Easy Agile Podcast Ep.23: How to navigate your cloud migration journey

"I really enjoyed my conversation with Andrew Malak. We talk integrating agile techniques and tips on how to achieve a culture of accountability"

Andrew is a firm believer that the customer trusts your business by joining, and you have an obligation to repay that trust by helping them achieve their outcomes.

Enjoy the episode!

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Transcript

Teagan Harbridge:

Welcome to another episode of the Easy Agile Podcast. I'm Teagan, head of product here at Easy Agile. And we've got a really exciting guest on the show today, Andrew Malak from Spaceship. He's the chief product officer. Andrew is a true believer in creating products and experiences that solve customer problems. He believes that the customer trusts your business by joining, and you have an obligation to repay that trust by helping them achieve their outcomes. In his current role, Andrew aims to help people take control of their wealth from a young age, educating good money habits and helping people invest where the world is going. Andrew is a family man who loves his time with his wife and children. And believe it or not, he uses agile techniques in his personal and professional life. Andrew is an economics geek. He plays and coaches soccer, football. He's a big Liverpool supporter, loves to travel, loves amazing architecture, and loves working with children.

Teagan Harbridge:

There were so many takeaways from my chat with Andrew that I really struggled to pair it down to three. But if you say tuned, here are some of the things that you're going to learn from our chat with Andrew. Why we should stop using the term agile transformation and start calling it an agile evolution. Why it's important to be open-minded to our own limitations so to break the old mindset of protecting original scope. And tips on how to achieve a culture of accountability. So I hope you enjoy. Andrew, can you tell me a little bit about Spaceship?

Andrew Malak:

Oh, fantastic. Well, thank you very much for, first of all, having me, Teagan. Spaceship is a business that's on a journey to make good money habits and investing accessible to all people. So what we look for is trends to do with industries or companies who are building the future of both industry or economies. We invest in them for the longterm, we break down barriers of entry for people, we give them a fee-free product under $5,000, no minimum investments. It's really easy to sign up. You simply download an app and you sign up and make one product selection decision, and you're done. You can start investing on autopilot. We allow you to also invest your superannuation in a not too dissimilar way.

Teagan Harbridge:

So tell me a little bit about who your target customer is, then. Because it seems like you're trying to make something quite complicated accessible for maybe first time investors.

Andrew Malak:

Well, you're absolutely right. There's a niche segment of people out there at the moment, millennials or even gen Zs, that we just don't think have been well serviced by the incumbents. And what we're trying to do is resonate with these young people as much as possible. We're trying to reduce industry jargon and really make things simple to them, because investing doesn't have to be complex. It's really about a lot of discipline around, if I can manage my personal P&L, or money in, money out, then I can create a cash buffer that can go into my assets column on my balance sheet. That's really what we're trying to do. And that kind of language, if we can get it right, can really simplify things that have typically been in the hands of financial advisors and accountants and give it back to everyday Australians who are starting out in their investment journey.

Teagan Harbridge:

Yeah, awesome. And you've been on quite a journey before landing in the FinTech space as the Spaceship CPO. So can you tell me and our audience a little bit about what that journey has looked like?

Andrew Malak:

Oh, where do I start? If you asked a graduate Andrew Malak what he'd be doing now, I don't think I would've been speaking about this because at that point in time in my career I didn't know this space would actually be around, if that makes sense. So I'll go back to my younger years, and I always thought I was going to be an architect. I had this fascination with bridges and I wanted to design things and see them come to life. And let's just say that I do that in different ways right now, but I started out working in CommSec on the trading floor. I moved on to work as a business analyst, and that's where I started my critical thinking into how businesses work and how things can be made more efficient.

Andrew Malak:

I dabbled in teaching for a little bit, I taught high school economics and religion for a little bit. And then I eventually landed in a product role at St. George Bank prior to the merger with Westpac. At that point in time, the light bulb really came on. I realized, "Hey, I like creating things. I like to change things. I don't like to just do things," if that makes sense. And that wondering mind that doesn't like the conform was finally let loose, if that makes sense. And I haven't stopped enjoying it. I loved my time at Westpac, made lots of friends, worked on really cool, successful projects, and implemented lots of things that had great results. Worked on lots of things that have failed miserably and learnt a lot out of that. And when the opportunity at Spaceship started to surface late last year, it was just too good an opportunity to not really come in and have a go. So yeah, it's been quite the journey.

Teagan Harbridge:

Yeah, wow. And I love a good failure story. And you said you've had lots. Can you think, just off the top of your head, what one of those big failures has been?

Andrew Malak:

Where do I start? I think our first attempt at taking a digital experience to allow customers to acquire a product online was quite a failure that taught us a lot. We basically took the systems that our back office staff used and just made it available to customers. And the real good learning out of that is there was a lot of traffic and a lot of demand, but not enough completion ever. And the best learning that came out of that... This is back in 2006, so internet speeds were just starting to pick up. Broadband was starting to go mainstream and customers' trust around doing more transactions that used personally identifiable data was starting to normalize at that point in time. Up until then, people quite reserved thinking, "I'm going to lose my personal data," et cetera. So when we decided to do that, we saw that there was a lot of demand but we quickly came to the realization that we used to train staff for four to six weeks on how to use the systems before they knew how to service customers using them.

Andrew Malak:

But then we've deployed it into production for customers to self-service and realized quite quickly that the experience for customers had to be much more guided than the experience for a staff member. This is where the evolution of usability or design thinking started to come in. We started thinking of, "Well, how do we make these things so easy that a first-time user can go end to end and not encounter friction?" And this is where our understanding of design principles, customer testing using verbatim and anguage that can resonate with a first-time user becomes critical to the execution. It's not just good systems but it's good user experience sitting on top of systems.

Andrew Malak:

That's probably the one that resonates with me the most because I've held that to a very high regard throughout my whole career. Now everything I do I think of, "Where's the friction? How do we make sure there's no friction? What's the customer going to feel throughout this experience? How are we creating unnecessary anxiety in that experience for the customer, and how do we move that away? How do we become more transparent but still be simple?" And yeah, that's probably the one that resonates the most.

Teagan Harbridge:

Seems like a tremendous learning opportunity early enough in that project and something that's stuck with you since, so great learning opportunity.

Andrew Malak:

Absolutely.

Teagan Harbridge:

We've got a ton of customers who are at all stages of their agile transformations, and I know that this is something that you've had experience with if we go back to your St. George, Westpac days. Can you give our audience any tips or stories that you encountered when you were going through those agile transformations? What lessons can you share with our audience?

Andrew Malak:

Oh, I have lots of lessons to share, actually.

Teagan Harbridge:

This is what I love.

Andrew Malak:

Look, I like to position it more as agile evolution more than agile transformation because no matter what you try to do, you're not just going to drop waterfall and become agile next morning. Honestly, I've seen so many attempts and every single time I see that the graduality of the change is a better predictability of the final outcome that you're going to land. So ultimately the Holy Grail that everyone's aspiring to is that, as a leader, you can rock up to a team stand up unexpected and then, without being told who is in what role, who the product owner is, who the engineer is, who the QC is, who the designer is, it becomes hard for you as the leader to work out who's who because at that point in time the team is so well converged on customer outcomes that they will self-organize themselves around what each person needs to do.

Andrew Malak:

And most of the language being used is really around, what are we trying to define the customer? What's the best thing to do within the capacity that we have to deliver this feature to market as quickly as possible, capture value for the customer and the business as much as possible? This takes a long time to get to, where you can start normalizing to a standardized, common set of goals, common cadence, and common ways of working. And I think it's ultimately about how much empowerment you can give people and how much as a leader you can relegate yourself in the background to allow them to work it out themselves as long as you're coming in and nudging things along the way and helping people course correct along the way. So the good news is that I actually think at Spaceship, we're pretty close to getting there.

Andrew Malak:

We have been running scrum and we have been running sprints for a long time, but it has been largely ceremonials. But over the last quarter, we've done a really good job at embedding more cross-functional people into these teams. But the goal for us is that now we feel like our throughput has actually increased and that the constant flow of information between the teams is becoming more natural and there is actually less ambiguity between the teams around, "All right, we built it this way. The API is no longer consumable. It doesn't fit what we're trying to do from our front-end and there's less back and forth." So we can really see that the amount of friction between persons in the team is really starting to reduce dramatically and we're starting to see that throughput really increase. Having said that, the best way to go about an agile transformation is just get started.

