Agile Coaches' Corner

This week, Dan Neumann is joined by Adam Ulery to discuss the topic of accountability. In this episode, they address the concept of accountability that could sometimes be misunderstood and even carries some misconceptions.

Adam and Dan talk today about how leaders can foster accountability in organizations and which practices are the most effective to support this work. During this insightful conversation, they dive deep into the meaning and extends of ownership, setting clear expectations, and the value of honoring vulnerability as a necessary exercise to avoid the fear of making mistakes.

Key Takeaways

• Is accountability negative?
• • Many people treat the concept of accountability as if it is negative, but it actually is very positive, once it is experienced in a high-performing Team.
  • Accountability can be disguised in blame in some unhealthy Team environments.
  • Fear in an organization makes it hard for it to foster accountability.
  • Fearing failure is counterproductive since making mistakes is the way for humans to grow.
  • Making a good decision doesn’t necessarily lead to a good outcome and sometimes bad decisions end up in a good result.
• Accountability is ownership.
• • Owning your decisions and part in the decision-making is showing accountability.
  • Accountability is to be willing to face the consequences that come with the outcome, success or failure.
  • Accountability is also doing what you said you would do.
• Leaders must model accountability.
• • Leaders must be honest with themselves and be vulnerable in order to encourage those behaviors in others.
  • Leaders can increase the level of accountability in an organization by empowering people to succeed, giving them the resources they need, expecting them to take action, and then making it safe for them to make mistakes.
• Can people negotiate what can they be accountable for?
• • It is important to communicate expectations clearly in order to align people with them.
  • Open communication is vital since it allows a mutual understanding of where ownership begins and where it ends.
• The SBI Model is great to build accountability.
• • The SBI model is one of the most effective to provide positive and negative feedback.
  • Saying how something made you feel is a way of modeling vulnerability.

Mentioned in this Episode:

Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Facts, by Annie Duke 

SBI Model

Listen to Episode 35 for more about the SBI Model

Leading Change, John P. Kotter

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This week, Dan Neumann is joined by two of his colleagues, Erica Menendez and Justin Thatil, to talk about the intersection between Professional and Agile Coaching as well as their differences and similarities.

In this episode, Justin shares his knowledge that comes from his own experience in the field of Professional Coaching that started 10 years ago. Dan, Erika, and Justin also explore the particularities of each role, the Agile and the Professional Coach, while exploring real-life scenarios and sharing powerful examples to illustrate both roles.

Key Takeaways

• Professional Coaching:
• • It is about guiding someone towards the results they are looking for by asking powerful questions.
  • The coachee's agenda must be the single guiding light of the coaching relationship. The coach’s experience has to stay aside (this is one of the biggest differences between an Agile and a Professional Coach).
  • The coachees need to be inspired to take the next step and be accountable for that move.
  • The arc of a conversation has a beginning, a middle, and an end. The beginning is to identify who you are going to be coaching, and then identify the subject that will be addressed. After that, the situation must be examined and explored (this takes place in the middle of the conversation). Towards the end of the conversation, the coachee must commit to taking a step and become accountable for what is going to happen next.
• Agile Coaching:
• • The coach’s agenda must be laid to guide the coachee to use Agile well.
  • Facilitation comes along with a Scrum Master’s work.
  • As an Agile Coach there are numerous stances that you can take: the consultant, coach, counselor, change agent, facilitator, trainer, lean leader, and mentor.
  • An Agile Coach is an expert in Agility, not in the coachee’s domain.

Mentioned in this Episode:

Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins

What is an Agile Coach?

Powerful Questions

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This week, Dan Neumann is joined by Patricia Kong in today’s episode. Patricia is the Product Owner, Enterprise Agility, and Learning Enablement for Scrum.Org.

In this episode, Dan and Patricia are exploring a new training class Scrum is offering called Professional Scrum Facilitation Skills Training which is directed not just to Scrum Masters but for all levels including all leaders and Team members too.

