful. Tons of information. It seems like there's been a topic for everything, which is always a great sign and stuff like that. So my notes, I have pages and pages and pages of notes, which is always a good sign.
Caitlin:
Yeah, that's [inaudible 00:10:34].
Cody:
So I'm I have to go back and [inaudible 00:10:35] again.
Caitlin:
Yes.
Cody:
But it's been incredible and the talks have been very plentiful, so yeah.
Caitlin:
Good. Good. And what is the one key takeaway that you are looking forward to bringing back and sharing with the team?
Cody:
Well, I think one of the key takeaways for us was that... I talked about the engagement that everybody has, but one thing that's been incredible is to hear everybody's stories, to hear everybody's problems, their processes, all of that stuff. So all of that information's going to be a great aggregate for us to take back and create a better experience with our product and all that good stuff. So yeah.
Caitlin:For sure. I love it. Now, I have one last question for you. It's just a fun one. It's a true or false. We're doing Aussie trivia. Are you ready for this one?
Cody:
Okay.
Caitlin:
Okay.
Cody:
Hopefully.
Caitlin:
So my true or false is, are Budgy Smugglers a type of bird?
Cody:
Are buggy smugglers-
Caitlin:
Budgy Smugglers.
Cody:
Budgy Smugglers.
Caitlin:
A type of bird.
Cody:
True.
Caitlin:
False. No.
Cody:
What are they?
Caitlin:
Speedos.
Cody:
Yeah. Well, I've got some of those up there in my luggage. So I'll bring the budgys out now.Caitlin:
With your Daisy Dukes.
Cody:
Exactly. Exactly.
Caitlin:
Yeah. And cowboy boots, right?
Cody:
Yeah.
Caitlin:
Well, thank you so much.
Cody:
Thank you.
Caitlin:
Very appreciate it.
Cody:
Yeah. Thank you.
Tenille:
Doug, how are you?
Doug:
I'm great. Thank you.
Tenille:
Awesome. Well, tell me about, what's the best thing you've learned today?
Doug:
I think learning how our customers are using our products that we didn't even know about is really interesting.
Tenille:
That's amazing. Have you had a chance to get out to many of the sessions at all?
Doug:I actually have not. I've been tied to this booth, or I've been in meetings that were already planned before I even came down here.
Tenille:
[inaudible 00:12:01].
Doug:
Yeah.
Tenille:
That's good. So when you're back at work, what do you think is probably the best Agile ceremony that you and your team can't live without?
Doug:
I think what I'm bringing back to the office is not so much ceremony. It's really from a product perspective. I work in product management. So for us, it's how we can explain how our product brings value to our customers. So many lessons learned from here that we're really anxious to bring back and kind of build into our value messaging.
Tenille:
Fantastic.
Doug:
Yeah.
Tenille:
Thanks. That's great. Thanks very much.
Caitlin:
He was one of the co-authors of the Agile Manifesto. Firstly, how are you doing in conference so far?
John:
Well, working hard.
Caitlin:
Yeah, good stuff.
John:
Enjoying Nashville.
Caitlin:
Yeah. It's cool, isn't it? It's so different from the [inaudible 00:12:46] what's happening.John:
Yeah. It's good. Yes. It's nice to see a lot of people I haven't seen in a while.
Caitlin:
Yeah. Yeah.
John:
And seeing three dimensional.
Caitlin:
Yes. Yeah, I know. It's interesting-
John:
It's there-
Caitlin:
... [inaudible 00:12:54] and stuff happening.
John:
Yeah, IRL.
Caitlin:
Lots of interesting [inaudible 00:13:01] that's happening. Any key takeaways for you? What are you going to take after to share with the team?
John:
Oh, well, that's a good question. I'm mostly been talking with a lot of friends that I haven't seen in a while. [inaudible 00:13:14].
Caitlin:
Yes.
John:
And since I've only been here a couple days, I haven't actually gone for much, if anything. To be frank.
Caitlin:
I know. Well, we're pretty busy on the boots, aren't we?
John:
Yeah. Yeah. But certainly, the kinds of conversations that are going on are... I was a little bit worried about Agile. Like, I don't want to say... Yeah, I don't want to say it. But I don't want to say, Agile's becoming a jump turf.Caitlin:
Yes.
John:
But I think there's a lot of people here that are actually really still embracing the ideals and really want to learn, do and practice [inaudible 00:14:00].
Caitlin:
Yeah.
John:
So I'm frankly surprised and impressed and happy. There's a lot. If you just embrace more of the manifesto, and maybe not all of the prescriptive stuff sometimes, and you get back to basics. [inaudible 00:14:22]-
Caitlin:
Yeah. So let's talk about that, the Agile Manifesto that you mentioned. Embracing that. What does embracing mean? Can you elaborate on that a bit more? So we know we've got the principles there. Is there one that really stands out more than another to you?
John:
Well, my world of what I was doing at the time, and I'd done a lot of defense department, water haul, and built my own sort of lightweight process, as we call it before Agile. So to me, the real key... This doesn't have the full-
Caitlin:
Full manifesto, yeah.
John:
But if you go to the website and read at the top, it talks about like we are uncovering ways by doing, and I'm still learning, still uncovering. And I think it's important for people to realize we really did leave our ego at the door. Being humble in our business is super important. So that might not be written anywhere in the principles, but if the whole thing at the preamble at the top, and the fact that we talk about how we value those things on the blog versus the whole... There's a pendulum that you could see both of those things collide. That, in my opinion, one the most important trait that we should exercise is being humble, treating things as a hypothesis. Like, don't just build features [inaudible 00:15:58] bottom up, how do you seek up on the answers, that's what I want people to takeaway.
Caitlin:
That's great. That's great advice. Well, thank you so much, John. Appreciate you taking the time to chat with us.John:
You're welcome, Caitlin.
Caitlin:
Yeah. Enjoy what's [inaudible 00:16:11].
John:
Thank you.
Caitlin:
Thank you.
John:
[inaudible 00:16:13] tomorrow.
Caitlin:
All right.
Tenille:
Abukar, thanks for joining us today. Can I ask you both, what do you think is the best thing you've learned today?
Avi:
Best thing I've learned?
Tenille:
Yeah.
Avi:
That's a really interesting one. Because I'm here at the booth a lot, so I'll get to attend a lot of things. So there were two things I learned that were really important. One, which is that the Easy Agile logo is an upside down A, because it means you're from Australia. So it's down under. And then the second most important thing I learned about today was we were in a session talking about sociocracy, and about how to make experiments better with experiments, which sounded a little weird at first, but it was really all about going through like a mini A3 process. For those of you listening, that's something that was done to Toyota. It's a structured problem solving method, but instead of going [inaudible 00:17:02] around it and going through the experiment, going around two or three times and then deciding that's the right experiment you're going forward.
Tenille:
Thank you. How about your time?Kai:
I've been at the booth most of the time, but from that you meet a lot of people all over the world. And we really have like one thing in common, which is wanting to help people. And it's really been nice to be in a room of people if they're at the beginning of their journey or their really seasoned, that their motivation is just to really empower others. So it's been really nice to be around that kind of energy.
Avi:
We've really learned that our friends from Australia are just as friendly up here as you are on the other side. I feel when you come on this side, you get mean, but it turns out you're just as nice up here too.
Tenille:
Well, it depends how long you've been on flight.
Avi:
Oh, exactly.
Tenille:
[inaudible 00:17:44], we're okay.
Kai:
Yeah.
Avi:Abukar:
Exactly. Good.
Tenille:
All right. One more question here.
Avi:
Sure.
Tenille:
What do you think is the secret ingredient for a successful team?
Avi:
What do I think the secret? Oh, that's a really good question. That's a-
Kai:
He's the best one to answer that question.
Avi:That's a little longer than a two-second podcast, but I'll tell you this. It may not be psychological safety,-
Tenille:
Okay.
Avi:
... just because Google said that and Project Aristotle show that. I think to have a really, really successful team, you need a really skilled scrum master. Because to say that the team has psychological safety is one ingredient, it's not the only ingredient. A strong scrum master is someone who's really skilled to create that psychological safety, but also help with all the other aspects of getting ready to collaborate and coordinate in the most positive way possible. Plus, searching for... Her name is Cassandra. On Slack, she calls herself Kaizen. You get it? It's a joke. But that's the whole thing is that a really skilled scrum master helps the teams find the kaizens that they need to really get to become high performing. So psychological safety is an enabler of it, but that doesn't mean it creates the performance. It's an ingredient to make it happen.
Tenille:
Fantastic.
Kai:
There's no better answer than that one. Let's do exclamation.
Tenille:
Excellent. Thanks very much for taking the time.
Avi:
Thank you so much.
Kai:
Of course.
Hayley:
We're here with Carey from Path to Agility. Carey, what have you been really loving about this conference?
Carey:
I think I've loved the most about this conference so far is the interaction with all the people that are here. It's really nice to get together, meet different folks, network around, have the opportunity to see what else is out there in the marketplace. And then, of course, talk about the product that we have with Path to Agility. It's a wonderful experience to get out here and to see everybody. And it's so nice to be back out in person instead of being in front of a screen all the time.
Tenille:Yeah, absolutely. Have you had a chance to get to many of the sessions?
Joseph:
I've tried to as much as I can, but it's also important to take that time to decompress and let everything sink in. So here we are having fun.
Tenille:
Yeah, absolutely. So thinking back to work, what do you think is the one Agile ceremony that you take that helps you and your team the most?
Joseph:
I think that finding different ways to collaborate, effective ways to collaborate. And in terms of work management, how are we solving some of the problems that we have? There's so many tools that are here to make that easier, which is made pretty special. Speaking to people and finding out how they go about solving problems.
Tenille:
And what do you think makes a really great Agile team?
Joseph:
Well, you could say something very cliche, like being very adaptive and change and so on and so forth. But I think it really comes down to the interaction between people. Understanding one another, encouraging one another, and just the way you work together.
Tenille:
Fantastic. Great. Well, thanks very much for taking the time to chat.
Joseph:
Thank you. It was nice chatting with you guys all week long.
Tenille:
Cheers.
Tenille:
Dan, thanks for taking the time to chat.
Dan:
You're welcome.
Tenille:
[inaudible 00:22:54] questions. What do you think is the best thing you learned today?
Dan:Oh, the best thing I learned today, the morning products keynote was excellent. Got a couple tips on how to do product management, different strategies, how you have folks about seeing their focus on the tactical and the strategic. So just some nice little nuggets, how to [inaudible 00:23:12].
Tenille:
[inaudible 00:23:13], thanks for joining us today. Can I start by asking, what do you think is the best thing you've learned this week?
Speaker 17:
The best thing I've learned this week is there's no right way to do Agile. There's a lot of different ways you can do it. And so it's really about figuring out what the right process is for the organization you're in, and then leveraging those success patterns.
Tenille:
Well, I guess on that, is there one kind of Agile ceremony that you think your team can't do without?
Speaker 17:
The daily standup being daily. I think a lot of our teams, they talk all day long. They don't necessarily need to sync up that frequently. I've had a few teams already, they go down like three days a week and it seems to work for them. The other maybe key takeaway that I've seen folks do is time boxes. So no meetings from 10:00 to 2:00 or whatever it may be, and really driving that from a successful perspective.
Tenille:
I guess on that note, what do you think makes a really successful Agile team?
Speaker 17:
The ability to talk to each other, that ability to communicate. And so with all of our teams being either hybrid or remote, making sure that we have the tools that let them feel like they can just pick up and talk to somebody anytime they want, I think is key. And a lot of folks still don't have cameras, right, which is baffling to me. But that ability to see facial expressions, being face to face has been so nice because we're able to get that. So that's the other key is just that ability to talk to each other as though I could reach out and touch you.
Tenille:
Okay. Fantastic. Well, thanks so much.
Speaker 17:
You're welcome. Thank you.
Tenille:
Okay. Rob and Andrew, thanks so much for taking a few minutes with us. Can I start by asking you, what do you think is the best thing you learned this week?
Rob:For me, it's definitely fast scaling Agile, we learned about this morning. We're going to try it.
Andrew:
For me, I really enjoyed the math programming session and learning kind of different ways to connect engineers and collaborate.
Tenille:
Great. Next up, I guess, what do you think makes a great Agile team?
Rob:
First and foremost, that they're in control of how they work and what they work on, more than anything else.
Andrew:
Yeah. For me, it's a obviously psychological safety and just having a good team dynamic where they can disagree, but still be respectful and come up with great ideas.
Tenille:
And is there one Agile ceremony that you think a great team can't live without?
Rob:
Probably retrospective. I think the teams need to always be improving, and that's a good way to do it.
Andrew:
Agreed. Yeah. Agreed.
Tenille:
Okay. That's great. Thanks so much for taking the time.
Andrew:
Thank so much. Appreciate it.
Text LinkEasy Agile Podcast Ep.3 Melissa Reeve, VP Marketing at Scaled Agile
"I really enjoyed speaking with Melissa Reeve, VP of Marketing at Scaled Agile about how non-software teams are adopting a new way of working."
It's more important than ever to be customer-focused.
We talk about the danger of 'walk-up-work' and how to avoid this through proper sprint planning.
Melissa also gives an update on how agile is spreading to non-technical teams.
Transcript
Sean Blake:
Hello everyone. And welcome to the Easy Agile Podcast. We have a really interesting guest with us today. It's Melissa Reeve, the Vice President of Marketing at Scaled Agile. We're really excited to have her on today. Melissa Reeve is the Vice President of Marketing at Scaled Agile, Inc. In this role Melissa guides the marketing team, helping people better understand Scaled Agile, the Scaled Agile Framework. In other words, SAFe and its mission. She also serves as the practice lead for integrating SAFe practices into marketing environments. Melissa received her Bachelor of Arts degree from Washington University in St. Louis, and she currently resides in Boulder, Colorado with her husband, chickens, and dogs. Melissa, thanks so much for joining us on the podcast today.
Melissa Reeve:
It's such a pleasure to be here. I really appreciate it.
Sean Blake:
Great. That's great. I really like your enthusiasm straight off the bat. So what I'm really interested in hearing about, Melissa is a little bit about how you got to where you are today. What have been the highlights of your career so far and how as a marketer, did you find yourself in the Agile space?
Melissa Reeve:
Well, thanks for asking. And I have to tell you, but just before the podcast my husband knocked on the door and he was all proud because we just got a new set of chickens and one of the chickens had laid its first egg. So that's been the highlight of my day so far, not necessarily the highlight of my career.
Sean Blake:
So you'll be having scrambled eggs and eggs on toast probably for the next few weeks now.
Melissa Reeve:
I think so. So back to the career, I really fell into marketing. My background was in Japanese literature and language. And I had anticipated this great career and international business in Asia. And then I moved out to the Navajo Indian Reservation and just pivoted. Found my way into marketing and found my way into Agile right around 2013 when I discovered that there was an Agile marketing manifesto. And that really was a changing point in terms of how I thought about marketing. Because up until that point, it really considered marketing in what's termed waterfall. Of course, marketers generally don't use the term waterfall.
Melissa Reeve:
But then I started to think about marketing in a different way. And when I came across Scaled Agile, it brought together so many elements of my career. The lean thinking that I'd studied when I studied in Japan and the lean manufacturing, it was Agile marketing that I'd discovered in 2013 and just education and technology have always been part of my career. So I really consider myself fortunate to have found Scaled Agile and found myself in the midst of scaling Agile into both enterprises, as well as marketing parts of the enterprise.
Sean Blake:
Oh wow, okay. And I noticed from your LinkedIn profile, you worked at some universities and colleges in the past. And I assume some of the teams, the marketing teams you've worked in, in the past have been quite large. What were some of those structures that you used to work in, in those marketing teams? And what were some of the challenges you faced?
Melissa Reeve:
Yes, well, the largest company was Motorola. And that was pretty early on in my career. So I don't think I can recall exactly what that team structure is. But I think in terms of the impediments with marketing, approvals has always been an issue. No matter if you're talking about a smaller organization or a larger organization, it seems like things have to go up the chain, get signed off, and then they come back down for execution. And inherent in that are delays and wait states and basically waste in the system.
Sean Blake:
Right. So, what is Agile marketing then and how does it seek to try and solve some of those problems?
Melissa Reeve:
Well, I'm glad you asked because there's a lot of confusion in the market around Agile marketing. And I can't tell you how many news articles I've read that say marketing should be Agile. And they're really talking about lowercase Agile, meaning marketing should be more nimble or be more responsive. But they're not really talking about capital-A Agile marketing, which is a way of working that has principles and practices behind it. And so that's one aspect where there's confusion around Agile marketing.
