Preventing Problems Before They Happen: Advanced Startup Techniques for Agile Teams

Transcription

1 Preventing Problems Before They Happen: Advanced Startup Techniques for Agile Teams Lyssa Michael K Agile Coaching Institute

2 Who are we? Lyssa Certified Scrum Trainer Certified Scrum Coach Agile Coach Co-Active Coach Author! Michael Agile transformation thought leader Agile Enterprise Coach Co-Active Coach Certified Organization & Relationship Systems Coach Certified Professional Facilitator 2011 Agile Coaching Institute 2

3 Team needs model 2011 Agile Coaching Institute Source: Extraordinary Groups, Geoffrey Bellman and Kathleen Ryan 3

4 Designed Partnership Alliance A Multilayer View Co-Responsibility What can the team count on from you? Day-to-Day Norms Hours & times Conduct in meetings Explicit Protocols Conflict Decision-making Designed Culture What do we want it to feel like? What will help us flourish? Underlying Assumptions Best Hope Worst Nightmare Adapted from CRRGlobal.com Work your way up

5 The Facilitator s Mindset Neutral, Open, Encouraging, Courageous Maintain a neutral stance, don t vote Encourage "all voices to be heard (even unpopular ones) Hold that all points of view are voices of the system; hearing from them reveals what is trying to happen in the system

6 Surfacing Assumptions Outcome Best hope, worst nightmare Negative assumptions are made explicit and positive ones are available to create with Powerful Questions What is the worst thing you fear could happen on this team? What is the best scenario you can imagine? Tips Hold the negative side loosely, normalize it The positive side is sometimes more edgy than the negative

7 Designed Culture Outcome Creating the Culture We Want Creating an intentional culture that gets results and helps us flourish Powerful Questions What atmosphere do we want to create in our team? What is it that will help us flourish? Tips Teams have a personality you can create it on purpose This is an exercise in imagining, not being overly concrete

8 Explicit Protocols Outcome Conflict & Decision-making Detailed behavioral agreements around difficult team processes Powerful Questions How do we want to be when it gets difficult? How do we want to decide together, maximizing both autonomy and synergy? Tips It is easiest to surface difficult issues when team members are not triggered or hot Get out past patterns that have been difficult for people ( I grew up with people yelling at each other )

9 Day-to-day Norms Outcome Behavioral Agreements Make practical, concrete agreements about various day-to-day issues that impact teams Powerful Questions How can we move towards our best hope and away from our worst nightmare? What agreements have we seen on teams that worked well together? Tips This level of concrete detail can be draining after more than approximately 20 minutes Leverage the work you did on culture to shape these agreements

10 Co-Responsibility Outcome Sealing the Deal: What can you count on from me? A sense of personal ownership from each team member Powerful Questions What can the team count on from me? How will we keep these agreements? What happens when one of us violates one? Tips Not everyone will have the same type of commitment as others It is not your job to enforce these agreements (though you might be the conscience of the team)

11 Agile Transformation Coaching School Our Competency Focus Teaching Mentoring Agile-Lean Practitioner Coaching Facilitating Technical Mastery Business Mastery Transformation Mastery More info:

12 When and where? Coaching Agile Teams: The Mindset and Skills of an Agile Coach April 4-5 May Apr Denver, CO Boston, MA Stockholm, Sweden Coaching Circles Six Coaches, One Master Coach Next one starts mid-april More Info and Registration: