Archive for the ‘Teams’ category

England – oh Clean England!!

October 6, 2017

cleanjourney_paperI am just back from a whirlwind trip to England where I attended three different Clean Language related trainings. It was a fantastic trip, and proves without a doubt that England is a hub of excellence and activity for what goes on in the Clean Community. Besides providing brief descriptions of the training, if you want to keep up with me on this Clean learning journey, I am inviting you to come to my newly formed Reston Clean Language Practice Group, running 2x per month starting next week.

Clean for Teams

The Clean for Teams taster is a two day introduction to the elements and principles of Clean Language for Teams.  This approach to group facilitation holds at its very center the idea of curiosity in order to allow its participants to work at their best and be in support of each other. Team members become more self aware of their behavior patterns and needs while learning to be curious with each other.  Caitlin Walker took the Clean Language tools of David Grove including especially his eliciting of metaphors and brilliantly adapted its use to groups.  Do watch the TedX link above for a taste of what that’s like. The approach Caitlin created is called Systemic Modeling (aka Clean for Teams) because it teaches a group (a network or system of individuals) how to work in support of each other’s development. Because the skills are easy to learn,  the process is highly generative (meaning, not dependent on the facilitator over time) and promotes high degrees of personal and interpersonal awareness.  

If you are interested, as a facilitator, or as a group member, in processes that:

  • reduce friction
  • generate individual and insights
  • foster respect
  • celebrate diversity
  • establish an equality of attention in a group
  • shift the culture to a more productive one
  • and be relatively cheap to to acquire and use compared to an embedded coach or facilitator

then you should explore the possibility of learning these tools.  

A great description can be found here along with the dates for future courses.   

At the end this two day event, Caitlin said: ‘You have everything we need to go forward and practice’.  I am now looking for teams interested in working with me to learn the techniques.  I will become a certified Clean for Teams facilitator in the coming year.  And, to do so, I will need to find teams that are willing to be recorded, so that I can be evaluated and get feedback from my trainers.  Given that there are no trainers in the US (yet), you could become one of the first teams to adopt if you decide to work with me in support of my certification process. Contact me via my website at http://www.connections-at-work.com or call me at 571-437-4815.

 

Symbolic Modeling Rolling Program 

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Penny Tompkins, me, and Marian Way

If you are interested in personal change work using Clean language, you must learn Symbolic Modeling. Now also widely adapted to business, life and executive coaching, Symbolic Modeling originated in its therapeutic use with trauma patients. Invented by David Grove, Symbolic Modeling uses Clean Questions (a language of inquiry) to help focus the client’s attention on their own desired outcomes, resources, and experiences.  James Lawley and Penny Tompkins wrote the definitive book on this subject after observing David Grove’s therapy sessions for 4 years, codifying what they observed him doing.  The book is called Metaphors in Mind.  I was very lucky to be in this three day practice session with both Marian Way and Penny Tompkins facilitating!

 

Learning the basic Clean Language questions alone, without any insights into the Symbolic Modeling principles and processes is a bit like learning to write letters, without learning how to form words or sentences.  Symbolic Modeling and Clean Language questions are by the way, also at the core of the philosophy behind both Systemic Modeling and  Clean Space (see below).  

So, I highly recommend taking the Clean Language Core Skills Course (which is pre-requisite) and then using the Rolling Programme modules to deepen and practice the skills to become a Symbolic Modeling facilitator, if that’s where you are headed.  There is also a fantastic California based introduction to Symbolic Modeling in January 5-7 2018, called Symbolic Modeling Lite. Sign up here.

Clean Space

Marian Way and James Lawley have recently codified the essential aspects (process and principles) of the Clean Space practices of David Grove in a new book called Insights in Space, How to Use Clean Space to Generate Ideas and Spark Creativity. The two day training is based on the process described in the book. As you experience and facilitate the process, you are able to put it in action right.    

If you are interested as a facilitator, an individual, or even a group in processes that would:

  • spark creativity,
  • utilize space to gain perspective
  • create connections between those perspectives
  • generate new insights on any topic
  • be adaptable to many situations (we can create new processes from these principles)
  • be unlike anything you’ve likely experienced before

then this would be the class for you.   If you’ve ever gotten new insights from taking a walk, or taking a shower, you’ll discover a way to do this sort of thing in a facilitated session in ANY location.  Do note that all David Grove’s work was meant to get the facilitator out of the way, so that even with this, the facilitation is light touch – but heavily informed by spatial metaphor – one of the predominant ways we make sense of the world.