Melissa Reeve:
And then another aspect is really how big of a circle you're talking about. In the software side when someone mentions Agile, they're really talking about a smaller team and depending on who you talk to, it could be anywhere from five to 11 people in that Agile team. And you're talking about a series of teams of that size. So when you're talking about Agile marketing, you could be talking about an individual team.
Melissa Reeve:
But some people, when they're talking about Agile marketing, they're talking about a transformation and transforming that entire marketing organization into an Agile way of working. And of course, in the SAFe world, we're really talking about those marketing teams that might be adjacent to a SAFe implementation. So, I think it's a good question to ask and a good question to ask up front when you're having a conversation about Agile marketing.
Sean Blake:
Okay. Okay. And for those people that don't know much about SAFe, can you just explain, what's the difference between just having a marketing team now working in a capital-A Agile way, and what's the difference between an organization that is starting to adopt Scaled Agile? What's the difference-
Melissa Reeve:
Sure.
Sean Blake:
...between those?
Melissa Reeve:
Yeah. So what software organizations found is that Agile teams, so those groups of five to 11 people, that way of working works really well when you have a limited number of software developers when you started to get into the world's largest organizations. So I think of anybody on the Global 2000, they might have tens of thousands of software developers in their organization. And in order to leverage the benefits of Agile, you needed to have cadence and synchronization, not only within a team, but across multiple teams up into the program level and even the portfolio level.
Melissa Reeve:
And the same holds true with large marketing organizations. Imagine you're a CMO and you have 6,000 marketers underneath you. How are you supposed to get alignment to your vision, to your strategies that you're setting if you don't have a way of connecting strategy to execution. And so the Scaled Agile Framework is a way of taking those Agile practices across multiple teams and up into the highest levels of the organization so that we're all moving in a similar direction.
Sean Blake:
Okay. Okay, I think that makes sense. And from a software team's point of view, one of the benefits of Agile is that it helps teams become more customer focused. And many would argue, well, marketing has always been customer focused. But have you found in your experience that maybe that's not so true? And when marketing teams start to adopt Agile, they realize what it really means to become customer focused.
Melissa Reeve:
Yeah. I mean, you raised another great point because I think most marketers think that they're customer focused. Like many things in the world, the world is a relative place. So you can, in your mind, in theory, be thinking about the customer or you can be actually talking to the customer. So I just finished what I call the listening session. And it was during our hackathon, which is our version of an innovation, couple of days worth of innovation. So it was eight hours on a Zoom call with somebody South Africa. Just listening to her experience and listening to her go through one of our courses, slide by slide, by slide, explaining what her experience was at each step of the way.
Melissa Reeve:
So if you think about somebody who is sitting in a large enterprise, maybe has never met the customer, only knows the customer in theory, on one end of the spectrum. And you think about this listening session on the other end of the spectrum, you start to get an understanding of what we're talking about. Now, your question really pointed to the fact that in Agile practices, you're thinking about the customer every time. In theory, every time you write a story. So when you write a story, you write the story from the perspective of the customer. And I would just encourage all the marketers out there to know the customer personally. And I know that's not easy in these large organizations. It's sometimes hard to get face time with the customer, but if you aren't speaking directly to a customer, chances are you don't actually know the customer.
Melissa Reeve:
So find a way, talk to the sales folks, get on the phone with some of your customer service representatives. Go to a trade show, find a way to talk directly to the customer because you're going to uncover some nuances that'll pay dividends in your ability to satisfy the customer. And when you go to write that story again, it will be even more rich.
Sean Blake:
Oh, that's really good advice, Melissa. I remember from personal experience, some of these large companies that I've worked in, we would say, "Oh, this is what the customer wants." But we actually didn't know any customers by name. Some of us personally were customers, but it's not really the same thing as going out and listening to people and what did they find challenging about using that app or what do they actually want out of this product? So there's a huge difference, isn't there, between guessing what a customer might want or should want? And then what their day to day actually looks like, and what are the things that they struggle with? That's hugely important.
Sean Blake:
For someone who's in one of these big companies, they're in a marketing team, perhaps they don't have the power or the influence to say, "Okay, now we're going to do Agile marketing." What would your advice be for someone like that, who can see the upside of moving their teams in that direction, but they don't necessarily know where to start?
Melissa Reeve:
Well, there's a philosophy out there that says take what you can get. So if you are just one person who is advocating for Agile marketing, maybe that's what you can do is you can advocate. Maybe you can start building alliances within the organization, chatting casually to your coworkers, finding out if you have allies in other parts of the organization and start to build a groundswell type movement.
Melissa Reeve:
Maybe you can build your own personal Kanban board and start tracking your work through your own Kanban board. And through visualizing your work in that way, it's a little bit harder now that we're all remote, but should we get back into offices somebody could in theory, walk by your cubicle, see your Kanban board and ask about it. And now you might have two people using a Kanban board, three people. And really start to set the example through your mindset, through your behaviors, through your conversations in order to start getting some support.
Sean Blake:
Oh, that's really good. So be the change that you want to see in the organization.
Melissa Reeve:
Exactly.
Sean Blake:
Okay. Okay, that's really good. And when these companies are moving towards this way of working, and then they're looking to take the next level, let's say it starts in the software development teams and then say marketing is the next team to come on board. How does it then spread throughout the whole organization? Because I know from personal experience, if there's still that part of the organization that's working anti-Agile it actually still makes it really difficult for the Agile teams to get anything done. Because there's still the blockers and the processes and the approvals that you need to go through with those other teams. And I guess SAFe is the answer, right? But how do you start to scale up Agile throughout the whole organization?
Melissa Reeve:
Sure. And what you're talking about is really business agility, is taking the whole business and making the business Agile. And you pointed out something that's key to that, which is once you solve the bottleneck and the impediments in one area of the business, then it'll shift to another area of the business. So the advantage of business agility is that you're trying to keep those bottlenecks from forming or shifting. But what a bottleneck essentially does is it creates what we call a burning platform. So it creates a need for change. And that's actually what we're seeing in the marketing side is we've got these IT organizations, they're operating much more efficiently with the use of Agile and with the use of SAFe. And what's happening is the software teams are able to release things more quickly than the teams that are surrounding them, one of which could be marketing.
Melissa Reeve:
And so now marketing is incentivized to look at ways of changing. They're incentivized to take a look and say, "Well, maybe Agile is the answer for us." So let's just say that marketing jumps on board and all of a sudden they're cranking along, and except for that everything's getting stuck in legal. And so now legal has a case for change and the pressures on legal to adopt it. So there is a way to let it spread organically. Most transformation coaches will understand this phenomenon and probably encourage the organization to just go Agile all in, obviously not in a big bang kind of way, but gradually move in that direction so that we're not just constantly shifting bottlenecks.
Sean Blake:
Okay. Okay, that makes sense. And when these companies are trying to build business agility across the different functions, are there some mistakes that you see say pop up over and over again? And how can we avoid those when we are on this journey of business agility?
Melissa Reeve:
Yeah. So I feel like the most common mistake, at least the one that I see the most often in marketing, although I've seen it in software as well, is people thinking that the transformation is about processes or tools. So for example, in marketing, they might adopt a tool to "become more Agile." Maybe it's a Kanban visualization tool, or maybe they're being suggested to adopt another common ALM type tool. And so they adopt this tool and they learn how to use it, and they wonder why they're not seeing big improvements.
Melissa Reeve:
And it's because Agile at its heart is a human transformation. So we're really taking a look at in trying to change the way people think. One of the topics I speak on is the history of management theory. And while it sounds pretty dry, in reality, it's eye opening. Because you realize that a lot of the habits that we have today are rooted back in the 20th and 19th centuries. So they're rooted in assembly lines. They're rooted in French management theory, which advocated command and control.
Melissa Reeve:
They're rooted in classism. There was a management class and a laboring, and the management class knew the one best way of doing things. So more than a process, more than a tool, we're talking about transforming this legacy of management thinking into a way that's appropriate for today's workers. And I feel like that's the number one mistake that I see organizations making as they're moving into transforming to Agile, an Agile way of working.
Sean Blake:
Mm-hmm (affirmative). Okay. Yeah, that's really interesting. And it really is eye opening, is it? When you look at how the nine to five workday came about, because that's the time when the factories were open and all the history around how organizations are structured. And it's really important, I think, to challenge some of those things that we've done in the past that worked back in the industrial age. But now we're moving into the information age and into these times of digital transformation. It probably doesn't work for us anymore, does it, some of those things? Or do you think some of those things are still valuable now that we have distributed teams, a lot of people are working remotely? Are there any things that come to mind that you think actually we shouldn't get rid of that just yet?
Melissa Reeve:
Oh, I'm sure there are. John Kotter has presented in his book, Accelerate, this notion of a dual operating system. So that you have the network part of the organization, which moves fast and nimble like a startup and then you have the hierarchical part of the organization. And the hierarchy is very, very good at scaling things. It's a well oiled machine. You do need somebody to approve your expense report. You do need some policies and some guidelines, some guard rails. And so we're not actually saying abolish the hierarchy. And I do feel like that's part of this legacy system. But what we are saying is abolish some of the command and control, this notion that the management knows the one best way, because the knowledge worker oftentimes knows more than his or her manager.
Melissa Reeve:
It's just too hard for a manager to keep up with everything that is in the heads of the people who report to him or her. So that's a really big change and it was a change for me. And I think why I got so fascinated in this history of management theory is because I came across some notes from my college days. And I realized that I had been taught these historic management theories. I'd been taught Taylorism, which stems from 1911. And I realized, wow, there's a lot of undoing that I've had to do in order to adopt this Agile way of working.
Sean Blake:
Well, that's great. Yeah, that's really important, isn't it? I've heard you speak before about this concept of walk-up work, especially in the realm of marketing. But I suppose, well, firstly, I'd like to know what is walk-up work. Why is it so dangerous, not just for marketers, but for all teams? And how do we start to fight back against walk-up work?
Melissa Reeve:
Yeah. So, marketers in particular get bombarded with what I like to call walk-up work. And that's when an executive or even a peer literally walks up, so think again about the cubicle farm, and makes a request. So how that looks in the virtual world is the slack or the instant message, "Hey, would you mind?" One is that it results in a lot of context switching and there's time lost in that context switching. And then the other part is rarely do these requests come in well-defined or even with any sort of deadline detach. In marketing, it might look like, "Hey, can you create this graphic for this email I'm sending out?" So now you've left your poor graphic designer with this knowledge that here she has to make a graphic, but they don't really have any of the specs.
Melissa Reeve:
So it's very, very helpful to put these things into stories, to follow the Agile process, where you're taking that walk-up work to the product owner, where the product owner can work with you to define that story, keep the person who's doing the work on task, not making them context switch or do that. Get that story in that acceptance criteria very well defined and prioritized before that work then comes into the queue for the graphic designer. And this is an anti-pattern, whether you're talking about an organization of 50 or 5,000.
Melissa Reeve:
And what I've found is the hardest behavior to change is that of the executives. Because not only do they have walk-up work, but they have positional authority too. And it's implied that, that person will stop working on whatever they're working on and immediately jump to the walk-up work being defined by the executive. So I feel like it's really dangerous to the whole Agile ecosystem because it's context switching, it interrupts flow and introduces waste into the system. And your highest priority items might not being worked on.
Sean Blake:
Okay. So how many people do you have on your marketing team at Scaled Agile?
Melissa Reeve:
We're pretty small, still. We've got about somewhere in the 20s, 23, 25, give or take or few.
Sean Blake:
So how do you-
Melissa Reeve:
I think right now we're three Agile teams.
Sean Blake:
Three. Okay. So those 20 something is split into three Agile teams. And do they each have a product owner or how does the prioritization of marketing work in your teams?
Melissa Reeve:
Yeah, it's a good question. So we do have individual product owners for those three product teams. And what's fascinating is the product owners then also have to meet very regularly to make sure that the priorities stay aligned. Because like many marketing teams, we don't have specialized skill sets on each of those teams. So for the group of 23, we only have one copywriter. For the group of 23, we have two graphic designers. So it's not like each team has its own graphic designer or its own copywriter.
Sean Blake:
Yes.
Melissa Reeve:
So that means the three POs have to get together and decide the priorities, the joint priorities for the copywriter, the joint priorities for those graphic designers. And I think it's working. I mean, it's not without its hiccups, but I think it's the role of the PO and it's an important role.
Sean Blake:
So how do you avoid the temptation to come to these teams and say, "Drop what you're doing, there's something new that we all need to work on?" Do you find that challenging as an executive yourself to really let the teams be autonomous and self-organizing?
Melissa Reeve:
Yeah, I think the biggest favor we've done to the teams is really, I don't want to say banned walk-up work, but the first thing we did is we defined it. And we said, "Walk-up work is anything that's going to take you more than two hours and that was not part of iteration planning." And iteration is only two weeks. And so, in theory, you've done it within the past 10 days. So if it wasn't part of that and you can't push it off to the next iteration planning, and there's a sense of urgency, then it's walk-up work.
Melissa Reeve:
And we've got the teams to a point where they are in the habit of then calling in the PO and saying, "Hey, would you mind going talking to so and so, and getting this defined and helping me understand where this fits in the priority order." And really that was the biggest hurdle because as marketers, I think a lot of us want to say yes if somebody approaches us with work. But what's happened is people have, myself included, stopped approaching the copywriters, stopped approaching the graphic designer with work. I just know, go to the PO.
Sean Blake:
That's good. So it's an extra line of defense for the team so they can continue to focus on their priorities and what they were already working on without being distracted by these new ideas and new priorities.
Melissa Reeve:
Yes. And in fact, I think we, in this last PI reduced walk-up work from 23% down to 11%. So we're not a 100%. And I don't know if we'll ever get to be a 100%, but we're certainly seeing progress in that direction.
Sean Blake:
Oh, that's really good. Really good. And so your marketing teams are working in an Agile way. Do you feel that across the board, not only within your organization, but also just more generally, are you seeing that Agile is being adopted by non-technical teams, so marketing, legal, finance? Are these sort of non-technical teams adopting Agile at a faster rate, or do you feel like it's still going to take some years to get the message out there?
Melissa Reeve:
Yeah. And I guess my question to you would be, a faster rate than what?
Sean Blake:
Good question. I suppose what I'm asking is, do you feel like this is a trend that non-technical teams are adopting Agile or is it something that really is in its infancy and hasn't really caught on yet, especially amongst Scaled Agile customers or people that you're connected to in the Agile industry?
Melissa Reeve:
I would say yes. Yes, it's a trend. And yes, people are doing it. And yes, it's in its infancy.
Sean Blake:
So, yes?
Melissa Reeve:
Yeah. So all of those combined, and I'm not going to kid you, I mean, this is new stuff. In fact, as part of that listening session I mentioned and we were talking about all these different parts of the business. And there was mentioned that the Scaled Agile Framework is the guidance to these teams, to HR, to legal, to marketing could be more robust. And the answer is absolutely. And the reason is because we're still learning ourselves. This is brand new territory that we're cutting our teeth on. My guess is that it'll take us several years, I don't know how many several is, to start learning, figuring out how this looks and really implementing it.
Melissa Reeve:
Now, my hope is that we'll get to a point where Agile is across the organization, that it's been adapted to the different environments. When I've seen it and when I've thought through things like Agile HR, Agile Legal, Agile procurement, the underpinnings seem to be solid. We can even things like the continuous delivery pipeline of DevOps. When I think about marketing and I think about automation. And I think about artificial intelligence, yeah, I can see that in marketing and I can see the need for this to unfold, but will it take us a while to figure out that nuance? Absolutely.
Sean Blake:
Okay. And can you see any other trends more broadly happening in the Agile space? You know, if we're to look forward, say 10 years, a decade into the future, what does the way of working look like? Are we all still remote or how are team's going to approach digital transformations in 10 years time? What's your perspective on the future?
Melissa Reeve:
Yeah, I mean, sometimes to look to the future I like to look to the past. And in this case I might look 10 or 12 years to the past. And 12 years ago, I was getting my very first iPhone. I remember that it was 2007, 2008. And you think about what a seismic shift that was in terms of our behavior and social media and connecting and having this computer in our hand. So I ask myself, what seismic shift lies ahead? And certainly COVID has been an accelerant to some of these shifts. I ask myself, will I be on airplanes as frequently as I was in the past? Or have we all become so accustomed to Zoom meetings that we realized there's power there. And we don't necessarily need to get on an airplane to get the value.