Andrew Malak:

You can sit and plan out things and plan towards utopia as much as you want or you can actually just get going. So when I say by get going, I say you have to start by getting buy-in from all the leaders of the different cross-functional teams, because if you don't have that buy-in at the leadership level, it's just not going to work because there's going to be blockers, there's going to be escalations. And if all these things result in conversations around, "Should we keep doing this?" Or, "Hey, maybe this is not the right thing to do." That needs to be off the table really early on and it needs to be a total commitment at the leadership level that we're going to make this work and whatever we encounter we're just going to fix forward. Once you have that commitment at the leadership level, you need to very clearly define the values that the team is going to be handed to work with, because agile itself, it's not a process, it's a set of values that the team needs to just take and start working with.

Andrew Malak:

So we could go and rattle individuals and interactions over processes and tools or working software over comprehensive documentation. Well, give these to the team and they're going to say to you at day one, "We can't go to all of that straight away." So they might actually say that day one, "We're still going to need some documentation because we're not comfortable yet. We don't understand the language of the other people in the scrum team well enough to be able to go and actually code off the back of a conversation." But by the 10th sprint, the 20th sprint, that misunderstanding of what the product owner wants or what the designer is trying to achieve in an experience starts to become embedded in the mind of the engineer.

Andrew Malak:

The engineer understands the customer a lot more, and then you can make do with less process and less documentation and less negotiated outcomes and more commonality across the team. The other thing that then starts to kick in at that stage is that ability of the team to pivot in response to a change and not see that as a threat to what they're trying to achieve. The old ways of working was, define that scope, protect that scope, and not let things disturb that scope, whereas if you're halfway through a project and you get some really good information that tells you that maybe you are not on track to achieve a good outcome, you should be welcoming that. And the team itself in the beginning is going to find that an irritation, but over time they'll become more comfortable with pivoting off the back of new information.

Teagan Harbridge:

Yeah. It's a big mindset shift. I was just having a discussion today about, where does being agile and being reactive, where's that line in the middle. And when does taking information and pivoting because you think something will be better, when can we break that mindset of, "Oh, we're just being reactive?" No, we're being responsive.

Andrew Malak:

Yeah, yeah. And look, I think the word reactive itself naturally has a negative connotation to it, but agility in mindset allows you to flip that on its head and say that no one can work things out in totality to 100% of what's possible, so being open-minded to our own limitations first and foremost allows us to acknowledge that when new information comes in, it is because we didn't think through the solution 100%, but let's also be okay with that because no one can. So I think it's flipping on its head and acknowledging it upfront and saying that this is going to happen, but when it comes we will assess the information we have with the capacity we have with how far progressive we are and make a decision that's right for us, for the customer, and for what's possible.

Andrew Malak:

So I take it as the more information you get along the way, the more reinforcement of, are you doing what's right or should you pivot and change at that point in time? The other thing that happens really early on is that if you as a leader can create a really clear vision around customer outcomes and establish your first cross-functional team and hand over that vision to the team, it becomes theirs. Don't hand over the backlog to the team. Don't give them a ready backlog, just give them the vision and then tell them, "You guys work out what your backlog looks like." When they come up with their own backlog, as long as you as a leader don't see that it's just a list of Hail Marys in it and there is a fair bit in there that is well spread out between hygiene things, strategic things, and a few moonshots and the balance is right, if the team has come up with their own backlog, the motivation they have to build their own ideas just goes through the roof.

Andrew Malak:

And that's what you want to achieve. You want to achieve clarity that the work fits with the vision and the motivation that you get out of the backlog being created by the team itself gets you that throughput enhancement. The other thing that you're going to struggle with really early on is chunking things down to fitting within the sprint cadence. I think that's one that's often been my biggest challenge when moving towards agile practices early on. Typically in the first few sprints, you always have overruns and things don't complete in the sprint because we end up thinking we can do more than we can and it takes us a while to work out, in wrapping up something that becomes shippable in a sprint, you probably take a little bit less in that sprint because you've got to test it or you've got to do a release in that sprint, or you're going to do a PIR in that sprint, or you're going to do a lot of retros in that sprint. Start to sort of formulate what you're going to take through the next planning cycle.

Andrew Malak:

So you've got to budget to that capacity, and I'll find that teams underestimate the magnitude of that work. So be okay with that. Overruns in the first few sprints don't mean you've failed, it means you're learning how to plan better. And then make sure your retros and your pivot off the back of that into your next planning sessions is taking information that is now new to you, and making sure you're working with it. I think as the leader, though, you have to set the expectations that teams can make mistakes and that it's a safe environment.

Andrew Malak:

And I've seen many agile... I was about to use the word transformation, even though I've just said I don't believe in transformation. Any teams that are adopting agile principles expecting that in their first few sprints they don't have any hiccups, and that if throughput falls in the first few sprints, then there's a bit of a, "Oh, well you told me this thing was going to increase our throughput." Yeah, but not straight away. So I think just being realistic with yourself and what's possible, and that shift in itself, until it normalizes, takes a bit of getting used to. The teams need to know it's a safe environment, that if their productivity suffers, if they make mistakes or if they break things, it's going to be okay. We'll fix forward.

Andrew Malak:

But then also there comes a point in time where we have to be very clear about the culture of accountability around using that capacity really well. So what I've found, that the best use of that is the showcase. And what we've done at Spaceship, because we're trying to reduce the amount of ceremonies, we've combined both the planning playback in a sprint as well as the showcase into the same ceremony. So what we do is we play back what we built last session using a demonstration of working software and comparing the amount of work we've executed versus what was planned in the previous sprint. We're saying we've got 80%, 90% through the work and this is what it looks and feels like, and this is what we're deploying to the customer. Then we actually showcase what we plan to do in the next sprint.

Andrew Malak:

And that's part of the showcase, is our hand on heart commitment to, "This is what we as a team are committed to doing in the next sprint." And then that accountability to the organization becomes something that keeps us on track throughout the sprint. As distractors or things that are not committed in the sprint come our way, we quickly think about, all right, can we accommodate these things? Do they need to be done? Are they going to take us off track with what is planned? Are they important enough? Is it a major defect of production, and can customers no longer access our app? Well, drop what you're doing and attend to that. Otherwise, if it's not material, keep focused on the work that you've committed to in front of the organization.

Andrew Malak:

After this you're going to start to experience some growing pain, and the growing pain is good because it means that agile is working and more teams or more feature opportunities become possible for the business. There's going to be a lot more hype around moving to agile. Other teams are going to come across and say, "Oh, how do we piggyback off what you're doing?" Et cetera. This is good. This is good, but what it means now is that some new risks are going to actually start to be introduced. Working with common code, common dependencies, or even common people being needed to be doing multiple things just means that you now need more coordination. I'd say to anyone who reaches this point in time, this is where people feel compelled to start introducing some new roles, coordination roles. And I'd just say, be careful because that can start add to your overhead really quickly.

Andrew Malak:

I find the best way to ensure that teams continue to be in sync is with the right dialogue at the right level with the right rhythm. And this is where I think keeping it simple to just the scrum of scrums works really well. I like the scrum of scrums to be balanced between both product owner and tech lead from each team being present, and a cadence of one to two times per week works really well. And as long as the product owners across the teams and the tech leads across the teams know what the other teams are working on, know what could impact their own work from a release perspective or scheduling perspective or an environment perspective, I think that tends to work really well as well.

Teagan Harbridge:

Yeah, wow. Lots of nuggets in there and certainly things that resonate with our experience here at Easy Agile, being a small company that's grown really quickly. So I can definitely relate. We've had conversations about, do we introduce new roles into this company? We've introduced a new cadence of meeting rhythms only the last couple of months, so we're going through these things too.

Andrew Malak:

Absolutely. Absolutely. What have been your biggest learnings so far?

Teagan Harbridge:

I think that you cannot underestimate communication, and it really does come back to that cadence and that rhythm with the team. And we're experimenting at the moment with a daily huddle where we're talking about, how do we embed showcases more regularly in our cycles? We've got a big demo at the end of the cycle. How can we make that a more ingrained part of our culture? And it really does come back to that culture of accountability as well. So yep, it's all resonating.

Andrew Malak:

Yeah, absolutely. Look, you can go to whatever industry you want but the problems are usually similar. And the great thing is that having these conversations is very important to fast-tracking your way forward, because your problem is not unique to you. Someone else has seen it in someone else has figured out a way. And I think what I like about the FinTech industry is that we compete on products and services, but there's a lot to learn from each other. And even if you just go outside of FinTech, there's a lot to learn from other industries who have adopted agile practices.

Teagan Harbridge:

If we take a bit of a flip, we've gone from your professional career and your experience into a more personal level. You mentioned that you use agile techniques outside of work. So I'm not sure if many others are in the same boat, but can you elaborate on this? What does that mean? What does that look like?

Andrew Malak:

Okay, I hope you don't think I'm extremely weird. We actually have a family campaign. So I guess if I go back to how we've come to actually doing this. Becoming parents, we would look at our children and see so many things that we want them to be better at. And in trying to give them constant feedback, which felt like the feedback was so much that it's all being drowned out because there's so much of it. In fact, my oldest son actually gave me that feedback. He goes, "Dad, why don't we focus on one thing at a time?"

Andrew Malak:

And I was like, "Wow, okay." For a ten-year-old to tell me that, that was amazing. So we came to realize that we needed to narrow and focus on one improvement area at a time, and we don't move on to the next one until we've actually closed out the first one. For example, my oldest son, very clever boy. We're trying to focus with him on the discipline of process over just getting the answer right, because he is clever and nine times out of 10, ask him a question, he's got the answer and he just wants to say it.

Andrew Malak:

But we've started to try to break down the question and work more on the process with him so that in following the process, coupled with his natural ability, we will get more answers right more often. And that's what we're working through at the moment. So our family's scrum wall at the moment has a mix of things on it. Everyone has their own swim lane, and in each swim lane there are a few tasks, some related work or study, some relating to household chores, some related to health or exercise, and some related to acts of kindness. And what we aim to do is make sure that we're moving things across in all four categories every single day. So yeah, you can use agility wherever you'd like but I think that mindset in general, that if I wake up every day and do things that make me better than I was yesterday, then I'll get to keep moving forward in my personal life as well as my professional life.

Teagan Harbridge:

And do you have WIP limits?

Andrew Malak:

We don't at the moment, and we're not doing showcases at the moment. We'll see how we can introduce them in the future.

Teagan Harbridge:

And how was the introduction of a Kanban board at home? How was that received by the family? Have they enjoyed it, has there been any feedback?

Andrew Malak:

Well, it wasn't actually planned. It started by just sticking some Post-its up on the fridge to remind us of stuff. And then one day I said to my wife, "You know what? This reminds me of what we do at work. Why don't we formalize it?" She had a bit of a chuckle but then one day she came back and then she found it there. So yeah, it wasn't really planned.

Teagan Harbridge:

Awesome. And you've already been super generous with your time so I'll close it out with one final question. What advice do you wish someone would have given you when you took the leap from product management into product leadership?

Andrew Malak:

Yeah, that's a really good question. I think first and foremost, that you've got to make sure that you drop your need for perfectionism, because first and foremost, you might have been the best product manager yourself. You might have been amazing. And I'm not saying I was, but if you were and you step up in leadership role, you're going to have people of different abilities working for you. And what you need to understand is that they're going to need some time learning their role and learning their trade. And just don't get in the way of them learn. So for example, you might see someone doing something that may not be the best or most optimal use of that capacity in that sprint. You might feel the urge to jump in and course correct. But if you let them go and just hear their feedback post the retro, they might've had that learning themselves, and a learning that they get for themselves rather than being told by their leader is going to be much more useful for them.

Andrew Malak:

You have to drop your need to make decisions and be in control because, again, the more you can relegate yourself to a servant leadership role and let the team make decisions, when they make decisions and now have to go back up that decision with execution, they're more likely to put their heart and soul into it. The more they feel like you are going to make the decisions, the less inclined they are to think through problems themselves, and then they'll keep bringing the problems back to you. So every time someone asks you a question that has a black and white answer, throw it back to them and ask them what they think, because that way you're coaching them to work it out themselves. And then the last thing that's really important is, I feel like it's really important to think through how your organization allows you to be different and take advantage of that differentiation.

Andrew Malak:

So for example, at Spaceship here, because we're small, we're not a large corporate, our customers are a little bit more forgiving. So you have a limited capacity to build experiences and you can't do all things at the same time. Understand that and take advantage of it, and get your team to also learn that. Because if you're trying to how the all edge cases, it will take a lot longer to get something to market and you might use a lot of the team's capacity to build edge cases. And you can't really afford that when you're in a start-up.

Andrew Malak:

So for example, we launched a new investment portfolio yesterday. We launched the Spaceship Earth portfolio, our first sustainable investment portfolio and it's a sign of more things to come hopefully in the sustainability space. But in launching that, we knew that we have a limitation in our experience or our product set today where each customer can only have one portfolio. We knew that existing customers would want to invest in sustainable investing, but our commitment to them is that it's in our backlog and it's actually the next feature that we're actually going to take to market.

Andrew Malak:

And in explaining that to our customers, they've been very understanding, that they know our throughput is limited but they also know that their voice is being heard and we are building the things that they're telling us about. So I would say that the best piece of advice to tell my young self is to make sure that you get the balance right between the voice of the customer. That's going to tell you all the hygiene things that your product lacks in terms of experience or gaps. And then get the balance between new strategic things that you can go after and new things that you can take to market, as well as a few Hail Marys every now and again. We call them moonshots. They may or may not work, but it's exciting, and if it works, can 10X your volume. And they are the things that are likely to go viral. So getting the balance right is very important.

Teagan Harbridge:

It's been wonderful, Andrew. I've definitely taken a lot away from our chat today, and I'm sure our audience will too. So thank you again so much for your time, and good luck.

Andrew Malak:

No Teagan, look, thank you very much. And it's been a pleasure speaking to yourself and Easy Agile, and I wish you guys all the best too.

Teagan Harbridge:

Awesome. Thanks Andrew.

Andrew Malak:

Have a good afternoon.

"I had an inspiring conversation with Renae around the benefits of leaping out of your comfort zone and aligning team behaviour " - Chloe Hall

Chloe Hall- Marketing Coordinator at Easy Agile is joined by Renae Craven - Agile Coach, Agile Trainer, Scrum Master Coach and QLD Chapter Local Leader at Women in Agile.

Join Renae Craven and Chloe Hall as they discuss:

• Renae’s journey to becoming an Agile Coach and Agile Trainer
• Taking a leap out of your comfort zone
• The importance of taking time to gather feedback and reflect
• Building a team environment where everyone feels safe to contribute
• Aligning team behaviour and how prioritising learning impacts team delivery
• Why sitting all day is bad for you and how to bring movement into your work routine
• + more

Transcript

Chloe Hall:

Hello and welcome back to the Easy Agile Podcast. I'm Chloe, Marketing coordinator at Easy Agile, and I'll be your host for today's episode. Before we begin, we'd like to acknowledge the traditional custodians of the land from which we broadcast today, the people of the Dhuwal speaking country. We pay our respects to elders past, present, and emerging, and extend that same respect to all Aboriginal Torres Strait Islanders and First Nations people joining us today. Today we have a very exciting episode for you. We will be speaking to Renae Craven. Renae is an Agile coach, Agile trainer, scrum master coach, BASI Pilates instructor, and runs her own Pilate Studio.

Renee is also a chapter local leader at Women in Agile Brisbane and is the host of the podcast The Leader's Playlist alongside David Clifford. Renae's passion in life is to help people to be a better version of themselves by raising your awareness of areas they wish or need to improve them and to support them in their learning and growth through these areas. According to Renae, coaching is not about telling people what to do. It is about questions to allow them to dig deeper, uncovering realizations and their desire for change. Welcome to the podcast, Renae. Thank you so much for coming today. Really appreciate it and very excited to unpack your story, your journey, and all the success you have achieved, which is amazing. How are you today anyways?

Renae Craven:

I'm all, I'm good. Thank you, Chloe. It's Friday, so I'm always a bit wrecked on a Friday. Looking forward to sleeping in on the weekends and things like that. So yeah, Friday I'm already, always a little bit dreary, but other than that I'm fine.

Chloe Hall:

Well, that's good. Friday afternoon definitely can always do that to you. I'm very pumped for a sleep in as well. I think let's just get straight into it. So some of that I wanted to start was I just want to unpack you as a person, Renae, and kind of your story, who is Renae and the journey you've taken to become so successful today. So if you wanted to provide a little bit of background about yourself.

Renae Craven:

How far back do I go? So I did IT at uni, Information Technology at uni. So I started my career out as a graduate developer, software developer, pretty crap one at that.

Chloe Hall:

Surely not, I don't agree with that. I can't see it.

Renae Craven:

I knew enough to get by, but it was definitely not going to be something that I was going to do for the rest of my life. But back then I was 20 and kind of just was doing things that you were supposed to do when you grow up. You're supposed to go to school and you're supposed to do well in grade 12 and go to uni and get a degree and then get a job.

Chloe Hall:

Definitely.

Renae Craven:

So yeah, I ticked all those boxes and found myself with a degree in a job in a good organization. And I was in that development job for a couple of years and then I kind of moved more into team leadership and I was a team leader for a while and then I became a scrum master back in 2010. So that was when I discovered Agile.

Chloe Hall:

Okay. Yup.

Renae Craven:

And I think the rest is kind of history. So when I discovered Agile, things started to make more sense to me. Talking to people, having teams, working together, collaborating together, solving problems together, getting multiple brains onto a problem. That kind of thing was one thing that I never made sense to me when I was a grad straight out of uni. And I'm like, "What do you mean?" Because even during my university, I was a little bit different and I was remote. I did university remotely years ago and with a group of four others, there were four others, it was a group of five. We did everything together, we did all our group assignments, we studied together, we ate lunch together, we just kind of did.

Chloe Hall:

So with the exact same group?

Renae Craven:

Yeah. All the way through uni. I went from that kind of group setting to working and more of an individual on my own like if I've sat in a cubicle with walls that were higher than me, I didn't have to speak to anyone else if I didn't want to. And that never really sat well with me. It was never kind of who I was. So when Agile was, Scrum specifically was here's all these people we're going to throw together in a team and here's all of the problems and you work out together how you're going to solve it.

Someone's not going to tell you what to do or how to solve it, you've got to figure it out as a team, it was a much more, cool this is what makes sense, this works better. Why wasn't it always like this? So yeah, that's kind of where my Agile journey started and it kind of progressed as I did scrum mastering for quite a few years in different organizations, different scenarios, different contexts. And then I guess I was able to comfortably call myself an Agile coach I would say maybe 5, 6 years ago. I mean, there's nothing really that you can do that you go tick, Oh, I'm an Agile coach now.

Chloe Hall:

There's no kind of straightforward degree or certification.

Renae Craven:

No, it's really just experience. And I had experience around and people were telling me, "You can call yourself a coach, an Agile coach now, you've got plenty of experience". I'm like, "Yeah, but I feel like there's so much more that I need to know or that I could learn". So I don't really feel comfortable. But I was working for a consultancy, so that was just how I was being marketed anyway. So that was kind of 5, 6, 7 years ago that that started to happen. And then I do other things as well, like Agile training. I love training people, I run training courses, do the coaching as well. And then I've got my Pilates as well.

Chloe Hall:

Just an all rounder, a lot going on, that's for sure. I think as well, I just want to unpack, you had that transition when you were a graduate developer and you found it quite isolating. And then you came into this concept of Agile when you are working in teams. Was it when you started doing that Agile, did that kind of spike like a passion, a purpose of yours and that's what led you down that Agile training, Agile coaching road?

Renae Craven:

I think, I mean purpose, I still don't know if I know what my purpose is in life. Passion. I think what it helped me understand about myself is where some of my strengths were. And my strengths aligned with what was needed to be a scrum master and a coach later on. So the ability to facilitate, that's a big part of being a scrum master, a big part of being one of the key things about being a coach. And that was just something that I was kind of naturally able to do, but I didn't know until I started doing it, if that kind of makes sense.

Chloe Hall:

Yeah. I feel like, isn't that always the way, It's like you don't know something or you don't really know your strengths until you just step into it. You've really got to get out of your comfort zone and just try new things, experience new things. Otherwise, you're never going to know.

Renae Craven:

Yeah, exactly. So yeah, can't trying to create that equal participation in a room or in a workshop from a facilitation and facilitating a group of people from different walks of life to an outcome and just letting it kind of flow and let the conversations flow. But still, you've got to get to this outcome by the end of the day or end of the workshop. That was something that I was naturally able to do. And I mean, my first workshop, how I facilitated that, I don't even remember what it was, but I'm sure how I facilitate now is very, very different. But it was still something that I loved doing, that I enjoyed doing. And the training part of it, it's funny because at school I used to hate public speaking. I used to hate.

Chloe Hall:

You sound like me.

Renae Craven:

Yeah. All of that, how I used to get up in English and do an oral exam and things like that. I hated all of that stuff. I was very happy to just hide in the background and never answer a question or never cause any trouble or be disruptive or whatever. Except in maths class I was a little bit disruptive in math class.

Chloe Hall:

I am resonating so much with you right now because I was literally the exact same. And I've always had a bit of a passion for math. So in maths I was super outgoing, would ask so many questions. But in English my biggest fear was public speaking. I just could not stand up for the life of me. It was the worst. I was always so nervous, everything about it. And I think that's really interesting to see how far you've come today from what you thought back then. Was there any type of practices, lots of work that you had to do on yourself to get to this point today?

Renae Craven:

I think similar to what you said before, you got to get out of your comfort zone. And I think, especially early on in my career, that being pushed out of my comfort zone. There's a few leaders that I was working for at the time that, well a handful of people that over the years have pushed me out of my comfort zone. And in the earlier days where I wouldn't have done that for myself. So doing that for me or I didn't really have a choice because I was a good girl and I followed orders back then. It was just something that I went, "Oh okay, well that's cool". I'm glad in hindsight, I'm glad he did that because I wouldn't be where I am right now if I wasn't thrown into the pilot team, the pilot agile team. So yeah, there's things like that where I've been pushed into my comfort zone and just had a go and found out that, oh, it wasn't so bad after all.

Maybe I could do that again. And then you start to build your own kind of resilience, you go, well I've did this before so that's not much harder. I reckon I could do that. Or it's kind of thinking about it like that, but it's also changing. It was shifting my mindset to be you've got to get out of your comfort zone, you've got to screw up to learn. The way that it was at school where you got rewarded for being correct, you got rewarded for doing the right thing. And that's not how I learn. That's not how a lot of people learn. You have to screw up to then go.

Chloe Hall:

Definitely.

Renae Craven:

Okay, well next time I do that I'll do this instead.

Chloe Hall:

Yeah, definitely.

Renae Craven:

Or getting that feedback of how you did this, well next time maybe you could do this or whatever it is. Just getting that feedback. Whereas, I never got any of that at school. It was always Renae's perfect angel child, whatever it was.

Chloe Hall:

Still, nice though, but yeah.

Renae Craven:

Nice for the parents. Can we have more of Renae's in our class, nice for mom and dad. But in hindsight, it didn't really do much for setting me up for how.

Chloe Hall:

For reality.

Renae Craven:

Yeah

Chloe Hall:

Really.

Renae Craven:

Exactly.

Chloe Hall:

Especially because I've recently gone through that transition from graduating uni into a full time job and working for Easy Agile, I'm always being pushed out of my comfort zone in a good way. Everyone's so supportive, they're always like, "Oh Chloe, try this, try that". And I'm just like, "okay, yep, I can do it". And if it doesn't go amazingly well that's okay. I've learned something and I can do it better next time.

Renae Craven:

Yeah.

Chloe Hall:

You can't just sit in your comfort zone forever, you don't get that feeling of when you do something outside of your comfort zone, you just feel so good after and you're like, oh, prove to myself I can do this.

Renae Craven:

Yep. And I think the big part of that is acknowledging the learning is sitting down. So one of the things we do, I do as a coach is one of the key times for a team or an individual to learn is to actually sit down and reflect back and then what was good, what was bad, and what am I going to do differently the next time. And I coach teams to do that, but I have to do that myself as well. So kind of realizing that as a practice, that's something that I have to do is sit down and when I do these things I would need to gather feedback and then I have to sit down and reflect on how it went. What I think I can do better or do differently the next time around I do something like this so that I am also myself improving in the things that I do. So it's really having that time and that practice to learn to sit down and what did I learn?

Chloe Hall:

Yeah, I do. And I agree with that. You need to take the time to understand, reflect, realize what you have learnt. Otherwise, life is so busy and you just keep going and going and going and you can just completely forget and it's good to take that moment. I really like how that's something that you do in your Agile coaching as well. What else do you do when you're coaching teams? What other elements are there?

Renae Craven:

Some of the stuff I've already spoken about, having that equal, trying to get that equal participation, equal voice. Trying to, the buzzword is psychological safety, but trying to make, trying to build an environment for a team where everyone feels safe to ask a question or to voice their opinion or whatever it is. And when we've come from, as a coach, what we're doing is usually coaching teams, people, organizations, through a shift from a certain way of working to an Agile way of working. And that means that the whole telling people what to do and when to do it and how to do it is gone. That's gone. And now you want to build that capability within the team itself. So creating that safe space so that the

team can ask questions and understand what they have to do so that they can collectively deliver something as opposed to someone just telling them what to do.

So it's using your brain, using the collective group brain as well, instead of just having, not using your brain really, just waiting to be told what to do and then you'll know what to do, you just do it. But collectively solving a problem together as a team and then figuring out as a team how we're going to solve that or how are we going to deliver that is something that is quite, that's the bit I love as a coach, working with teams, building that kind of environment where they do feel safe to ask the dumb questions and things like that.

Chloe Hall:

And not have to be like, I think this is a silly question, but you definitely want to remove that.

Renae Craven:

And I think the other part is the learning still, it's exactly the same. It's taking the focus, trying to get the focus off, we must deliver and then we'll do some learning stuff if we get time trying to flip that around so that your, "No, no, no, you need to learn in order to get better at delivery". So take that focus, because a lot of teams will just say, we've got all these deadlines, all of this delivery pressure, we have to get this stuff done. We don't have time to sit down and think about what we've learned or how we can get better as a team. They're never going to get better as a team if they just keep in this endless delivery cycle. Making the same kind of time wasting things over and over and over again. So it's kind of flipping the mindsets of the teams as well to go, "No, hang on, we need to do this otherwise we're not going to get better as a team".

Chloe Hall:

Yeah, definitely. And I think that's where the Agile retrospective fits in perfectly. And I know I actually just came out of my retrospective with my team and we do that weekly and it's so good to come out of that with action items too. And it's like, okay, next week this is how we're going to get better. This is how we're going to advance, this is our focus and there's also no hidden problems because it comes up every Friday, we talk about it. So you're not going into Monday the next week with a grudge or you're annoyed about something with the workflow of the team. You've addressed it, you've left it in the last week, you've brought the action with you obviously, and hopefully it's going to get better from there.

Renae Craven:

Yeah, absolutely. And that's the key. It's the whatever we've decided in our retrospective of what we're going to do differently, we're doing that differently the next day or Monday in your case. It's not something we talk about and then we just kind of ignore it and we just talk about it again in two weeks time or whatever it is. It's the putting into practice the decisions you make as a team and those retrospectives all of the time. They're not massive actions either. They're just little tweaks here and there.

Chloe Hall:

Yeah, there's small things.

Renae Craven:

They just kind of build up over time.

Chloe Hall:

And that's the thing, it's like if you do it on a regular occurrence, they are small things, but if you are not doing it regularly, then that's when they build up and they become big things, big problems and massive blockers within the team as well.

Renae Craven:

Yeah, absolutely.

Chloe Hall:

Yeah. So I'm wondering too, Renae, when you do your Agile coaching and your Agile training, so you do that on an individual basis as well as teams. Do you think there's an aspect of the mindset, the agile mindset there, and does each individual need to come to work with that agile mindset for the team to be able to flow better?

Renae Craven:

Mindsets. If everyone had the same mindset then it would be robots or.

Chloe Hall:

True.

Renae Craven:

The world would be very boring.

Chloe Hall:

Very good point.

Renae Craven:

I think that's a bit, for me when I think about a team, an agile team, as long as there's some alignment on how the team behaves, why they exist, what their purpose is and how they treat each other and how they solve problems together, then the mindsets of the individuals within that team, they can be different. And that's fine as long as there's that agreement amongst everyone of this is how we are going to behave. I come up against people all the time who have been forced to work in this agile way. So their mindset's definitely not in the mindset that you need for an agile team, but if they're in an agile team and there's people in that team that have got the mindset or the behaviors that you need to have in order to deliver in an agile way, over time it kind of balances out.

And over time those the mindsets will start to shift as well as they see how other people in their team are behaving, how their leaders are behaving, things like that. So I kind of always think of it as more of a behavioral thing than a mindset thing. How do we make decisions, like I said, how do we treat each other, how do we approach problems, who are our customers, all of that sort of stuff. It's more that behavior that I like to, instead of me thinking, oh, they don't have the mindset, they don't have the mindset, I just kind of look at how they behave. Because at the end of the day, you can't force that

mindset. But as a team, when they start humming to working together as a team, they're going to be delivering what they need to deliver. And they all just, that's the whole cross-functional part of it. You're bringing together different minds, different backgrounds, different experiences, different skills, all of that stuff.

Chloe Hall:

Definitely.

Renae Craven:

You're putting them in a team together so that they can use their skills. They're all those different pieces to solve these problems.

Chloe Hall:

Yeah, no, definitely. I think the way people behave, it has a lot to do with it as well. And I think on that too, you can be in the right type of mindset, you can behave in the right way. And that has a lot to do with the way you're showing up at work as well. It's the way you come to work. If you're had a bad morning, then that's going to impact how you are that day. Or if you've waking up that morning and you have kind of a set morning routine that gets you into that good routine for the day, that good mindset and behavior, then it can help a lot. And I think as well, this is something I'd love to chat to you about too, because you've got the background of Pilates, you're in your own studio and you've been a instructor for how many years now?

Renae Craven:

It'll be a year and a half since I qualified.

Chloe Hall:

Yeah. Nice. Yeah, so I'm also an instructor. I've been teaching I think for about six months now. But I'm just wondering too, so you've got your two passions, Pilates studio owner and then also an Agile coach. Is there that element of setting yourself up for the day in the morning, do you think if someone, they meditate have the type of morning routine they exercise, can they behave better at work essentially? What are your thoughts on that?

Renae Craven:

Yeah, I think definitely the better you feel in yourself or the way feel within yourself, definitely has a direct correlation to how you come across how you behave at work. So yeah, if you've had a rushed morning or a traffic was crap on the way to work or whatever it is, then definitely you're going to be quite wound up by the time you get to work.

Chloe Hall:

Yeah, definitely.

Renae Craven:

It's going to impact the way that you respond to questions or respond to people or respond to your team or whatever it is. Yeah, absolutely. But myself, I don't really have a set routine in the morning. I go to gym but I don't go to gym every day. But the mornings that I do go to gym, I never feel like going because no, I just want to sleep.

Chloe Hall:

It's early. Yeah.

Renae Craven:

Yeah. But I have to go in the morning or I won't go to gym. Gym's something that, it's a bit of a love hate relationship. I know I have to do it, but I don't like doing it.

Chloe Hall:

Not even after? That feeling after?

Renae Craven:

Afterwards is good. It was like, but from, oh thank God that's done.

Chloe Hall:

Yeah.

Renae Craven:

Tick I'm done for the day.

Chloe Hall:

Out of the way.