A more detailed description of Clean Space can be found here.  If you are interested in experiencing Clean Space with me, I am available to facilitate sessions with you in the coming months.   

Additionally, as mentioned above, if you want to practice Clean Language  locally in 1.5 hour practice group sessions in Reston, VA, I’ve just launched the Reston Clean Language Practice Group.  Again, for any additional information you would like on any of these topics, contact me at 571-437-4815.



My next adventure with my Clean learning journey will be in California for the Clean Convergence events January, 2018.  In September 2018, I will likely return to England to attend one or all of these events.

 

Adventures in Clean

Friday 7th September, 2.30pm to Monday 10th September, 2pm 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker, James Lawley, Penny Tompkins, Marian Way, Shaun Hotchkiss, Phil Swallow

Systemic Modelling Level 1 Rolling Programme

17-19 September 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker

Northern Taste of Clean 2018

29-30 September 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker, Shaun Hotchkiss

The Long Term View – Systems Thinking and Beyond

October 4, 2017

 

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CDG -> IAD

At the user end of a systemic failure

Waking at 4:30 a.m. from the effects of jet-lag this morning, I tackled some admin work which led me to this unexpected result – a little systems story to frame my passion around what I teach in workshops: communication and systems thinking.

I am an independent contractor with my own business. I HAVE to buy ‘Affordable’ Health Care Act insurance.   I am required also to report address changes  – but not directly to the insurance company – no.  I found that was not possible. I had to report via the healthcare.gov website, and had anticipated it would be a quick ‘address change’.  A day before my departure for a trip to Europe, I embarked on this fascinating address change journey.   What I discovered to my shock and horror was that I was going to be REQUIRED to change health plans mid-year.  Why?  Because apparently the high end plan I had bought at my old address 10 miles south would NOT be available at my new address.  Why? No one could say initially – the guy on the end of the phone line at the old health plan put me on hold to go do some research. He found that only a small carved out geographic area near my old home had access to that plan.   Then my head started spinning. I had JUST reached my deductible for the year, meaning higher per visit coverage (less out-of-pocket expense) for the rest of the year.  Wait!!! Change plans?  Yes: Return to Go.   Start over.  From scratch.  Sadly, what’s available at the new address are plans with much higher deductibles. So, I am back to square one.  At least I live in a geographic area that HAS plans, I suppose. I see the silver lining, yet muse about how broken the system is. I feel momentarily powerless.

Just now back from my trip abroad and tackling the admin work early this morning, I look for any sign of mail that has my new health plan ID cards. None.  Searching emails. Ok, here it is in Junk mail.  Click on links – ah – yes, I will create a new account.  And then Wham!  I am stuck with an incredible FLAW in the registration process.  Aetna flawNo matter what I put into the field for username I get the same error.   I can’t register for an account.  The system says: if you can’t register, ‘just’ call.   Well, its too early for that.  I pause the task at hand and start writing in frustration.
This is a different sort of systems issue.  I can’t be the first one to report this… Yet, Aetna has taken no action.

 

My part in fixing the larger mess

I can imagine that both the policy flaw that was surfaced by my address change, and the error in my registration – although vastly different in their origination – might have been avoided with good systems thinking and communication.

I am elevating and using my passions around systems, systems thinking and quality communication. I also believe in the benefits of agility, Kanban, and Scrum. It isn’t to say I don’t value the latter. Nor that I wouldn’t work with agile teams.  It is simply that in my mind, systems thinking and communication improvement are precedents and prerequisites for agile success.

We no longer need problem solvers who only see their accomplishments as  check marks on the issue directly in ahead of them. We need workers who can question everything and say no with integrity and congruence when pressured unreasonably to deliver crappy policies, regulations, and software .  We need to create safe environments where people can speak up their truths without fear.  We need folks who can see both the details and the big picture, work collaboratively and creatively to solve immediate problems with a long term view.

Yet, this isn’t rocket science. I believe in the tools I can share to get you there.  Organizations are under pressure to rapidly create new systems (policies, programs, applications, websites), and to learn rapidly changing technologies, so they sometimes neglect to understand that the starting point of failure is a lack of systems thinking and excellence in communication.