Melissa Reeve:
Now, as it pertains to Agile, I feel like in 10 years we won't be calling it Agile. I feel like it will look something more like a continuous learning organization or responsive organization. Agile refers to a very specific set of practices. And as that new mindset, well, the practices and the principles and the mindset, and as that new mindset takes hold and becomes the norm, then will we be calling it Agile? Or will it just be the way that people are working? My guess is it'll start to be moving toward the latter.
Sean Blake:
Well, let's hope that it becomes the normal, right? I mean that it would be great to have more transparency, more cross functional work, less walk-up work and more business agility across the board, wouldn't it? I think it would be great if that becomes the new normal.
Melissa Reeve:
Yeah, me too. Yeah. And I think, we don't call the way we manage people. We don't say, "Oh, that's Taylorism. Are you going to be practicing Taylorism? It's just the way we've either learned through school or learned from our bosses how to manage people. And that's my hope for Agile, is that we won't be calling it this thing. It's just the way we do things around here.
Sean Blake:
Great. Well, Melissa, I think we'll leave it there. I really enjoyed our conversation, especially as a marketer myself. It's great to hear your insight into the industry. And everything we've discussed today has been really, really eyeopening for me. So thank you so much for sharing that with me and with our audience. And we hope to have you on the podcast again, in the future.
Melissa Reeve:
Sean, it's been such a pleasure and I'd be happy to come back anytime.
Sean Blake:
Great. Thanks so much.
Melissa Reeve:
Thank you.
Text LinkEasy Agile Podcast Ep.6 Chris Stone, The Virtual Agile Coach
What a great conversation this was with Chris Stone, The Virtual Agile Coach!
Chris shared some insights into the importance of sharing and de-stigmatising failures, looking after your own mental health, and why work shouldn't be stale.
Some other areas we discussed were, why you should spend time in self reflection - consider a solospective? and asking "how did that feel?" when working as a team.
"I really enjoyed our chat. Plenty to ponder over the silly season, and set yourself up with a fresh perspective for 2021. Enjoy and Merry Christmas!"
Transcript
Sean Blake:
Hello, and welcome to another episode of the Easy Agile Podcast. It's Sean Blake here, your host today, and we're joined by Chris stone. Chris is going to be a really interesting guest. I really enjoyed recording this episode. Chris is the Virtual Agile Coach. He's an agility lead. People First champion blogger, speaker and trainer, who always seeks to gamify content and create immersive Agile experiences. An Agile convert all the way from back in 2012, Chris has since sought to broaden his experiences, escape his echo chamber and to fearlessly challenge dysfunction and ask the difficult questions. My key takeaways from this episode were; it's okay to share your failures, the importance of recognizing our mental health, why it's important that work doesn't become stale, how to de-stigmatize failure, the importance of selfreflection and holding many self retrospectives, and the origins of the word deadline. You'll be really interested to find out where that word came from and why it's a little bit troubling. So here we go. We're about to jump in. Here's the episode with Chris stone on the Easy Agile Podcast. Chris, thanks so much for joining us and spending some time with us.
Chris Stone:
Hey there Sean, thank you for having me. It's a pleasure.
Sean Blake:
I have to mention you've got a really funky Christmas sweater on today. And for those people listening on the audio, they might have to jump over to YouTube just for a section to check out this sweater. Can you tell us a bit about where that came from?
Chris Stone:
So this sweater was a gift. It's a Green Bay Packers, Chris, Ugly Christmas Jumpers, what they call it. And I'm a fan of the Green Bay Packers, I've been out there a few times to Wisconsin, Green Bay, Wisconsin. It's so cold out there in fact. When you're holding a beer and minus 13 degrees, the beer starts turning to slush just from being outside in the cold air. It's a great place, very friendly, and the jumper was just a gift one Christmas from someone.
Sean Blake:
Love it. There's nothing better than warm beer is there? Okay. So Chris, I first came across you because of the content that you put out on LinkedIn. And the way that you go about it, it's so much fun and so different to really anything else I've seen in the corporate space, in the enterprise space, in the Agile space even, why have you decided to go down this track of calling yourself the virtual Agile coach, building a personal brand and really putting yourself out there?
Chris Stone:
Well, for me, it was an interesting one because COVID, this year has forced a lot of people to convert to being virtual workers, remote workers, virtual coaches themselves. Now, what I realized this year is that, the aspiration for many is those co-located teams, it's always what people desired. They say, "Oh, you have to work harder, Katie, that's the best way." And I realized that in my whole Agile working life, I'd never really had that co-located team. There was always some element of distributed working and the past two years prior to where I'm currently, my current company, I was doing distributed scaled Agile with time zones, including Trinidad and Tobago, Alaska, Houston, the UK, India, and it was all remote.
Chris Stone:
And I thought, all right, this is an opportunity to recognize the fact that I was a virtual Agile coach already, but to share with others, my learnings, my experiences, the challenges I've faced, the failures I've had with the wider community so they can benefit from it because obviously, everyone, or more many have had to make that transition very quickly. And there's lots of learnings there that I'm sure people would benefit from. And this year in particular, I guess the honest answer, the reason for me being, I guess out there and working more on that side of things, being creative is because it's an outlet for my mental health.
Chris Stone:
I suffer from depression and one of my ways of coping with that is being creative and creating new content and sharing it. So I guess it's a reason of... it's linked to that also, but also the stories that people tell me afterwards, they motivate me to keep doing it. So when someone comes to me and says, "Hey, I did the Queen retrospective, the Queen Rock Band retrospective, and this program manager who never smiles connected to the content and admitted he liked Queen and smiled." And this was a first and when people come to me and say, "Hey, we did the Home Alone retrospective, the one of your Christmas themed ones and people loved it. It was great." It was the most engaging retrospective we've had so far because the problem is work can become stale if you let it be so.
Chris Stone:
Retrospectives can become this, what did we do last time? What are we going to do next time? What actions can we do? Et cetera, et cetera. And unless you refresh it and try new things, people will get bored and they'll disconnect and they'll disengage, and you're less likely to get a good outcome that way. So for me, there's no reason you can't make work a little bit fun, with a little bit of creativity and a little bit of energy and passionate about it.
Sean Blake:
I love that. And do you think a lot of people come to work even when they're working in Agile co-located teams and it's just not fun, I mean what do you think the key reasons are that work isn't fun?
Chris Stone:
I think because it can become stale. All right. So let's reflect on where we are today. Today, we're in a situation where we're not face-to-face with one another. We don't have time for those water cooler chats. We don't connect over a coffee or a lunch. We don't have a chat about idle banter and things of that on the way to a meeting room, we didn't have any of that. And that forces people to look at each other and see themselves as an avatar behind a screen, just a name. Often in particular, people aren't even on video camera.
Chris Stone:
It forces them to think of people as a name on a screen, rather than a beating heart on a laptop. And it can abstract people into just these entities, these names you talk to each day and day out, and that can force it to be this professional non-personal interaction. And I'm a firm believer that we need to change that. We need to make things more fun because it can, and in my experience, does result in much better outcomes. I'm very, very people first. We need to focus on people being people. People aren't resources. This is a common phrase I like to refer to you.
Sean Blake:
I love that, people aren't resources. You spoke a little bit about mental health and your struggle with depression. Something that I hear come up time and time again, is people that talk about imposter syndrome. And I wonder, firstly, if you think that might be exasperated through working remotely now. People are not so sure how they fit in, where their role is still the same role that it was 12 months ago. And do you have any tips for people when they're dealing with imposter syndrome, especially in a virtual environment?
Chris Stone:
Well, yeah I think this current environment, this virtual environment, the pandemic in particular, has led to a number of unhelpful behaviors. That there's a lot more challenges with people's mental health and negativity, and that can only lead to, I guess, less desire, less confidence in doing things, maybe doubting yourself. There's some great visuals I've shared on this recently, and it's all about reframing those imposter thoughts you have, the unhelpful thinking, that thing that goes through your mind that says, Oh, they're all going to think I'm a total fraud because maybe I don't have enough years of experience, or I should already know this. I must get more training. There's lots of “shoulding” and “musting” in that. There's lots of jumping to conclusions in this.
