The Three Blobby Things Business Value where are we going? Geek Joy how will we get there? Courageous Curiosity where are we now? Software Development Excellence (Suspect All Systems)
The Essential Coaching Fact People don't do what you want them to do because what you want them to do is right.
Bad News & Good News Bad News it's way more complicated being smart isn't enough you have to give up arguing it sounds like an excuse to manipulate Good News you don't have to be right resistance isn't stupid. or evil. or both. your patience is far more broadly rooted you get to try things
Why Do They, Then? A Million Different Reasons trust? faith? comfort? humor? eye contact? excitement? love? sheer exuberance? charm? science? orders? critical mass? practice? peer pressure? rightness? they do what you want them to do – when they do what you want them to do – because reasons
The Basics Something Right! but over-rewarding isn’t the answer Like People even when they don’t do what you want accept the whole person Take Deep Breaths person-by-person, step-by-step technique-by-techique long-term wins are real
More Basics Profluence Is Key we are part of something we are getting somewhere Using Standups Well lose the three questions do not solve anything > 1 sentence fast and furious bring desired behavior into the reports Ask For Help make asking safe make mistaking safe
Two Major Traps Rational Actor Theory classic spencerian tragedy the wall street collapse plausibility is more important than logic bump & run tactics Moralizing shaming *might* work, for a few days good citizenship craftsmanship movement not moving me
The Pillars Inviting Sorting Modeling Releasing Situating (Suspect All Systems)
Inspiration Pillars Are Blobbies, Too sources of ideas & extensions ways to guess their value As Sources got a situation? pick a random pillar find a way to get to it As Predictors got an idea? evaluate it by seeing which pillars it touches
Releasing Freedom To Move experimenting with ideas ending all pro forma gestures leaving company “rules” behind ask – wait – confirm Retrospectives real retros are private pick one thing to change prepare common ground in advance Move Responsibility From You To Them
The Releasing Mantras “I don't know. What do you think?” people enforce decisions they helped make it's critical to let the team make mistakes take your losses calmly “Somebody give me a hand?” ask for help at least once a day (side effect: you'll learn faster) see the modeling pillar, too “You drive.”
Take Care Don't Ever Take It Back you can't undo a given release some issues really matter if it will ruin them, keep control until you're sure Empowering Is A Buzz Word so don't use it or think it nothing will lose you faith like......aping last year's management byword
Sorting Teach and Use the Urgency Principle 80% of your time on the most important story 20% of your time on less important stories 0% of your time on un-important stories Coaching Stories technical stories: help fix the build teamwork stories: get bill and betty to pair planning stories: finish the kanban board environment stories: first good pairing stations and yes, some times, production stories
Sorting Sort In Public others need to know what you're doing consider adding a lane to the kanban for you units of work: a day, or two occasionally you'll need delicate phrasing Get Them Invested In Your Sort at some point your team knows more than you when a team suggests a story......they are pointing you to a pre-made opening!
Inviting Two Primary Tasks throw a great party find a place for everyone on the team The Party how much fun can you have......except no sex or drugs? Everyone sad teams usually have lots of exclusion even some happy ones have some exclusion is the anti-agile
Inviting Great Parties Have food. sugar, yes, crunchie, yes but don't forget healthy chatter and laughter decoration, on-target and off- coded language Some Technique fact of the day quotations, non-motivational categories – the game
Inviting “If I Can't Dance...” people want to be a part of things they also want to not be business as usual high morale will make your transition smoother A Place For Everyone many sad teams have lots of exclusion in them people are different orgs treat them the same find and recognize skillsets and stylesets everyone doesn't have to be good at everything
Modeling SupermodelSuper Model be the change you wish to see
Modeling The Central Pillar humans learn from those around them not only do you show technique......you show how well it works Some Obvious Modeling choosing the most important story finding ways to work with people who disagree testing code before writing it observing meeting discipline slicing stories so they're still releasable
Modeling Less Obvious, Just As Crucial making mistakes trying things without deciding them working across multiple teams instantly apprising business of news, good or bad And Above All laughter wrangling with each other asking hard questions grace under fire geek joy!
Situating Bringing Your Team to a Better Fit... to their bodies and minds to their team to modern software development to the business, the industry, and the market Situating Isn't Just Teaching it includes teaching it includes almost any act of alignment read tennis: the inner game our role is to bring people to a new way......not to explain things to them
Situating As Usual, Obvious Cases a team builds the wrong product holding engineering value over business value pretending email is communication working in permanent death march And More Subtle Ones adjusting a workspace for more comfort demonstrating the lump-of-coding fallacy helping someone interact successfully with another the magic number 7+-2
Three Blobby Things Redux Business Value where are we going? Geek Joy how will we get there? Courageous Curiosity where are we now? Software Development Excellence (Suspect All Systems)