If you (or your department or organization) are experiencing stress around deeper issues of communication and are interested in learning more about improving your (or your team’s, or workforce’s) ability to question, think, design, and work at their best in complex environments, contact me at 571-437-4815, send me an email at andrea@connections-at-work.com, or read more about my offers at http://www.connections-at-work.com. I will offer you a free 1/2 hour phone screen – to find more about you/tour team and to see if my style of coaching and facilitation would be a good fit.

 

 

 

On Hiring An Agile Coach, How to Setup for Success

August 9, 2017

Hiring agile coaches is still very much a standard practice. Many organizations hire a cohort of coaches spread around the organization to help teach, train, and lead the teams towards their specific goal of agility (usually related to: better quality products delivered in a shorter increments).  There are indeed many benefits to agile coaching in the right circumstances (i.e. the team wants the outside help). The most critical time for ensuring success with a coach starts before the engagement – the pre-contract setup meeting in which current state, obstacles, and expectations are shared.  The team or its leadership asking for a coach must reflect on its current state, the state of the product (direction or strategy for the future), the dynamics of the team, external factors, the governance and software development processes, and its main points of pain (quality, speed, effectiveness – ROI). The team needs to have a sense of where it wants to focus its improvement so that it can become more responsive in its delivery of high quality software. It will hire a coach accordingly.   In a general sense, the team will have reflected enough to know that – with respect to agility – it is 

  • stuck in one or more patterns, that prevent quality or productivity, or general effectiveness. 
  • needs additional clarity about specific goals; and ways to reach the goals.  
  • has either communication or motivational issues which require individual or team coaching
  • wants to own the change….and the results

Given the above, the setup meeting I envision will encompass the following two topics: Goal Setting and Investment Thinking

Goal Setting: The coach and coachee (e.g. leadership and team) generate a common understanding of the specific goals as well as the skills, training, and facilitation needed of the coach to reach those goals. 

Goals should be measurable.  For example, if code quality is the burning issue preventing frequent delivery of features, then a coach versed in quality issues, software craftsmanship and Test Driven Development (TDD) will be suitable. The goal might be to reduce escaped defects by 50%.  Each agile coach has her own ‘book of knowledge’  on topics in the following areas (not an exhaustive list):  team dynamics, psychology, communication, organizational learning, management, agile methods (e.g. Scrum, XP, Kanban), processes and tools, systems thinking, software development, product ownership, lean startup, technical practices (e.g. TDD, ATDD, CI/CD), and scaled methodologies (e.g. LESS, SaFE, DAD).  It is important to find a fit that suits your situation well.  Find out more about the coach candidates and their strengths.  Broadly speaking, we can divide coaches into process coaches, technical coaches, and leadership coaches (focusing on communication and motivation) – but all coaches will be versed at a high level in many of the listed areas and have depth in a smaller number of areas.  

When needed, a coach should be able to call on other coaches in the organization to fill in any gaps.  For example, an agile coach focussing on process and methodology should be able to find assistance with CI/CD – DEVOPS expertise and bring in a short term trainer to fill a gap on the team they are coaching. A technical coach who is less comfortable with running retrospectives, should be able to ask someone with that experience in team facilitation to fill in.  The coach should be able to measure the goal and help you achieve it.

Investment Thinking: The coach shares with potential sponsor/hiring manager of the agile coach the ways in which they and the team will need to invest in the coaching. 

 If this step is skipped, you will encounter many bumps.  It is not uncommon for there to be some resistance to coaching involving change.  Many times it is due to pre-existing schedules and deadlines that are said to be ‘fixed’.  It can be due to fear that some might have of losing their jobs.  If we assume that ‘learning’ is the biggest impediment to a transition to agile, and that learning takes time, and we know that ‘there is no time’, no coaching will help. A coach running behind the busy people telling them what to do, just in time, will also fail.

Agile coaching involves the team learning new habits, and communicating in different ways about the work. Initially there will be knowledge transfer through training; knowledge acquisition (cementing the classroom knowledge) will come through the hands on work.  Doing is believing. A team that is willing to drop their own resistance and invest in some new ways of working together and communicating together will succeed. Management must support this. 