Chris Stone:
And a couple of ways of getting around that is, so if you're thinking of the scenario where I'm a fraud think, "Oh, well I'm doing my best, but I can't predict what they might think." When you're trying to think about the scenario of do I need to get more training? Well, understand and acknowledge the reality that you can't possibly know everything. You continue to learn every single day and that's great, but it's unrealistic to know it all. There's a great quote I often refer to and it's, true knowledge is knowing that you know nothing. I believe it's a quote from Socrates.
Chris Stone:
And it's something that very much resonates with me. Over the years I've gone through this learning journey where, when I first finished university, for example, I thought I knew everything. I thought I've got it all. And I'd go out to clients and speak and I'm like, "Oh yeah, I know this. I've got this guys." And then the more involved I've become and the more deeper I've gone into the topic, the more I realized, actually there's so much that I don't know. And to me, true knowledge is knowing that you know nothing tells me there's so much out there that I must continuously learn, I must continuously seek to challenge myself each and every day.
Chris Stone:
Other people who approach me and say, "How do you, or you produce a lot of content. How would you put yourself out there?" And I say, "Well, I just do it." Let's de-stigmatize failure. If you put a post out there and it bombs, it doesn't matter, put another one out there. It's as simple as that, learn from failure, Chuck something out there, try it, if it doesn't work, try something else. We coach Agile teams to do this all the time, to experiment. Have a hypothesis to test against that. Verify the outcomes and do retrospectives. I do weekly solospectives. I reflect on my week, what works, what hasn't worked, what I'm going to try differently. And there's no reason you can't do that also.
Sean Blake:
Okay. So weekly solospectives. What does that look like? And how do you be honest with yourself about what's working, what's not working and areas for yourself to improve? How do you actually start to have that time for self-reflection?
Chris Stone:
Unfortunately you got to make time for some reflection. One thing I've learned with mental health is you have to make time for your health before you have to make time for your illness or before you're forced to make time for your illness. And it can become all too easy in this busy working world to not make time for your health, to not make time and focus on you. So you do just have to carve out that time, whether that's blocking some time in the diary on a Friday afternoon, just to sit down and reflect, whether that's making time to go out for a walk, setting up a time on your Alexa to have a five minute stretching break, whatever it is, there's things you can do, and you have things you have to do to make time for yourself.
Chris Stone:
With regards to a solospective, the way I tend to do things is I tend to journal on a daily basis. That's almost like my own daily standard with myself, it's like, what have I observed? What have I... what challenges do I face in the past day? And then that sums up in the weekly solospective, which is basically a retro for one, where I reflect on, what did I try it? What do I want to achieve this week? What's gone well? What hasn't gone well. It's the same as a retrospective just one and allows me to aggregate my thoughts across the week, rather than them being single events. So that I'm focusing more on the trajectory as opposed to any single outlier. Does that make sense?
Sean Blake:
It does. It does. So you've got this trajectory with your career. You're checking in each week to see whether you're heading in the right direction. I assume that you set personal goals as well along the way. I also noticed that you have personal values that you've published and you've actually published those publicly for other people to look at and to see. How important are those personal values in informing your life and personal and career goals?
Chris Stone:
So I'd say that are hugely important, for me, what I thought was we see companies sharing their values all the time. You look on company websites and you can see their values quite prominently. And you could probably think do they often live up to their values? You have so many companies have customer centricity as their value, but how many of them actually focus on engaging with their customers regularly? How many have a metric where they track, how often they engage with customers? Most of them are focusing on velocity and lead time. So I always challenge, are you really customer centric or is that lip service? But moving aside, I digress. I thought companies have values, and obviously we do as well, but why don't we share them? So I created this visual, showing what mine were and challenged a few others to share it also. And I had some good feedback from others which was great.
Chris Stone:
But they hugely influence who I am and how I interact on a day-to-day basis. And I'll give you an example, one of my values is being open source always. And what that means is nothing I create, no content I create, nothing I produce would ever be behind a payroll. And that's me being community driven. That's me sharing what I've learned with others. And how that's come to fruition, how I've lived that is I've had lots of people come to me say, "Hey, we love the things you do. You gave me flying things. Would you mind, or would you like to collaborate and create this course that people would pay for?" So often I've said, "If it's free, yes. But if it's going to be monetized, then no."
Chris Stone:
And I've had multiple people reach out to me for that purpose. And I've had to decline respectfully and say, "Look, I think what you're doing is great. You've got a great app and I can see how having this Agile coaching gamification course on that would be of great value. But if it's behind the payroll, then I'm not interested because it's in direct conflict with my own values, and therefore, I wouldn't be interested in proceeding with it. But keep doing what you're doing, being people first, #people first." This is about me embodying the focus on people being beating hearts behind a laptop, rather than just this avatar on a screen. And I have this little... the audio listeners, won't be able to see this, but I'm holding up a baby Groot here. And he's like my people first totem.
Chris Stone:
And the reason for that is I have a group called the Guardians of Agility, and we are people first. That's our emblem. And these are my transformation champions in my current company. I like to have Guardians of Agility, and I've got this totem reminding me to be people first in every interaction I have. So when, for example, I hear the term resources and I'm saying, well... As soon as I hear it, it almost triggers me. I almost hear like, "Oh, what do they mean by that?" And I'll wait a little moment and I'll say, "Hey, can you tell me what you mean by that?" And you tease it out a little bit. And often they meant, "Oh, it's people, isn't it?" If you're talking about people, can we refer to them as people?
Chris Stone:
Because people aren't resources. They're not objects or things you mine out the ground. They're not pens, paper or desks. They're not chairs in an office. They are people. And every time you refer to them as a resource, you abstract them. You make it easier to dehumanize them and think of them as lesser, you make it easier to make those decisions like, oh, we can just get rid of those resources or we can just move that resource from here to there and to this team and that team, whether they want to or not. So I don't personally like the language.
Chris Stone:
And the problem is it goes all the way back to how it's trained. You go to university and you take a business degree and you learn about human resources. You take a course, Agile HR, Agile human resources, right, and it's so prevalent out there. And unless we challenge it, it won't change. So I will happily sit there and a meeting with a CTO and he'll start talking about resource and I'll say, "Hey, what do you mean by that?" And I'll challenge it and he'll go, "Yeah, I've done it again, have I not?" "Yes. Yes, you have." And it's gotten to the point now where I'll be on this big group call for example, and someone will say it, and I'll just start doing this on a screen waving, and they'll go, "Did it again, didn't I?" "Yes, you did."
Sean Blake:
So some of these habits are so ingrained from our past experiences our education, and when you're working with teams for the first time, who's never worked in Agile before, they're using phrases like resources, they're doing things that sometimes we call anti-patents, how do you start to even have that conversation and introduce them to some of these concepts that are totally foreign to people who've never thought the way that you or I might think about our teams and our work?
Chris Stone:
Sure. So I guess that the first response to that is with empathy. I'm not going to blame someone or make out that they're a bad person for using words that are ingrained, that are normal. And this is part of the problem that that term, resource is so ingrained in that working language nowadays, same as deadlines. Deadlines is so ingrained, even though deadlines came from a civil war scenario where it referred to, if you went past the line, you were shot. How did that land in the business language? I don't know. But resources, it's so ingrained, it's so entrenched into this language, so people do it without intending to. They often do it without meaning it in a negative way. And to be honest, the word itself isn't the issue, it's how people actually behave and how they treat people.
Chris Stone:
I said my first approach is empathy. Let's talk about this. Let's understand, "Hey, why did you use term?" "Oh, I use it to mean this." "Okay. Well." Yeah, and not to do it or call them out publicly or things like that. It's doing things with empathy. Now, I also often use obviously gamification and training approaches, and Agile games to introduce concepts. If someone's unfamiliar to a certain way of working, I'll often gamify. I'll create something, a virtual Agile game to demonstrate. The way I do say, is I'm always looking to help people understand how it feels, not just to talk theory. And I'll give you an example. I'm a big fan of a game called the Virtual Name Game. It's a game about multitasking and context switching.
