Emotional intelligence (EQ) is a topic that has not been fully addressed on this site, nor in the agile or corporate world, yet it has great ramifications for anyone choosing or hoping to practice Agile and/ or Scrum.
My purpose is not to connect the dots for anyone, but simply to introduce the idea. If you go to the site below and read the materials and watch the videos, you may understand for yourself the importance of emotional intelligence in all that you are endeavouring to do. Thanks to John Hawthorne for pointing this out to me – enjoy.
If you go on line and type “soft skills” into your browser, you will come up with a plethora of sites. That’s because soft skills are being touted as the most important skill set for any individual in any career. Soft skills are becoming de rigeur in job applications and leadership training of every kind. One might say that there is, in fact, a soft skills revolution occurring in every sector of society.
What is motivating this revolution? Perhaps the more automated our world becomes, we see that our more human characteristics and relationships are needed to balance such a high degree of automation. Perhaps it’s become clear that human characteristics are what drive everything forward in either a positive or negative fashion.
With the advent of the Agile Manifesto (www.agilemanifesto.com) and agile processes permeating business and organizational cultures more and more, people are abandoning the silo mentality and striving to create a more communal environment and team consciousness. Many organizations and businesses are learning that teams rather than individuals are more effective at accomplishing goals.
When a team of people have to work together, there is an expectation that they will all do their best to get a job done. On the other hand, it’s also normal for people on a team to encounter hiccups and even conflicts, whether it’s issues of personality, ego or disagreements of one kind or another. Then there are those team members who do not feel safe to offer their opinion, or those who harbor a prejudice against a certain type of person they may be required to work with.
By putting people together to work alongside each otherday after day, we are creating a potent mix. Human beings are extremely complex and diverse after all. There are volumes written about both the need for and the difficulty of people working and achieving together.
From a recent Insight BTOES newsletter about hiring practices:
“If they’re the best there is in their craft but would prefer to just do their job and be left alone, it isn’t likely they’ll engage in team improvement activities and become a contributing part of the new culture.It’s simply not worth taking on the resistance/non-engagement that you’ll have to deal with until your patience runs out and you’re right back where you started…”
Many corporations now claim that soft skills are the number one priority when hiring, Hard skills can be easily taught but soft skills make the difference whether a person is even teachable and flexible enough for a corporate environment.
This is just the tip of the iceberg, because soft skills have not been the focus of our education systems, and those who have them need continuous practice and improvement. But everyone has the potential to become more empathetic, cooperative, supportive, and respectful.
Whether it’s learning to communicate effectively, or to create a sense of cohesion in a team, there are many pieces that can be put in place to help any team (and its individual parts) be more powerful, effectual and happy.
One very basic ingredient that can make a world of difference to a team’s work is to feel safe. Safety comes with having clear and consistent goals. Team members feel safe to speak his or her mind without fear or judgement, even if their opinion is different from others. A team feels safe to experiment and to succeed or fail. Safety is built on the very essential idea of trust.
Psychologist, author and consultant Harvey Robbins has written extensively about the idea of trust as a key element of any team. He describes trust as follows:
· Trust means setting clear, consistent goals. If people don’t know exactly what they’re supposed to, they will feel set up to fail…
· Trust means being open, fair, and willing to listen. This requires more than making a thoughtful, considerate face. It means listening to the words other people are saying.
· Trust means being decisive… It’s a challenging thing to say, but sometimes it’s better to make any decision – good, bad, or indifferent – than it is to make no decision at all.
· Trust means supporting one another…Your team belong to you, and you belong to them.
· Trust means sharing credit with team members. You are there for them, not vice versa. If you are a glory hog, you are stealing from the team.
· Trust means being sensitive to team members’ needs. You should know what legitimate secondary agendas they may have, and be willing to help them achieve their personal goals.
· Trust means respecting the opinions of others. The worst thing a leader can do is denigrate or dismiss or ignore team members. If they’re no good, move them off the team. But even then you owe them your respect.
· Trust means empowering team members to act. It means trusting that they are up to the challenges that you trained them for…
· Finally, and ultimately, and most difficultly, trust means being willing to suffer… The ordinary leader exposes his people to all the risk. The trusted leader assumes risk himself.
Article Source: http://EzineArticles.com/716760
When a team has clearly articulated goals, it helps build a sense of cohesion, in that every member is aware of what they are working toward. When team members are allowed to work out an action plan toward achieving a goal, this gives everyone a stronger sense of purpose and ownership.
If you’re wondering whether a Team Development workshop would be of benefit to, or is necessary for your business or organization, here are some thoughts from MindTools that can help you decide:
Are there conflicts between certain people that are creating divisions within the team?
Do team members need to get to know one another?
Do some members focus on their own success, and harm the group as a result?
Does poor communication slow the group’s progress?
Do people need to learn how to work together, instead of individually?
Are some members resistant to change, and does this affect the group’s ability to move forward?
Do members of the group need a boost to their morale?”
Everyone has the potential to grow their soft skills. However, a company may not have the resources to help unlock this potential in its employees.
If team development is not part of a company’s culture there may be discomfort in dealing with friction arising from a lack of soft skills. In this case, an external facilitator or coach can be a very helpful resource to guide a work team, using thought-provoking activities and role-playing, to find greater connection and trust amongst themselves, and to address issues with a detached point of view.
Organizing such a workshop for your team does not mean they are not doing well or failing. It means you, the team lead/ manager/ CEO/ HR person, etc, care about your team’s best interests, highest achievements and happiness.
Valerie Senyk is a facilitator for Team Development with BERTEIG, and can be contacted by going to http://www.worldmindware.com/AgileTeamDevelopment
You want to be practicing Scrum! You’ve taken Scrum training, received your industry certification, and perhaps even experienced being a Scrum team member. In your heart you believe Scrum is the right tool and approach for you, and you believe your current organization and your customers could really benefit from Scrum practices.
However, for whatever reason your organization is either hesitant to consider Scrum or believes it’s a bad idea. Perhaps there was an experience with a poorly executed pilot. Perhaps your leadership see it as being too risky.
What do you do?
This article explores how you could subversively practice ScrumMaster-ing in your workplace without getting into trouble or breaking the rules. (Ssh…we won’t tell!)
Before you even begin strategizing, you need to ensure that what you do aligns with the Scrum values, namely:
Doing Scrum subversively will certainly take considerable courage, focus and commitment on your part. Be aware you will be challenged to respect the existing organizational culture and norms, and your organization may push back on your efforts.
You also need to acknowledge that the very act of being subversive means you are not being completely open or transparent that you are trying to practice Scrum.
Or you could tell your workmates, “I’ve had this terrific training in Scrum and could we try a few of the techniques to see how they work?” Then introduce something as simple as time-boxing or holding retrospectives with your colleagues.
You will also want to ensure what you do is harmonious with Scrum Theory and the pillars of empirical process, which are:
1. Transparency 2. Inspection 3. Adaptation
Normally, one could say there’s a direct conflict between being transparent and being subversive. Keeping this in mind, it is imperative you be absolutely transparent on the actions you are taking and what the specific goals, outcomes or learnings are that you hope to achieve.
However, given the circumstances you’ll likely choose to not use Scrum terminology to describe what you are doing. In other words, describe the practices and activities that you are implementing or recommending, express their benefits and what you hope to accomplish, but don’t explicitly call them by their Scrum name.
As for Inspection and Adaptation, those approaches should be perfectly aligned with your intent to try to help your company become a learning organization. That means you will need to park your ego at the door and accept the results. If your learning shows your subversive Scrum activities do not provide the benefit you’re aiming for, you will need to stop them regardless of whether you think they should work.
Let’s explore some activities and practices you may want to tactfully consider to help your organization benefit from Scrum (without actually “doing” Scrum).
1. Lead by Example
As someone that appreciates the values of Scrum, you should aim to educate others and provide them with a similar understanding. That means practicing these values in how you show up and in everything you do, even explicitly calling out certain actions when they are a prime example (whenever it is appropriate).
This does not mean preaching! Instead, it could be sharing your thoughts about something when contributing to a decision, or simply pointing out when and how something that aligns with the values contributes to a better team, a better experience, or a better solution.
Leading by example also means being human and honest when mistakes are made or when failures occur. This can be particularly risky in an organization that has not embraced Agility, or where failure is frowned upon. That is where you need courage, and a commitment on your part to hold improvement of the work above your own individual career needs.
2. Communicate More
Make a concerted, conscious effort to communicate with your team and partners more. For example, get up out of your seat and spend more time in informal face-to-face discussions rather than sending e-mails or chat messages.
Perhaps you can have short, informal meetings with just the team either daily or several times a week to see what’s been done, what needs to be done, and what challenges the team is facing. The key here is to keep it short, focus on what is needed to move work forward, and define actions to address issues. Then always follow up and make sure the actions are being pursued and that progress is shared with the team.
3. Be Open And Transparent
Although you may consciously choose to not use the proper terminology and language of Scrum, the key is to always be honest about what it is you are trying to do, why it’s important, and what the desired outcomes are.
To this end the goal should be to become an organization that “learns about learning”, constantly tries to improve, delivers value faster, and applies new knowledge in the best possible way. Scrum may be a fantastic catalyst for that, but there are many other approaches that will achieve similar results.
4. Use Better Meeting Practices
Another approach to consider is improve meeting experiences by time-boxing and defining a specific scope for each meeting. Setting a time limit and outcomes for a discussion helps create a sense of urgency, manage expectations and focus the conversation on the most important topics. The facilitator will need to enforce these constraints, otherwise you lose the effectiveness of the practice.
5. Have One or More Key Stakeholders Empowered to Make Product Decisions
This may be a considerable challenge in organizations where there is little appetite or understanding about Scrum practices, but do what you can given your authority and influence. If possible, try to have a single voice (key stakeholder) defined as the person with the final authority on the product or service that your team is delivering. Work with that individual to set them up for success by connecting them with the other stakeholders, perhaps facilitating discussions with them, and showing the key person(s) effective techniques for prioritizing the work that is being asked for.
6. Limit Efforts to What Matters Most
One practice that is important to apply, but often difficult to master, is focus. Limit work and discussions to the most important tasks and activities, and request that other discussions on lesser-important work be delayed. Always try to focus the conversation back to what is currently the most important work.
On occasion you may even want to point out times when plans were well-defined in advance but ultimately changed a lot when the actual work was in progress. This indicates the waste in planning too much up front and in constant task-switching. When done in conjunction with time-boxing this practice becomes a little easier.
On a macro scale, try to limit development to smaller chunks of end-to-end deliverables. In other words, deliver small things often all the way to completion as much as possible (e.g. to a staging environment). Then show the outcome and deliverable to stakeholders and customers, explaining that although the final product may not be done, this is to get them something fast and gather feedback.
7. Reflect on Learning
When possible, ensure that reviews of completed work happen frequently. Ensure the outcomes, functionality and value is shown and that learning (for the product as well as the methods) are part of the discussion.
Without becoming intrusive, seek stakeholder feedback frequently and informally. Be willing to demonstrate an ability to pivot plans based on that feedback.
As a team, hold informal retrospectives of how you worked together. If the term “retrospective” is contentious, consider calling them something else, such as a debriefing.
8. Visualize and Display Work
Have your own personal backlog and list of current activities visible at your desk. Use post-its to represent all work that you have on your plate, and ensure it is always up-to-date. Prioritize the work items you have coming up, and visually represent this as a rank-ordered list of things that you have to do.
It won’t take long for people around you to notice what you are doing and ask about it. Use this as a great opportunity to educate others on the values of transparency and focus.
9. Keep Your Team Size Appropriate
If you are on a particularly large team, see if it is possible to split that large team in to smaller groups. The benefit is more face-to-face time and interaction across the new team, an increased sense of belonging and commitment to the new team’s purpose, and it should also be easier (in theory anyway) to get decisions made and increase alignment.
The challenge will be finding a logical way to split the teams to mitigate dependencies of people, skills and products, and ensuring the new teams can still collaborate with one another. Geography might be a good way to split the team if you are distributed, but you would need to ensure all the skills to deliver the solution exist on all new teams.
10. Push for Automation
If you are in a development environment where tools, automation and engineering practices are not currently being used, and they could be of value to your organization, then start investigating whether it is possible. Tools and automation aren’t cheap or easy to implement, but they dramatically encourage you and your teams to collaborate better and they enable the adoption of Scrum practices such as fast delivery of value.
Be confident that your own creativity may help you unlock ways of practicing Scrum methodology without disrupting your organization’s practices.
You may or may not be able to implement all of the above actions but, as one Agile coach says, “it’s all about how YOU show up, how YOU are.” In the final analysis, your example, your enthusiasm, your courage will be the best you can offer.
“Business engagement alone is a necessary but not sufficient condition for Agile to succeed”
It’s taken a while but now it’s well understood amongst seasoned Agile practitioners that Business engagement is necessary for successful Agile implementations. Just when we thought engaged Business owners were enough, we’re now realizing Business engagement alone is not sufficient. The impact of corporate shared services, especially Human Resources (HR), on Agile adoptions or transformations are often overlooked. In fact, Agile practitioners often bypass HR in their zeal to quickly change the way they work and the related people processes.
“Companies are running 21st century businesses with 20th century workplace practices & programs”
– Willis Towers Watson
It’s not just IT departments practicing Agile but 21st century businesses overall that are characterized by flatter organizations and an insatiable appetite for small ‘a’ agility. Agility that is pushing and breaking the envelope of current HR processes and tools. Agile individuals and teams are very vocal when it comes to calling out technical obstacles in their way. The same could be said when it comes to HR related obstacles that impact Agile individuals and teams. If we listen, here’s what we would hear:
“Can we team interview the candidate for attitude and fit?”
“I was an IT Development Manager. What’s my role now?”
“My manager doesn’t see half of what I do for my team. How can she possibly evaluate me?”
“With no opportunity for promotions in sight, how can I advance my career?”
“Why do we recognize individuals when we’re supposed to be focused on team success?”
“Charlie’s not working out. Can we as the team fire him?”
As the volume increases, how will HR and HR professionals respond?
“2016 will be the year of Agile HR … most HR teams have no clue what Agile HR means”
– HR Trend Institute
The reality is that most HR teams have no clue what Agile is, never mind how it will ultimately rock their world. Most Agile initiatives emerge from the grass-roots or are driven independently by IT functions with little to no involvement from HR. HR sits on the sidelines and watches IT “do their thing”. There is a misconception that Agile exclusively falls under the IT domain; overlooking the fact that the core of Agile is about the people and culture – the sweet spots of the HR profession.
There are three significant change movements gaining momentum:
Reinventing the way we work – whether it’s IT adopting Agile or an organization becoming more nimble.
Reinventing HR – where HR is moving beyond its historical focus on basic people administration, compliance and transactions to a valued place at the executive table; ensuring context and alignment across the business to generate Customer delight.
Reinventing organizations – as the level of human and organizational consciousness evolves from valuing meritocracy, accountability and innovation to valuing self-management, wholeness and evolutionary purpose. (See “Reinventing Organizations” by Frederic Laloux: http://www.reinventingorganizations.com/)
All three have the common denominator of people; an integral part along the entire timeline of each movement. As these three movements overlap – at the intersection – will be HR. So, who better to help navigate the emerging paths of each change than “the People’s people”?… otherwise known as “HR”.
An analysis of the Human Resources Professionals Association’s (HRPA) Competency Framework shown below can help guide which HR competencies will have the greatest impact (on a scale of 1 to 10) on Agile.
“How do we get HR started towards their destiny?”
If you’re an Agile team member, invite HR to start a conversation about what Agile is and how they can help you and the team.
If you’re an HR professional, here are some suggestions:
Learn about Agile
Visit with your Agile teams during sprint reviews or daily scrums
Talk to your friends and colleagues about their Agile experiences and challenges
Review in-progress HR process & tool changes through an Agile lens
Partner with IT and other Agile implementation stakeholders to guide the success of Agile
To help HR take the first step, here are some suggested Agile learning resources:
“Improv-ing Your Scrum Team” was the title of the webinar given by Paul Goddard, a CST and Coach from the UK with a background in improvisational theatre. He has written and coached extensively on the use of improvisation to help Scrum teams develop. Because of my own experience in teaching and creating theatre, I was eager to see how Mr. Goddard used improv to improve Scrum teams.
For clarity’s sake, we can describe improvisation, in theatrical milieus, as the act of making things up as you go along. Improvisers are normally people who know their discipline very well, and are able to allow their creativity to take them into new places, new expressions, in their art.
The improv themes Goddard covered that can be used with Scrum teams were: creating safety, being spontaneous, telling stories, changing status and increasing sensitivity.
He likened these themes to the Agile Manifesto which proclaims: “Individuals and interactions over processes and tools,” and “Responding to change over following a plan.” He also related improv to Agile principles of “welcoming change,” “face to face is the best way to convey information,” and “the best designs emerge from self-organizing teams.”
In an interesting aside, he also compared myths of Agile to myths about Improv, for example, that Agile is only about creating software, and Improv is only about comedy. Another myth is that Agile and Improv are about unstructured chaos, whereas both prescribe being disciplined within a framework. Goddard described the Scrum framework as “a lightweight structure that uses constraints to unlock creativity;” improv also provides such a structure.
Improv starts with “creating safety.” Since it is impossible to improvise alone, we must learn to trust others. This involves a team behaving as a family who rescue each other if necessary. There are no mistakes in improv; team members work for each other. When we try too hard in improv to get it right, it becomes a struggle to feel safe. Ultimately, we should be able to feel safe whether we win or lose, and definitely we feel safe when we PLAY.
The second theme is “being spontaneous.” Spontaneity is the ability to act on impulse as soon as an idea occurs. This is the bread and butter of creativity. We are less spontaneous when we filter or edit our ideas before trying them out. We usually do this filtering because we fear our ideas being deemed crazy, or obscene, or unoriginal. Good improvisers increase their spontaneity by giving and receiving offers from team members. Offers are the currency of improv: you go with an idea, build on it, and keep a scene going. Bad improvisers put up blocks, that is, they reject ideas, and a scene goes nowhere.
Goddard tells us that the power of storytelling lies in the fact that many parts of the brain get activated: empathy is increased, oxytocin hormone and cortisol is released when we feel empathy for a character, and so on. Conversely, the brain switches off ideas or stories that are cliches – things we’ve heard too many times before and are inured to. The beauty about stories is that they make dry data more human and therefore interesting.
Status always exists, especially in business environments. Some jobs or roles imply having a higher status, i.e. Scrum Master. If physical power poses adjust the hormones in our bodies, as Goddard claims, then the opposite is also true. In improv, playing high or low status and then changing it becomes a dynamic and creative game. It assists in collaboration. Low status players in improv tend to accept offers from their fellows; high status tend to refuse offers, unless they can control them. Scrum teams can learn to play with status to collaborate more effectively.
Great improvisers develop certain qualities: selflessness (they want to make others look good), listening, observation, recollection/ memory, and emotional awareness (ability to pick up on cues). They are able to be “fully in the moment.” Goddard describes this as “thinking inside the box,” i.e. with safety established, the ideas are already there.
Back to Scrum
Just as in an improv team, a Scrum team’s firmest foundation is trust. How can one introduce improv and its beneficial themes to a Scrum team? Start with the idea of a game. It’s not about performing. It’s simply about having fun together, getting to know each other, learning common values, shaking off the dust of work-related responsibilities and allowing time for play. If you’re working with introverted types, allow that person to opt out. Make sure no one is judged. It’s important to be able to joke and feel like a family. Even a non co-located team can play word games over the telephone.
I look forward to trying out some improv with my own team, and, hopefully, in the future with others.
For a more in-depth understanding of the use of improv see Paul Goddard’s book “IMPROV-ING AGILE TEAMS” available at www.amazon.ca.