A coachee (leadership and team) will benefit most from a coach when they can recognize and verbalize their own resistance patterns and be open to talking about it.  A good coach will help them recognize these patterns early on.  Any team undergoing change will first experience a dip in productivity before the gains begin to take hold.  The timeline of a coaching intervention will be heavily dependent on the context, culture, and the size of the team.  Expect to have the team spend some portion of their work on learning and improvement.  Expect to experiment, and learn from failing too. This is learning.

General Principles of Coaching

If then, the initial improvements and goals are agreed to; management is invested in its own and its team’s ongoing learning activities;  and the skills of the specific coach are aligned to the desired improvements, the coach will come on board with a higher likelihood of success. The very best coach will seek to minimize the touch time with the team over time, and leave them in their own best state for learning on their own.   

The coach will be a powerful observer whose general stance will be to keep the team on track and to help them stay accountable to each other.  Although the coach will often wear the hat of a trainer and facilitator, she will, as much as possible, apply the general principles of coaching, namely:

  • A coach focuses on the agenda of the coachee (the goals and improvements they wish to achieve). The coachee decides which goals or problems to work on, not the coach. The coach can help them discover what they want most.
  • A coach uses powerful questions to generate new learning. The coach does not teach or advise, but asks questions and listens.  During coaching, the coach will help the team by facilitating sessions to find out more about the goals and areas where the team is stuck.  Many questions will be asked and orient the team towards finding solutions.
  • A coach encourages action. The coachee develops his or her own action steps, rather than waiting for assignments of the coach.
  • A coach supports change. A coach follows-up to support personal learning, growth, and change.

The reason we want to see general coaching principles applied to agile coaching is quite simple:  a team will feel more ownership, and the coach will be helping the team to generate its own best way forward.  Specific skills and knowledge of the coach can and should be brought into the mix when absolutely needed. However, it is much more powerful for a team to become a learning team, not reliant on the coach for spoon feeding answers.  A coach can help the team feel confident in its own choice, or steer them to select a new option if the first choice is not in the team’s best interest.  Only when the team is stuck, unable to think of options – should the coach provide an answer.
It is no wonder my recent tweet 
got so much attention.

There is so much work to do to teach people how to learn on their own again. It’s an art they have somewhat lost in the top down style org

This is what using the coaching principles can add.  If you have read “The Goal”, by Eliyahu M. Goldratt, you will understand the power of these principles.

_________________________
This post was written from the vantage point of my own prior coaching experiences, many of which did NOT work out or align in the best way possible.  I have just rolled off what I hope is my last ever gig in an organization where agility is mandated and the teams do not genuinely request the coaching.

In the coming year I will be investing in Systemic Modeling training with Caitlin Walker who has achieved major cultural turn arounds in organizations seeking change with as little as 9 days of training, spread over a year with off and on remote coaching after that. I credit much of my thinking around the Setup process described above to her ‘Clean Setup‘ technique.

To hear an account of the effects of Systemic Modeling coaching, watch this video.  This type of work inspires me, and I hope that in the very near future, I can find engagements to do exactly this sort of intervention.   I am not giving up completely on agile coaching, but I will apply the above Setup criteria to whatever opportunity comes my way to ensure I am not ever in the position in which managers and leaders feign wanting the coach in a mandated agile program and then fail to invest in the coach when the coach is present.

Temenos Retreat – Finding Humanity in the Workplace

May 9, 2017
Temenos Retreat 1

We laughed in amazement towards the end of the retreat after we posed to take this group picture with my selfie-stick. Why? Because we only had to take one shot to get a perfect one. There was no awkwardness or hesitation in creating this picture. Everyone is at ease, smiling, eager to create the memory of our together time.  

My first Temenos Retreat facilitation took place on May 7th, 2017.  Seven participants joined with me in an intense day of reflection, sharing and learning.  I am grateful and honored to have hosted so many amazing people who were willing to be vulnerable in order to learn with others. I’ve written this post to reflect on seven ways in which the Temenos Leadership retreat improves our ability to experience humanity at work:

Connections with Others

The foundation of connection in Temenos is the story telling we do with Influence Maps at the beginning of the retreat. From this we find the rich threads of shared experience by recognizing and acknowledging what others have done, how they have been influenced, and how they have overcome their struggles.  Temenos takes us back to quality relationships as we practice sharing our personal history and building our shared vision in small group settings.  Taking these practices back to the workplace means that we can now model this connection-making in the teams we work with, manage or coach. 