Chris Stone:
And I always begin, I'll ask group of people, "Hey guys, can you multitask?" And often they go, "Yeah, we can do that." And there'll be those stereotypical things like, "Oh yeah, I'm a woman. I can do that." It happens. Trust me. But one of the first things I do, if I'm face-to-face with them, I'll say, "Hey, hold your hands out like this. And in your left hand..." And people on the audio can't see me, I'm holding out like my hands in front of me. In my left hand, we're going to play an endless game of rock, paper, scissors. And in my right hand, we're going to play a game of, we have a thumb war with each other. And you can try, you can challenge them, can they do those concurrently? No, they can't. They will fail because you just can't focus on both at the same time.
Chris Stone:
Now the Virtual Name Game, the way it works is you divide a group of people up into primarily customers and one developer. And I love to make the most senior person in the room, that developer. I want them to see how it feels to be constantly context switching. So if you were the developer, you're the senior person to review the hippo in this scenario, the highest paid person. I would say Sean, in this game, these customers, they are trying to get their name written first on this virtual whiteboard. And we're going to time how long it takes for you to write everyone's name in totality. The problem is that they're all going to shouting at you continuously, endlessly trying to get your attention. So it's going to be Sean, Sean, write my name, write my...
Chris Stone:
And it's just going to be wow, wow, wow, who do I focus on? You won't know. And this replicates a scenario that I'm sure many people have experienced. He who shouts loudest gets what they want. Prioritization is often done by he who's... or the person who shouts loudest not necessarily he. We then go into another rounds where you say, I'm this round, Sean, people are to be shouting their name at you. But in this round, you're going to pay a little bit attention to everyone. So the way you're going to do that is you're going to read the first letter of one person's name, then you move on to the first letter of the next person's name, and you're going to keep going around. The consequence of that is everyone gets a little bit of attention, but the result is it's really slow.
Chris Stone:
You're starting lots of things but not finishing them. And again, in each round, we're exploring how it feels. How did it feel to be in that round? Sean, you were being shouted at, how did that feel? Everyone else, you were shouting to get your attention. You had to shout louder than other people, how did that feel? And it's frustrating, it's demotivating, it's not enjoyable. In the final around, I would say, "Hey, Sean, in this round, I'm going to empower you to decide whose name you write first. And you can write the whole thing in order. And the guys actually they're going to help you this time, there are no shouts over each other, they are going to help you." And in this scenario, as I'm sure you can imagine, it feels far better. The result is people finish things, and you can measure the output, the number of brand names written on a timeframe.
Chris Stone:
It's a very quick and easy way of demonstrating how it feels to be constantly context switching and the damage you can have, if, for example, you've prioritized things into a sprint and you got lots of trying to reorder things and so on and so forth, and lots of pressure from external people that ideally should be shielded from influencing this and that, and how that feels and what the result is, because you may start something, get changed into something else. You got to take your mindset of this, back into something else, and then the person who picks up the original thing might not have even been the same person, they've got to learn that over again. There's just lots of waste and efficiency costs through that. And that's just an example of a game I use, to bring that sort of things to life.
Sean Blake:
That's great. That's fantastic. I love that. And I think we need to, at Easy Agile, start playing some of those games because there's a lot of lessons to be learned from going through those exercises. And then when you see it play out in real life, in the work that you're doing, it's easier to recognize it then. If you've done the training, you've done the exercise, that all seems like fun and games at the time, but when it actually rears its head in the work that you're doing, it's much easier to call it out and say, "Oh wait, we're doing that thing that we had fun playing, but now we realize it's occurring in real life and let's go a different direction." So I can see how that would be really powerful for teams to go through that so Chris [crosstalk 00:22:26].
Chris Stone:
I'd also add that every game that I do, I construct it using the four Cs approach. So I'm looking to connect people... firstly, connect people to each other, and then to the subject matter. So in this game is about multitasking. To contextualize why that matters, why does context switching and multitasking matter in the world of work? Because it causes inefficiencies, because it causes frustration, de-motivation, et cetera. Then we do some concrete practice. We play a game that emphasizes how it feels. And at the end we draw conclusions, and the idea is that with the conclusion side of things, it's almost like a retrospective on the game. We say, "Hey, what did we learn? What challenges we face? And what can we do differently in our working world?" And that hopefully leaves people with actionable takeaways. A lot of the content I share is aiming to leave it with actionable takeaways, not just talking about something, but reflecting on what you could do differently, what you could try, what experiment you might like to employ with your working life, your team that might help improve a situation you're facing.
Sean Blake:
Okay. Yeah, that's really helpful. And you've spoken about this concept of Agile sins, and we know that a lot of companies have these values, they might've committed to an Agile transformation. They might've even gone and trained hundreds or thousands of people at accompany using similar tactics and coaching and educational experiences that you provide. But we still see sometimes things go terribly wrong. And I wonder, what's this concept of Agile sins that you talk about and how can we start to identify some of these sins that pop up in our day-to-day work with each other?
Chris Stone:
I guess, so the first thing I would emphasize about this is that using sin, it's a very dogmatic religious language and it's more being used satirically than with any real intent. So I just like to get that across. I'm not a dogmatic person, I don't believe there is any utopian solution. I certainly don't believe there's any one size fit to all situation for anyone. So the idea that there's really any actual sins is... yeah, take that with a pinch of salt. The reason the Agile sins came up is because I was part of... I'd done a podcast recently with a guy called Charles Lindsey, and he does this Agile confessional. And it's about one coach confessing to another, their mistakes, their sins, the things they've done wrong.
Chris Stone:
And I loved it because I'm all about de-stigmatizing failure. I'm all about sharing with one another, these war stories from one coach to another, because I've been a proponent of this in the past. I've shouted, "Hey there, I failed on this. I made this mistake. I learned from it." And I challenge others to do so as well and there's still this reluctance by many to share what went wrong. And it's because failure is this dirty word. It's got this stigma attached to it. No one wants to fail, leaders in particular. So the podcast was a great experience.
Chris Stone:
And it was interesting for me because that was the first time I'd given a confession, because I'll be honest with you, I'm someone who is used to taking confession myself. I go to this hockey festival every year and I got given years ago, this Archbishop outfit, and I kind of made that role my own way. I was drunk, and I said, "You're going to confess your sins to me." And if they haven't sinned enough, I tell them to go and do more. And I give them penicillin with alcohol shots and things like that. And I've actually baptized people in this paddling pool whilst drunk. Anyway, again, I digress, but I wasn't used to confessing myself, usually, I was taking confession, but I did so and it was a good experience to share some of my failures and my patterns was to create... and it was my own idea, to create my videos, seven videos of my seven Agile sins. And again, this was just me sharing my mistakes, what I've learned from that, with the intent of benefiting others to avoid those similar sins.
Sean Blake:
So you've spoken to a lot of other Agile coaches, you've heard about their failures, you confessed your own failures, is it possible for you to summarize down what are those ingredients that make someone a great coach?
Chris Stone: And that is a question, what makes someone a great coach? I think it's going to be entirely subjective, to be honest. And my personal view is that a great coach listens more than they speak. I guess that would be a huge starting point. When they listen more than they speak, because I've... and this is one of the things I've been guilty of in the past, is I've allowed my own biases to influence the team's direction. An approach I'd taken in the past was, "Hey, I'm working with this team and this has worked well in the past. We're going to do that." Rather than, "So guys, what have you done so far? What have you tried? What's worked well? What hasn't worked well? What can we create or what can we try next? That works for you guys. Let's have you make that decision and I'm here to guide you through that process to facilitate it, rather than to direct it myself."
Chris Stone:
Again, I find ... it's an approach that resonates more with people. They like feel that they own that decision as opposed to it being forced upon them. And there's far less, I guess, cognitive dissonance as a consequence. So listening more than speaking is a huge for me, a point an Agile coach should do. Another thing I think for me nowadays, is that there's too much copying and pasting. And what I mean by that is, the Spotify, the Spotify model came out years ago and everyone went, "Oh, this is amazing. We're going to adopt it. We're going to have tribes and chapters and guilds and squads, and it's going to work for us. That's that's our culture now."
Chris Stone:
I was like, "Well, let's just take a moment here. Spotify never intended for that to happen. They don't even follow that model themselves anymore. What you've done there is you've just tried to copy and paste another model." And people do it with SAFe as well. They just say, "Hey, we're going to take the whole SAFe framework and Chuck it into our system in this blueprint style cookie cutter." And the problem is that it doesn't take into account for me, the most important variable in any sort of transformation initiative, the people, what they want, and the culture there. So this is where another one of my values is, innovate, don't replicate. Work with people to experiment and find that Agile, what works for them rather than just copying and pasting things.