Renae Craven:

If it was in the afternoon, if I went to gym in the afternoon I wouldn't go. It would just be, "Nah, it's too hard or I can't be bothered, I'm too tired". So getting up first thing in the morning, I set my alarm 15 minutes before my gym class starts.

Chloe Hall:

Wow. That is effort.

Renae Craven:

I know.

Chloe Hall:

That is good.

Renae Craven:

I race to get there but I have all my clothes set out the night before so I don't even have to think. I just get out of bed, I put my clothes on and I get in the car and I drive to the gym and.

Chloe Hall:

I do the same thing.

Renae Craven:

I do my class, I haven't had time to talk myself out of it just yet. But afterwards it's like, oh yes, excellent. That's done for the day. And yeah, it is nice to know that you have done that for the day as you start your work day as well. So on my gym days, that's probably my routine to get myself ready for work. But other days they're a little bit more relaxed I guess. I think if anything having a coffee is my, I cannot deal with the world without coffee. So whether I'm at home or I'm in the office, the first thing I'll do is if I get to the office I'll get a coffee on the way in. So I'm drinking coffee as I walk into the office. So yeah, I guess that you could call that my routine.

Chloe Hall:

No, I think a lot of people, a lot of listeners as well will be able to resonate with that. And I used to be like that and then it just, coffee wasn't sitting well with me. I found it was just really triggering my nerves for the day and everything. So it was so hard. I went from drinking two to three coffees a day to getting off it and now I'll drink like a matcha instead. But that was such a big part of my morning routine as well and getting off it was one of the hardest things I've had to do.

Renae Craven:

Yeah, I did that once. I detoxed for one of those health retreat things years and years ago and I had to detox off coffee and everything actually.

Chloe Hall:

Oh really?

Renae Craven:

Before two weeks leading up to it and yeah, coffee was hard.

Chloe Hall:

Yes.

Renae Craven:

Very, very hard. Because I love the taste of my coffee. I just have it straight, I don't have any milk so I love the taste of my coffee.

Chloe Hall:

Yeah, wow. Okay.

Renae Craven:

But maybe it's also the other benefits of not wanting to kill people that coffee does to me as well. I can deal with the world now. I've had my coffee.

Chloe Hall:

You're like okay, all right. Who needs coaching now? Who needs training? And I'm ready to rock and roll.

Renae Craven:

Yeah, I'm good now.

Chloe Hall:

Yeah. Nice. Yeah. Well the reason as well why I wanted to talk about the whole exercise correlation with work was because I did read your article on LinkedIn about what sitting all day is doing to your body and you're saying how Pilates can help with that. The section that I think resonated really well with me was when you said, when COVID-19 shut down the world and confined everyone working from home, those people who were working in the office environments, you found yourself sitting bent over a PC at home all day and it's back to back virtual meetings, you don't really have that chance to get up, have a break, go for a walk around and everything. And I think, I'm sure a lot of our listeners will be in that reality and even after COVID it is still the case. So I think just for the sake of everyone listening, is there any tips or anything to get you up, get you moving so you're not experiencing that on the daily.

Renae Craven:

I think the other difference is before COVID, sure you were sitting at your desk all day at work but you are also walking to the office and walking to meetings and walking to the kitchen and walking to go and buy your lunch and things like that. And you weren't kind of back to back meetings either. So you had that chance and if you were walking from room to room so you were getting up. Whereas at home it's just back to back meetings and I don't know about you but I run to go to the bathroom in between meetings.

Chloe Hall:

Yeah. I do. I actually do. Yesterday actually bit triggered by that.

Renae Craven:

I did that too yesterday actually. And even at the height of COVID, the back to back meetings were so bad. I didn't even have a lunch break. I was working, I was making my lunch in meetings and daylight saving as well. It always throws things because Queensland stays where they are and it throws everything out so. So in my article actually, it was more of a paper that I had to submit as part of my instructor course.

Chloe Hall:

Oh cool. Yeah.

Renae Craven:

And as well as my 600 hours of practice and.

Chloe Hall:

Yeah. I can relate, I didn't have to do the article though.

Renae Craven:

So I kind of just pulled bits out of that and because I thought this is still relevant and maybe it will resonate with people and especially the people that I'm linked, LinkedIn is the audience, right? So that just things that happen from sitting, sitting down's bad for you, full stop. Where you're working or sitting on a couch all day, whatever it is, sitting down's bad for you. And the longer you sit, the more kind of slouched you get. The more your spine is always kind of in the rounded state, the less you are using your back muscles, your back extensors, the more you're sitting down your pelvis, your hip flexes are shortening because you're always sitting down and that kind of tightens your lower back. And then you've got your, even just using your mouse, you've got that shoulder that's doing extra stuff or backwards and forward stuff constantly. And then your neck as well and your traps, everything gets kind of tight.

So things that you can do. I wrote a, my article's got an example class plan to undo the effects of sitting down all day in an office job. But that class plan uses all of the apparatus. So there's things you can do on the mat or the reformer or the Cadillac or under chair. But I run a few online classes after work and they started during COVID and they're still going. And I designed those specifically to undo, I know those people have been sitting down all day. So my classes are very much unraveling everything that they've done the all day.

Chloe Hall:

The body.

Renae Craven:

I mean my classes, my math classes anyway, they're usually focused around, I mean tips for people not actually coming to a class but undoing, you're doing the opposite of what you've been doing all day. So if you sit all day, stand up, walk around, at least listen to your smart watch when it tells you take a break. Stand up and take a break. And walk out to the letter box and get some sunshine at the same time, if you're lucky there's not much suns around these days.

Chloe Hall:

If it's out, make a run for it.

Renae Craven:

Doing kind of shoulder rolls and neck stretches and hip flexors stretches so that you, like I said, just undoing, doing the opposite of what you do when you're sitting. So think about the muscles or the tendons or whatever they're, even if you're not familiar with what they are, you know there's some at the front of your hip. And when you're sitting you can imagine that they're not being used, they're just being stuck there. So straighten them. Stretch them. If you're rounded all the time in your spine, then press roll your shoulders back, press your chest for and use your back muscles. And I don't even know if people are that familiar with back extensors. I don't know if people understand that. Because you've got your spine and then you've got these muscles that they're twisted that run either side of your spine. I can't remember the scientific name for them right now.

Chloe Hall:

No. Me neither.

Renae Craven:

We just call them back extensors. And when you straighten in your spine, they're working and you're switching them on. It's just working your bicep, strengthening that muscle when you straighten your spine and you can even go past straight and go kind of backwards. You are using those back muscles and you're strengthening those back muscles and it'll stop you being like a rounded.

Chloe Hall:

Yeah, just bent over in the computer all day.

Renae Craven:

Hunched over.

Chloe Hall:

Yeah. That's it. You don't want that.

Renae Craven:

So it's really just doing the opposite or yeah. Joining online classes. I can put you through some exercises.

Chloe Hall:

Yeah, well we'll definitely share that article as well with this podcast so people can see that program or might be something that helps. For me at work we're very fortunate that we have a standing desk and I think that that is just so amazing. Because if I work from home, I don't have a standing desk and I can feel the difference. My body just feels, you just don't feel right and I feel more fatigued and yeah, I just need to get up and move more often.

Renae Craven:

Yeah. If you stand all day, it's the same thing. You've got to sit as well. You've still got to do the opposite. Standing is like, because you can get slouch when you stand as well, so you can still over time get tired and kind of slouch over or you're still kind of tense in your shoulders and things like that. So you can kind of need to still be aware of your posture when you're standing and just self-correct or still go for walks, still give everything a chance to move the way it's supposed to move not stand still all day.

Chloe Hall:

Yeah, definitely. On that, Renae. Yeah. Thank you so much for coming on the podcast today. Really enjoyed this chat with you. I think there's a lot that our listers will get out of it and I definitely want to continue more of this Pilates conversation too.

Renae Craven:

Thank you Chloe. Thanks for having me.

Chloe Hall:

No worries, thank you.

"It was great chatting to Caitlin about the importance of the Team Retrospective in creating a high performing cross-functional team" - Chloe Hall

In this episode, I was joined by Caitlin Mackie - Content Marketing Coordinator at Easy Agile.