Key Takeaways

• What is Learning Enablement?
• • It is the place to improve your profile and skills by learning from the experiences of the individuals who are actually doing the work.
  • Learning enablement is directed at people who are really looking to develop people and Teams, specifically improving some of their own skills so they can help others.
• What is the Professional Scrum Facilitation Skills Training about?
• • Professional Scrum Facilitation Skills is an interactive course designed to help Scrum practitioners develop a facilitator’s mindset and proficiency in facilitation skills, and learn when and how to select effective techniques for various circumstances.
  • This class takes all real-life scenarios to help Scrum Masters facilitate the solutions that Teams need to get to agreements.
  • This course includes the five principles for facilitation.
  • The target of this course is for individuals on a Scrum Team but it could be great also for people in management roles.
  • The training takes one day (equivalent to 8 hours) which includes some in-person and some virtual experiences.
• The matter of meetings...
• • Most leaders think their meetings are great (when they are not).
  • The purpose of the meeting needs to be clear, and the meeting should be avoided if the content could be in an email or a video.
  • Facilitation skills are useful when nobody is providing feedback or they don’t even show up to the meeting.
• Conflict isn’t bad!
• • If you are in a creative space, there will be conflict, since different members will come up with different ideas.

Mentioned in this Episode:

Scrum.Org

Professional Scrum Facilitation Skills™

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This week, Dan Neumann is joined by two of his colleagues Erica Menendez and Justin Thatil to today’s episode.

This time, they are exploring the scenario when Scrum Masters enter a New Team, an event that Dan, Erica, and Justin know by experience. Listen to this episode to hear valuable real-life examples of how a Scrum Master can successfully transition into a new Team.

Key Takeaways

• Duties that a Scrum Master needs to attend to when entering a new Team:

  • A Scrum Master must establish his credibility, meet the Team, and create relationships with its members.

  • Entering a new Team is different every time.

  • A Scrum Master should observe and learn about the new Team he is joining, before attempting to start dictating. How much do Team members know about Scrum and Agile?

  • Understand why the organization wants you on that Team.

  • After knowing the Team, the Scrum Master needs to devise a plan to tackle the Team’s needs.

  • Stay curious (rather than judgemental).

• What does improvement look like for the organization?

  • A Scrum Master needs to explore communication styles within the new Team and identify the organization’s expectations not only about the Scrum Master’s performance but also about the Team.

• Is it helpful to have someone helping the Scrum Master transition to a new Team?

  • Everyone is different, someone might notice aspects that another person didn’t.

  • Sometimes it is better not to be influenced by someone else’s experiences or understanding of a particular member or a Team’s dynamics; a new approach brings a new perspective that can be beneficial for the Team.

Mentioned in this Episode:

The Scrum Fieldbook: A Master Class on Accelerating Performance, Getting Results, and Defining the Future, by J.J. Sutherland

Man Enough: Undefining My Masculinity, by Justin Baldoni

The Wayback Machine

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This week, Dan Neumann welcomes you to celebrate episode number 200! The Agile Coaches’ Corner Podcast began back in 2018 and the journey continues! During these years there were many guests, an increasing amount of listeners, and numerous Agile topics were explored. Thank you for being part of these first 200 shows!

In this episode, Dan is exploring a typical situation: Trying to explain the benefits of the Agile ways to someone who is not immersed in the Agile field. Referring to the Agile principles, values, or even the Agile Manifesto won’t help stakeholders. Listen to this episode and learn to communicate how Agile can help an organization to meet its needs (without mentioning the word Agile!)