Intuition/Feelings/Self Awareness

The biggest taboo in business is to expose one’s feelings. Businesses and people could thrive if there were safe ways to express emotion. Organizations that wish to thrive need the kind of leaders who can pave the way for this. Such leaders must learn to become self aware and confident in sharing their feelings and intuitions. In addition these leaders learn to listen for for what is alive in others. Temenos participants become more able to do this as they witness others doing so. 

Meditation

We can think of Temenos retreats as a way of rebooting ourselves, meditating with others about our own life and work/life. It’s an emptying of our past disappointments and an appreciation of what is happening right now.  Breathing in and out, and cleaning the slate for renewal.  

Confidence Building

Temenos ‘containers’ are the spaces we create in relationship with others in a pair or group. Much as a child learns to walk (falling, and trying again) with the loving surrounding of parents and siblings, adults can also be more influential with the support of others.  A workplace that fosters love is one where the network of support is strong, people know each other like a family and also support each other without blame or placating.  We gain confidence acting in an environment of support. 

Risk-taking

Leadership means going beyond what might be ‘normative’ at work, and taking a risk to do something a little differently. When we encounter stress at work, we might often revert to past habits that are not effective.  In my version of the Temenos retreat, we learn about the work of Virginia Satir and her Congruence Model to explore this angle. At the end of the retreat we practice scenarios from work, learning how to improve our responses to stressful interactions.

Doing the Right Thing

Congruent Leadership meshes well with the idea of ‘Doing the Right Thing’.  Congruence means that we act and speak in accordance with our feelings, our intuition, as well as in balance with the context of our environment.  In Temenos, the context is the social container we are in and considers our self-acknowledged strengths and the feedback we get from others as well.  Doing the Right Thing means not only listening to one’s own feelings, but listening to the needs of others and striking a balance – but not running from conflict, discomfort, or uncertainty.  In the end, in any toxic, rigid, or politically plagued office environment, we learn to have more joy when we have ‘agency’ – meaning the power of choice in how we react to other people.  

Collaborative Mindset

In Temenos and with other tools that I care about such as Clean Language and Non Violent Communication, sharing and listening lay the basic foundation of collaborative work. The more personal sharing we do, the more supportive, empathetic and creative we can be with one another. We can dare to build on each other’s great qualities and to experiment with our ideas when we are bonded and aware of each other’s humanity.  

Agile Assessments as a Burdensome Weight or a Guiding Enabler

January 28, 2017

A few years back when I was a coach in an enterprise wide agile adoption program, I had my first head-on collision with a mandated agile assessment program.  At that time, I decided to get all my thoughts into a drawing which I’ll show you here, unaltered from that time.   You can see my view that assessments can be seen as either a burden imposed from above or as a supportive tool for the evolution of the team’s capability. You don’t have to read the text of the drawing, as I’ll cover each item below.

assessments-in-agileLet’s parse the Burden Side. This is where the two folks holding up the assessment say: ‘Feel awful we’re not good enough, and we’re not sure how to get there’

Hard to support in its entirety – a huge questionnaire may point out so many gaps in maturity and it leaves a team with the sense of overwhelm. We know that change does not happen all at once. It can’t.  If unpaired with dialogue and a strategy for improvement, the assessment is of no use.

Not outcome oriented – an assessment is devaluing  the business value/metric of what was delivered  by examining predominantly the process/methodology by which that increment is delivered. That seems backwards.  The delivery should be in support of the business outcomes – which is what should be measured.

Not Context Sensitive – one size evaluation fits all. Usually these types of assessments are not combined with narratives or qualitative interviews, and so we are assuming that we could be comparing like things via this numeric approach.  We know large organizations host systems that are so wildly different from one another that forcing a like evaluation should never produce a side-by-side comparison. Yet, these assessments are used for just that, in many cases.

Misses mindset –  the human element of change – the mindset shift that is so critical in causing an organization to change its way of working – is not elevated.  Assessments will always miss mindset – there’s no way to codify that other than through storytelling, the vibe, the cooler talk, the openness and engagement that manifests in a healthy organization

Cognitive Overload – an assessment with a huge number of prompts will be immediately forgotten by those to whom it is administered.

