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Being Followed:How Individuals Help
Teams Become
geepawhill presents...
© 2011-2014, Michael D. HillLicensed Under
Creative Commons Attribution-NoDerivs 3.0 Unported License
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 NewsBad 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 BasicsProfluence Is Key
we are part of something
we are getting somewhere
Using Standups Welllose 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 PillarsInviting
Sorting
Modeling
Releasing
Situating
(Suspect All Systems)
Inspiration
Pillars Are Blobbies, Toosources of ideas & extensions
ways to guess their value
As Sourcesgot a situation?
pick a random pillar
find a way to get to it
As Predictorsgot an idea?
evaluate it by seeing which pillars it touches
ReleasingFreedom To Move
experimenting with ideas
ending all pro forma gestures
leaving company “rules” behind
ask – wait – confirm
Retrospectivesreal 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 CareDon'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 Wordso 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 Principle80% 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 Storiestechnical 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 Publicothers 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 Sortat 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 Tasksthrow a great party
find a place for everyone on the team
The Partyhow much fun can you have...
...except no sex or drugs?
Everyonesad teams usually have lots of exclusion
even some happy ones have some
exclusion is the anti-agile
Inviting
Great Parties Havefood. sugar, yes, crunchie, yes
but don't forget healthy
chatter and laughter
decoration, on-target and off-
coded language
Some Techniquefact 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 Everyonemany 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
Supermodel Super Model
be the change you wish to see
Modeling
The Central Pillarhumans learn from those around them
not only do you show technique...
...you show how well it works
Some Obvious Modelingchoosing 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 Crucialmaking mistakes
trying things without deciding them
working across multiple teams
instantly apprising business of news, good or bad
And Above Alllaughter
wrangling with each other
asking hard questions
grace under fire
geek joy!
SituatingBringing 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 Teachingit 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
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)