Chris Stone:
So tailor it to their needs rather than just coming in with some or seen dancing framework, and then the way I do it is I say, "Hey, well, SAFe is great. Well, it's got lots of values, and lots of great things about it. Lots of benefits to it, but maybe not all of it works for us. Let's borrow a few tenent of that." Same with LeSS, same with Scrum At Scale, same with Scrum, similar to Kanban. There's lots of little things you can borrow from various frameworks, but there's also lots of things you can inject yourself, lot's of things you can try that work for you guys, and ultimately come up with your own tailor-made solutions. So innovate, don't replicate would be another one for me.
Chris Stone:
Learning, learning fast and learning often, and living and breathing that yourself. Another mistake I and other coaches I think have made is not making time for your own personal development to allowing, day in, day out to just be busy, busy, busy, but at the same time you're going out there, coaching teams, "Hey, you've got to learn all the time. You got to try new things." But not making that time for yourself. So I always carve out time to do that, to attend conferences, to read books, to challenge myself and escape my echo chamber. Not just to speak to the same people I do all the time, but perhaps to go on a podcast with people I've never spoken to. To a different audience, maybe to connect with people that actually disagree with me, because I want that.
Chris Stone:
I don't want that homophilous thinking where everyone thinks exactly like I do, because then I don't get exposed to the perspectives that make me think differently. So I'm often doing that. How can I tend to conference that I know nothing about, maybe it's a project management focus one. Project management and waterfall isn't a dirty word either. There is no utopian system, project management and... sure traditional project management and waterfall has its benefits in certain environments. Environments with less footing, less flexible scope or less frequently changing requirements works very well.
Chris Stone:
I always say GDPR, which is an EU legislation around data protection, that was a two year thing in the making and everyone knew exactly what was happening and when they had to do it by. That was a great example of something that can be done very well with a waterfall style, because the requirements weren't changing. But if you are trying to develop something for a customer base that changes all the time, and you've got lots of new things and lots of competitors and things like that, then it varies, and probably the ability to iterate frequently and learn from it is going to be more beneficial and this is where Agile comes in. So I guess to sum up there, there's a few things, learning fast learning often. I can't even remember the ones I've mentioned now, I've gone off on many tangents and this is what I do.
Sean Blake:
I love it. It's great advice, Chris. It's really important and timely. And you mentioned, earlier on that the customer base that's always changing and we know that technology is always changing and things are only going to change more quickly, and disruptions are only going to be more severe going forward. Can you look into the future, or do you ever look into the future and say, what are those trends that are emerging in the Agile space or even in work places that are going to disrupt us in the way that we do our work? What does Agile look like in five or 10 years?
Chris Stone:
Now that again is a very big question. I can sit here and postulate and talk about what it might look like. I'm going to draw upon what I think is a great example of what will shape the next five or 10 years. In February, 2021, there's a festival called Agile 20 Reflect, I'm not sure if you've heard of it, and it's built as a festival, not conference, it's really important. So it's modeled on the Edinburgh festival and what it intends to be is a celebration of the past, the present and the future of Agile. Now what it is, it's a month long series of events on Agile, and anyone can create an event and speak and share, and it will create this huge community driven load of content that will be freely accessible and available.
Chris Stone:
Now, there are three of the original Agile manifestor signatories that are involved in this. Lisa Adkins is involved in this as is lots of big name speakers that are attached to this festival. And I myself, I'm running a series of retrospectives on the Agile manifesto. I've interviewed Arie van Bennekum, one of the original Agile manifesto signatories. They're going to be lots of events out there. And I think that festival will begin to shape in some way, what Agile might look like because there's lots of events, lots of speakers, lots of panel discussions that are coming up, coming together with lots of professionals out there, lots of practitioners out there that will begin to shape what that looks like. So whilst I could sit here and postulate on it, I'm not the expert to be honest, and there are far greater minds than I. And actually I'd rather leverage the power of the wider community and come into that than suggesting mine at this time.
Sean Blake:
Nice. I like it. And what you've done there, you've made it impossible for us to click this video and prove you wrong in the future when you predict something that doesn't end up happening. So that's very wise if you.
Chris Stone: Future proof myself.
Sean Blake: Exactly. Chris, I think we're coming almost to the end now, but I wanted to ask, given the quality of your Christmas sweater, do you have any tips for teams who are working over the holiday period, they're most likely burnt out after a really difficult 2020? What are some of the things you'd say to coaches on Agile teams as they come into this time where hopefully people are able to take some time off, spend some time with their family. Do you have any tips or recommendations for how people can look after their mental health look after their peers and spend that time in self-reflection?
Chris Stone:
Sure. So a number of things that I definitely would recommend. I'm currently producing and sharing this Agile advent calendar. And the idea is that every day you get a new bite-size piece of Agile knowledge or a template or something working in zany or a video, whatever it may be. There's lots of little things getting in there. And there's been retro templates, Christmas and festive themes. So there's a Home Alone one, a Diehard one, an elf movie one, there's all sorts. Perhaps try one of those as a fun immersive way with your team to just reflect on the recent times as a squad and perhaps come up with some things in the next year.
Chris Stone:
And there's for example, the Diehard one, it's based on the quotes from the movie Diehard so it's what you'd be doing in there, celebrate your... to send them to your team. Or there's one in there about, if this is how you celebrate Christmas, I can't wait for new year. And that question was saying, what do we want to try next year? Like this year has been great, what do we want to try differently next year? So there's opportunities through those templates to reflect in a fun way so give one of those a go. I shared some Christmas eve festive Zoom backgrounds, or Team backgrounds, give those a go and make a bit fun, make it a bit immersive. There's Christmas or festive icebreakers that you can use. What I tend to do is any meeting I facilitate, the first five minutes is just unadulterated chat about non-work things, and I often use icebreakers to do so. And whether that's a question, like if you could have the legs of any animal, what would you have and why, Sean, what would that be?
Sean Blake:
Probably a giraffe, because just thought the height advantage, it's got to be something that's useful in everyday life.
Chris Stone: Hard to take you on the ground maybe.
Sean Blake:
Yes. Yes, you would definitely need that. Although, I don't think I would fit in the lift on the way to work, so that would be a problem.
Chris Stone:
Yeah. That's just how I start. But yeah, that's just a question, because it's interesting to see what could people come up with, but there's some festive ones too, what's your favorite Christmas flick? What would put you on the naughty list this year? Yeah, does your family have any weird or quirky Christmas traditions? Because I love hearing about this. Everyone's got their own little thing, whether it's we have one Christmas present on Christmas Eve or every Christmas day we get a pizza together. There's some really random ones that come out. I love hearing about those and making time for that person interaction, but in a festive way can help as well.
Chris Stone:
And then on the mental health side of things, I very much subscribed to the Pomodoro effect from a productivity side of things. So I will use that. I'll set myself a timer, I'll focus without distractions, do something. And then in that five minute break, I'll just get up and move away from my desk and stretch and get a coffee or whatever it may be. But then I'll also block out time, and I know some companies in this remote working world at the moment are saying, "Hey, every one to 2:00 PM is blocked out time for you guys to go and have a walk." Some companies are doing that. I always make time to get out and away from my desk because that... and a little bit more productive and it breaks up my day a little bit. So I definitely recommend that. Getting some fresh air can do wonders for your mental health.
Sean Blake:
Awesome. Well, Chris, I've learnt so much from this episode and I really appreciate you spending some time with us today. We've talked about a lot of things from around the importance of sharing your failures, the importance of looking after your mental health, checking in on yourself and your own development, but also how you tracking, how you feeling. I love that quote that you shared from, we think it Socrates, that true knowledge is knowing that you know nothing. I think that's really important, every day is starting from day one, isn't it? De-stigmatizing failure. The origins of the word deadline. I did not know that. That's really interesting. And just asking that simple question, how did that feel? How did that feel working in this way? People were screaming your name, walk up work, when work's too busy, how does that feel? And is that a healthy feeling that everyone should have? So that's really important questions for me to reflect on and I know our audience will really appreciate those questions as well. So thanks so much Chris, for joining us on the Easy Agile Podcast.
Chris Stone:
Not a problem. Thank you for listening and a Merry Christmas, everyone.
Sean Blake:
Merry Christmas.