Misunderstood as a Rating – even if the issuer of the assessment believes in their own positive intent, the teams having to take the assessment see it as a measurement.  Measurements provoke a ranking system which is almost always seen as judgmental, evaluative, and unrelated to the needs that those in the improvement program have to actually improve

Appears as a Mandate – well no need to explain this one. It wouldn’t be a burden if the team had self-selected to take its own assessment, by choice!

Without Conversation, May Cause Misunderstanding – my head was in the sand when I wrote this- in fact I should have written ‘May’ as ‘Will’.  There is nothing easy about working in an agile manner at first without support, leadership, love, hope, and belief in the people doing the work.  Leaders and executives mandating assessments without having conversations and opening up channels of communication with those they are assessing are burying themselves in the myth of big data.

Let’s parse the Guiding Enabler Side – this is the side where the two folks standing on the strength of the assessment are saying ‘Now we know where we are heading’.

Supportive – we see the breadth and depth of what’s possible in an agile project and can use the ideas to self reflect on what improvement to make next.

Foundational – we can use the assessment framework to fully vest in the whole enchilada over time such that we don’t forget areas of improvement we might not initially consider.  Without a foundation, each person may have their own pet improvement projects, but we need to vet all options and agree on the way forward together

Provides Focus Points – we don’t have to do everything at once. We pick a few related items to work on before we move to the next.  

Used As a Launch Pad for Conversations – this means that we can take one assessment prompt and talk about what it will be like when we have that, what it will take to get us there, why kind of support we can ask for from each other and from management. We never shelve an assessment, we have conversations using it.

Agnostic As to How Assessed, by whom, when, with whom, for whom – it isn’t mandated. The team uses it voluntarily whenever they decide to use it.  With great coaching and willing learners, and opt-in view, this can’t go wrong or be gamed

Understood as an Improvement Baseline – this means that we can track our progress over time if we choose to continue to look at the assessment as a means of self-reflection

Views Follow-up Support For Learning as Critical – everyone acknowledges that assessments are not the point, the learning that happens in-between is.  Therefore, the surrounding organization should be happy to provide whatever is needed to help the team reach the next level

Can be Tailored-Narrowed to Context – we can choose to not focus on or even to not fill parts of the survey depending on where we want to focus energy.   We want to eliminate waste, and that includes eliminating survey elements which don’t apply at a given time.  They are there, but we don’t use them, for now.

Launches New Practices – for learners who love to create great products that meet client needs, the assessment is a way of reminding the team that we can do more, that we have a never ending supply of ideas, practices and experiments to address in our agile journey. The assessment can help launch those.  That could be an exciting prospect.

What would you add to either side of this analysis?

_________

I am VERY LUCKY to be an Agendashift partner, with an amazing Slack community where the challenges of coaching well are discussed very openly with a lot of mutual support.

Mike Burrows has developed the most wonderful Agendashift assessment tool that is used in exactly the way I describe above – it is supportive of generative discussions on how best to create a change strategy that is context sensitive.  [If you are interested, let me know and I can help you get this launched in your organization]

In the Agendashift community of coaches, we teach coaches how to use Clean Language questions to explore the assessment prompts and what people would most like to work on next.  It is a generative approach that builds on the energy already latent in the organization.

These assessments are not used to compare teams, or to provide executives a hands-off data driven view of their agile adoption progress.

This is an amazing community trying to shift the way agile transformations are initiated so that they may be truly transformative.  It takes courage to stand up for what you believe when you are in an organization that wants to go in the other direction.

Thank you Mike, Suzanne, Jussi, Olivier, and Thorbjørn for your support last week!   I am glad I remembered my old drawing!

The Limits to Treating Only ‘the Parts’

November 15, 2016

Often the symptom shows up in one place but is caused in reality by a different part of the system.  

Question: What domain am I talking about?  

If you are a consultant or coach, or even a PM reading this blog, and you have read something about systems thinking, you’ll realize I am talking about projects or teams that run up against systemic or organizational impediments that affect their work

If you are my chiropractor, you’ll know I am talking about the body.

Why do I like this metaphor?