In this episode, we spoke about;

• Looking at the team retrospective as a tool for risk mitigation rather than just another agile ceremony
• The importance of doing the retrospective on a regular cycle
• Why you should celebrate the wins?
• Taking the action items from your team retrospective to your team sprint planning
• Timeboxing the retrospective
• Creating a psychologically safe environment for your team retrospective

I hope you enjoy today's episode as much as I did recording it.

Transcript

Chloe Hall:

Hi, everyone. Welcome to the Easy Agile Podcast. I'm Chloe, Marketing Coordinator at Easy Agile, and I'll be your host for today's episode. Before we begin, we'd like to acknowledge the traditional custodians of the land from which I am recording today, the Wodi Wodi people of the Dharawal Speaking nation and pay our respects to elders past, present, and emerging. We extend that same respect to all Aboriginal and to Strait Islander peoples who are tuning in today. So today, we have a bit of a different episode for you. I'm going to be talking with Easy Agile's very own Content Marketing Coordinator, Caitlin Mackie. Caitlin is the Product Owner* of our Brand and Conversions Team*. Now this team is a cross-functional team who have only been together for roughly six months. And within their first few months, as a team, mind you they also had two brand new employees, they worked on a company rebrand.

Chloe Hall:

A new team, a huge task, the possibility of the team being high performing was unlikely at this point in time. So, the team was too new to have already formed that trust, strong relationships, and psychological safety, but somehow they came together and managed to work together, creating a flow of continuous improvement and ship this rebrand. So, I've brought for you today Caitlin onto the podcast to discuss the team's secret for success. Welcome to the podcast, Caitlin.

Caitlin Mackie:

Thanks, Chloe. It's a bit different sitting on this side. I'm used to being in your shoes. I feel [inaudible 00:01:45]. I feel uncomfortable. [inaudible 00:01:46].

Chloe Hall:

Yeah. It's my first time hosting as well, so very strange. Isn't it? How are you feeling today?

Caitlin Mackie:

Yeah. Good. I'm excited. I'm excited to chat about our experience coming together as a cross-functional Agile team, and hopefully share some of the things that worked for us with our listeners.

Chloe Hall:

Yes, I know myself, and I'm sure our audience is very excited to hear what your team's secret to success was. Did you want to start off by telling us what was this big secret that really helped you work together as a team?

Caitlin Mackie:

That's a great question, Chloe. And that's a big question. I'm not sure if there's one key thing, I suppose, it is that ultimate secret source or that one thing that led to the success. I'm sure we all want to hear what that is. I would also love to know if there's just this one key ingredient, but I think something for us, and probably one of the most memorable things that really worked for us, and there was a lot for us to benefit from doing this, was actually doing our retrospectives. So that's probably the first thing that comes to mind when it comes to what led to our success.

Chloe Hall:

Okay. Yeah. In the beginning, why did you start doing the retrospectives?

Caitlin Mackie:

So, we were a new forming team, like you mentioned before, and we seen retrospectives as another Agile ceremony, and we saw other teams doing it and they were having a lot of success from it, so we became to jump on that bandwagon. And I think with being a new forming team, there are so many things that come into play. So, you're trying to figure each other out, how we all like to work and communicate with each other, all of that. And we were the first ever team dedicated to owning and improving our website. And we also knew it was likely that we'd be responsible for designing and launching a rebrand.

Caitlin Mackie:

So when you try and stitch all of that together, and then consider all those elements, we knew that we needed to reserve some time to be able to quickly iterate and call out what works and what doesn't. And what we did understand is that retrospectives are a great opportunity for the whole team to get together and uncover any problematic issues and have an open discussion aimed at really identifying room for improvement, or calling out what's working well, so we can continue to do that. So, I think retros allowed us to understand where we can have the most impact and how to be a really effective cross-functional Agile team.

Chloe Hall:

Wow. That is already so insightful. Yeah, it sounds like the retrospectives really helped you to gain that momentum into finding who your team is, becoming a well-working, high-performing cross-functional team. So, how often were you doing the retro? Were you doing this on a regular cycle, or was it just, "Okay. We have a problem. Some blockers have come up, we need to do a retro"?

Caitlin Mackie:

Yeah. I think initially retro, we kind of viewed retros as this thing where like, "Oh, we've done a few sprints now. We should probably do a retro and just reflect on how those few sprints went." It was kind of like this thing. It was always back of our mind. And we knew we needed to do it, but weren't really sure about the cadence and the way to go about it. So now, we do retros on a Friday morning, which is the last day of our weekly sprint. And then we jump into sprint planning after that. So after bio break as well, so let the team digest everything we talked about in retrospectives. And then we come into sprint planning with all the topics that we're discussed, and we will have a really nice, fresh perspective.

Chloe Hall:

Yeah.

Caitlin Mackie:

So, I think this works really well for us because everything is happening in a timely manner. We've just had a discussion about the best things that happened in the sprint or what worked really well, so you want to make sure you can practice the same behavior in the following, and vice versa for the improvements that you want to make. So, that list of action items that come out of a retrospective provide a really nice contact, context, sorry. And you have them all in mind during sprint planning.

Caitlin Mackie:

So for example, in the previous sprint, it might have come up that you underestimated your story points or there wasn't enough detail on your user stories. So, with each story or task that you are bringing into the sprint, you're then asking the question, is everyone happy with the level of detail? What are we missing? Or we've only story pointed this or two, is it more likely to be a five? So, everything is really fresh in your mind, and I definitely think that helps create momentum. When you've got the whole team working to figure out how you can be more effective with every sprint.

Chloe Hall:

That's such a great point that you just made Caitlin. And I love how going from doing the team retrospective, that you actually can take those action items and go into your sprint and put them into place straight away. It's really good. Otherwise, I feel like if you do the sprint retrospective on the Friday, and you're like, "Okay, these are our action items," get to Monday sprint planning and you're just thinking of the weekend. That [inaudible 00:07:20]

Caitlin Mackie:

Yeah, a hundred percent. Yeah. They're super fresher mind for everyone. So, it might not work for every team, but we find it works really well for us, because we're being really deliberate with how we approach sprint planning.

Chloe Hall:

Yeah. And then with that, I could see how doing the retro, how it could easily go over time, but then your team has sprint planning scheduled after. So, it's like you can't go over time. How have you managed to kind of time box that retrospective?

Caitlin Mackie:

Yeah, that's a really, really good question. And it is on purpose as well that they are scheduled closely together. Som as mentioned above, the discussion you've had in the retrospectives provides a nice momentum going to the sprint planning, but it does mean we have to watch the clock. And initially, this can be quite awkward, because you want to make sure that everyone feels heard and that everybody has the same opportunity to contribute. And I think this responsibility falls on the scrum master, or the product owner, or whoever's facilitating the retrospective to call it out and make sure everyone has the chance to be heard. You'll naturally have people tell the longer story or add a lot of extra context before getting to the point. And then you'll have others that will be a lot more direct. And I'm a lot like the latter. I struggle to get to the point, which doesn't work well when you're trying to time box a retrospective, right?

Chloe Hall:

And I can relate, same personality.

Caitlin Mackie:

Yes. So with this, I think it really comes down to communicating the expectation and the priority from the get go. With our team and with any team, you will want to figure out who you can perform really well and continually improve to exceed expectations and be better and learn and grow together. And I think if you all share that same mindset going into the retrospective and acknowledging that it's a safe

space to have difficult conversations. And as long as you're communicating with empathy, the team knows that it's never anything personal, and it's all in the best interest of the team. And that then helps the less direct communicators, like myself, address their point more concisely and really forces them to be more deliberate and succinct with their communication style.

Caitlin Mackie:

And that's really key to being able to stick to that time box, I think. And it does take practice, because it comes down to creating that psychological safety in your team. But once that's there, it's so much easier to call out when someone's going down a windy track, and bring the focus back and sort of say, "I hear you, what's the action item?" And just become a lot more deliberate.