I have spent over $1000 this year treating myself to frequent sessions with a very good chiropractor and to excellent massages with his associated massage therapist.  I initially went to this doctor complaining about my right foot.  He discovered very soon, that treating the right foot would not resolve the issue.  He noticed that on that same side, the quad muscles were too short.  They were pulling at my back (which also had pain, but is now gone), and causing me to walk a little funny.

While the foot isn’t yet 100%, I do feel treating the whole system (body) is leading to better results. [I thought of this post while lightly jogging on the treadmill – proof of my better state]

Another thing I learned is that the way I had used chiropractors in the past was incorrect. I had gone a few times for a specific issue, and then stopped going when the local issue went away. I did not have the foresight or knowledge to understand that ongoing maintenance could be incredibly beneficial.  That means regular visits – whether every two weeks, or once a month. I prefer every two weeks.  His sessions last a full hour with a mixture of electric stimulation, ultrasound (full body), adjustments, and massage.

The analogy to the workplace and using a consultant is this: when you have had a coach help you set up a relatively stable agile way of working, with an established cadence or planning, working, demos and retrospectives, you still need to have the coach come in every now and then to help you redirect your attention to other parts of the system .  A coach helps you see the parts that you are biased in some way to overlook.  So does the chiropractor.

 What things are you working on that might benefit from a more global view?

Remotely Audacious At Agile Atlanta Conference

July 27, 2016

sococo_2016-Jul-26

You can see the Kubi on the table…

This week I participated remotely in the Audacious Salon at the Agile2016 Conference in Atlanta. My friend, and fellow coach, Mark Kilby was leading a session for attendees to to brainstorm solutions to the many challenges teams face when some of the team members  are not all in the same place (i.e. working at a different office, from home, in a different country, etc.)

 

 

At the audacious Salon, I connected via a tool called Sococo – which has virtual rooms, in which you can connect by chat and video conference with  co-workers, spontaneously.  I was one of about 7 to join, including two from London.  

2016-07-25 10.58.28

The view for me of the other remote participants and the slide deck used at that moment. 

We could hear each other as well as the conversation at the table, and we were included during the introductions, but it became apparent how easy it is for the in situ people to forget about those who are joining remotely.  It takes some practice and discipline to overcome this hurdle. When one person is remote, act as if everyone in the room is remote.  What I love about Sococo though is the ability to spontaneously connect with co-workers and know where they are. Easier than email, cell phone, text, and much more effective for making connections, and getting information quickly. It is no silver bullet for all the issues on remote teams, but an interesting newish way of connecting remotely.

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Teleporting to the Netherlands to see Lisette’s office space on a Kubi

I was also able to join at the ‘table’ in Atlanta, by ‘tele-porting’ into the Revolve Robotics Kubi device, which I could control remotely to check out who was at the table.  I could swivel it up and down and left and right. This enabled me to see all the people at the table without bothering them. Scroll left and right to swivel. Up to see the ceiling, down to the floor. For a fantastic example of how distance learning can be enhanced using the Kubi, watch the first few minutes of the video entitled Zoom On Kubi webinar at the Revolve Robotics website.

In a conference interview with Josh Fruit, of Solutions IQ, Mark Kilby shares that success with remote teams is not really about tools, but rather, the degree of connection between people.  He asks: 

          How do you make sure you have connection on your team?

This is not just an issue with remote teams, but one that exists on many teams. My company,  Connections At Work, has the explicit goal of improving connection no matter where the teams are located.  A few of the goals your leadership or your teams would be striving for if you asked me for help can be gleaned from this collaborative teaming article in the Harvard Business Review.  It is all about team emotional IQ.

There are a growing number of people who are collecting the body of knowledge about teams that work remotely.   One is my friend Lisette Sutherland who works in the Netherlands. You can visit her Collaboration Superpowers website and her podcast for a wealth of information. Her co-conspirator on many projects is Pilar Orti, working from London. You can see her activities, podcast, and blog posts at Virtual Not Distant.  Judy Rees is also highly qualified to help teams get the connections going remotely and has a wonderful blog post on this topic here.  Thanks to Mark Kilby and Jesse Fewell for continuing to explore, experiment with, and promote a distributed way of working in the agile community. 

As I’ve just completed the Collaborations Superpowers course, I’ll be able to start giving the same training to others who need it.  So if YOUR team needs help with the challenges of partially remote teams or connections on any team, do be in touch – contact information is also on my Connections At Work website.