Chloe Hall:

Wow. I couldn't even imagine like how hard it would be, with the personalities that yourself and I have, just trying to be so direct and get rid of all the fluffy stuff. I mean, look at what it's done to form such an amazing team that we have. So, you mentioned that aspect of psychological safety before. And how do you think being in a new cross-functional team... Only six months together, you had those new employees, do you think you were able to create a psychological safety space at any point?

Caitlin Mackie:

That's another fantastic question. And I feel like, honestly, it would be best to have a team discussion around this. It'd be interesting to hear everybody's perspectives around what contributes to that element of psychological safety and if everybody feels the same. So, I can't speak for the team, but my personal opinion on this or personal experience is that creating an environment of psychological safety really comes down to a mutual trust and respect. And at the end of the day, we all share the same goal. So, we all really, really respect what each other brings to the table and understand how all of these moving parts that we are working on individually all come together to achieve the goal. So, when we're having these open discussions in retros, or not even in retros, just communicating in general really, it's clear that we're asking questions in the best interest of the team and individual motives never come into play, or people aren't just offering their opinion when it's unwarranted or providing feedback, or being overly critical when they weren't asked to do so.

Caitlin Mackie:

So, none of those toxic behaviors happen, because we all respect that whatever piece of work is in question or the topic of discussion, the person owning that work, at the end of the day, is the expert. And we trust them, and we don't doubt each other for a second. And I think the other half of that is that we're also really lucky that if something doesn't go as we planned, we're all there to pick each other up and go again. So, this ties quite nicely into actually one of our values at Easy Agile is commit as a team. And this is all about acknowledging that we grow and succeed when we do it together, and to look after one another and engage with authenticity and courage. Som I may be biased, but I wholeheartedly believe that our team completely embraces that. And there's just such an admiration for what we all bring to the table, and I think that's really key to creating the psychological safety.

Chloe Hall:

I love that your team is really embracing our value, commit as a team and putting it into place, because that's what we're all about at Easy Agile, and it's just so great to see it as well. I think the other thing that

I wanted to address was... So again, during this cross functional team, and you've got design and dev, how do you think retros assisted you in allowing to work out what design and dev needed from each other?

Caitlin Mackie:

For sure. So, for some extra context for our listeners as well, so in our team, we've got two developers, Haley and David, and a designer, Matt and myself, who's in the marketing. So, we're very much a cross-functional little mini team. So, we all have the same goal and that same focus, but we also are all working on these little individual components that we then stitch together. So,, I think... We doing retros regularly. What we were able to identify was a really effective design and development cycle. So, we figured out a rhythm for what one another needed at certain points. For example, something we discovered really early was making sure that we didn't bring design and dev work into the same sprint. We needed to have a completely finished design file before dev starts working on it. And that might sound really obvious, but initially we thought, "Oh, well, if you have a half finished design file, dev can start working on that. And by the time that's done, the rest of the design file will be done."

Caitlin Mackie:

But what we failed to acknowledge is that by doing that, we weren't leaving enough capacity to iterate or address any issues or incorporate feedback on the first part of that design file, or if dev started working on it and design then gets told, "Oh, this part right here, it's not possible," so the designer is back working on the first part. And it just creates a lot of these roadblocks. So in retros, this came up and we were able to raise it and understand that what design needed from dev and what dev needed from design in order to make sure we weren't blockers for each other. And the action item out of the retro is that we all agreed that a design file had to be completely finished before dev picks up the work.

Chloe Hall:

I think it's so great that you were able to identify these blockers early on. Do you think like doing the retro on a weekly reoccurring basis was able to bring up those blockers quickly, or do you think it wouldn't have made a difference?

Caitlin Mackie:

No, definitely. I, a hundred percent, think that retros allowed us to address the blockers in a way more timely and effective manner. And we kind of touched on that before, but yeah, retros let you address the blockers, unpack them, understand why they're happening and what we need to do to make sure they don't happen again. So, for sure.

Chloe Hall:

Yeah. Yeah. I guess I want to talk a little bit now about the wins, the very exciting part of the retro, the part that we all love. So, how important do you think the wins are within the retro?

Caitlin Mackie:

So important. So, so, so important. It's like, when you achieve something epic as a team, you have to call it out. Celebrate all the wins, big, small. Some weeks will be better than others, but embrace that glass half full mentality. And there's always something to be proud of and celebrate, so call it out amongst

each other, share it with the whole company, publicly recognize it. Yeah, I think it's so important to embrace the wins. It just sort of creates a really positive atmosphere when you're in the team, makes everybody feel heard and recognized for their really positive contribution that they're making. And I think a big thing here as well is that if you've achieved something epic as a team, it's helpful for other teams to hear that as well, right? You figured out a cool new way to do something, share it. If it helped you as a team, it's most likely going to help another team.

Caitlin Mackie:

So I think celebrating the wins isn't even just reserved for work stuff either, right? If somebody's doing something amazing outside of work or hit a personal goal, get behind it.

Chloe Hall:

Yeah.

Caitlin Mackie:

To celebrate all the wins always.

Chloe Hall:

Yeah. And I think it's so good how you mentioned that it's vital to celebrate the wins of someone's personal life as well, because at the end of the day, we're all human beings. Yes,, we come to work, but we do have that personal element. And knowing what someone's like outside of work as well is an element to creating that psychological safe space and team bonding, which is so vital to having a good team at the end of the day. Yeah.

Caitlin Mackie:

Yeah, a hundred percent. Yeah, you hit the nail in the head with that. We talked about psychological safety before, and I definitely think incorporating that, acknowledging that, yeah, we are ourselves at work, but we also have a whole other life outside of that too, so just being mindful of that and just cheering each other on all the time. That's what we got to do, be each other's biggest cheerleaders.

Chloe Hall:

Yeah, exactly. That's the real key to success. Isn't it?

Caitlin Mackie:

Yeah, that's it. That's the key.

Chloe Hall:

So, you've been working really well as a new cross functional, high performing Agile team. How do you think... What is your future process for retros?

Caitlin Mackie:

We will for sure continue to do them weekly. It's part of the Agile manifesto, but we want to focus on responding to change, and I think retros really allow us to do that. It's beneficial and really valuable for

the team. And when you can set the team up for success, you're going to see that positive impact that has across the organization as a whole. So yeah, we've found a nice cadence and a rhythm that works for us. So, if it ain't broke, don't fix it.

Chloe Hall:

Yeah.

Caitlin Mackie:

Is that what they say? Is that the saying?

Chloe Hall:

I don't know. I think so, but let's just go with it. [inaudible 00:19:02], don't fix it.

Caitlin Mackie:

There we go. Yeah.

Chloe Hall:

You can quote Caitlin Mackie on that one.

Caitlin Mackie:

Quote me on that.

Chloe Hall:

Okay, Caitlin. Well, there's just one final thing that I want to address today. I thought end of the podcast, let's just have a little bit of fun, and we're going to do a little snippet of Caitlin's hot tip. So, for the audience listening, I want you to think of something that they can take away from this episode, an action item that they can start doing within their teams today. Take it away.

Caitlin Mackie:

Okay. Okay. All right. I would say always have the retrospective. Don't skip it. Even if there's minimal items to discuss, new things will always come up. And you have to regularly provide ways for the team to share their thoughts. And I'll leave you with, always promote positive dialogue and show value and appreciation for team ideas and each other. That's my-

Chloe Hall:

I love that.

Caitlin Mackie:

That's my hot tip.

Chloe Hall:

Thanks, Caitlin. Thanks for sharing. I really like how you said always promote positive dialogue. I think that is so great. Yeah. Well, thanks, Caitlin. Thanks for jumping on the podcast today and-

Caitlin Mackie:

Thanks, Chloe.

Chloe Hall:

Yeah. Sharing your team's experience with retrospectives and new cross functional team. It's been really nice hearing from you, and there's so much that our audience can take away from what you've shared with us today. And I hope that we've truly inspired everybody listening to get out there and implement the team retrospective on a regular basis. So, yeah, thank you.

Caitlin Mackie:

Thank you so much, Chloe. Thanks for having me. It was fun, fun to be on this side. And I hope everyone enjoys this episode.

Chloe Hall:

Thanks, Caitlin.

Caitlin Mackie:

Thanks. Bye.