Key Takeaways

• It can be challenging to communicate the benefits of using Agile to stakeholders not referring to Agile.
• If you are operating in an area of high uncertainty (or a complex environment) Scrum is the answer.
• • The Scrum framework works to deliver increments every sprint, and by receiving feedback to make sure the product developed works and meets the definition of done. This helps to have more certainty and get closer to a solution for the customer.
  • The Scrum Framework is a great assistance in reducing risks.
• When working with an organization in helping them to be more effective, you need to understand what “effective” looks like for them.
• • First, you need to know what is valuable for the organization in order to help them along the journey of becoming more effective.
  • Beginning with the end in mind helps you learn what is important and form tactics and strategies needed to assist an organization in a better way.
• Dan talks about the presentation he will do at The Agile + DevOps East Festival: It is OK to be unsafe: Scaling without using somebody else’s framework.
• • Dan will talk in this presentation about what needs to be explored in order to help an organization meet its needs, and choose the strategies and tactics that make more sense in that specific context (Scrum is a great framework but it might not be the right for everyone).

Mentioned in this Episode:

Listen to Agile Coaches’ Corner’s most popular show: What is Agile?

No: The Only Negotiating System You Need for Work and Home, by Jim Camp

Begin With the End in Mind: Habit 2 of The 7 Habits of Highly Effective People, by Stephen Covey

Find more about The Agile + DevOps East Festival

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Contact Dan Neumann on Twitter.

This week, Dan Neumann welcomes his colleague Michael Guiler to today’s episode.

In this episode, they will be answering questions regarding several Agile topics, such as leadership, effective communication, Team readiness, best practices, motivation, and transparency, among others. Join this fun and insightful conversation with Dan and Mike!

Key Takeaways

• What is a good-to-go technique to help leadership transition from being tactical to being more servant leaders?
• • Enable people who are closer to the work to make decisions in their field.
  • Ask questions instead of giving directions.
  • Rewire the communication path to be more practical and direct rather than following a hierarchy where there are chances of getting “lost in translation.”
• What does a Team that is ready look like?
• • A Team that is ready is open to a conversation, they have an Agile Mindset where they know they need help, and they are open to discussing it.
  • An Agile Mindset is keeping the curiosity high at all times and the readiness to run an experiment.
• What are best practices for?
• • Best practices are just resources but certainly not “the way” of doing things correctly.
  • Best practices are ways that have been used successfully in the past, and when used again they are not assuring their efficacy; a Team needs to test them to see if they apply to that particular situation.
• What does it take to help leadership transitioning to the model of motivation that Daniel H. Pink proposes in his book Drive?
• • Daniel H. Pink proposes three pillars for motivation: autonomy, mastery, and purpose. He also addresses the distractions to motivation that organizations can fall into.
  • Know your purpose at all times.
• Is there such a thing as “too much transparency”?
• • There is no such thing as too much transparency; be open, get to know the people, share, and then you can moderate.
  • Make sure that you are sharing information with people who can handle it.

Mentioned in this Episode:

Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink

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This week, Dan Neumann is joined by Phillip Lisenba, who recently joined the Agile Thought Team.

In this episode, Dan and Phillip are exploring how Agile ways could be applied to the home setting. The heart and soul of Agile can be used to achieve goals efficiently not only on a professional level but also at home in our personal lives. Listen to this episode to find many tips to reach your personal objectives with less effort!

Key Takeaways

• First, make a list (without the things you do on daily basis).
• • Include the small, medium, and bigger things that you need to do.
  • Keep it simple! You can do it on paper or digitally, and get creative in finding something that works for you.
  • Organize your tasks by priority, what creates more value for your family should go first. Everybody’s list is going to be different.
• Top ten tips to make your list:

1. Create a list of things to do.
2. Prioritize them.
3. Break large projects into small tasks.
4. Create a sense of urgency.
5. Do something every day.
6. Set a timebox for the work.
7. Review the master list daily and reprioritize.
8. Review your process and change as needed.
9. Have fun with the work and process.
10. Reward yourself.

• Eight Agile Tips to use at home:

1. Tell yourself you can do hard things.
2. Don't schedule regular daily activities unless you are creating a daily habit.
3. After 30 days, once the daily habit is a habit, you can stop scheduling it.
4. Take a break when frustration starts.
5. Keep a record of what you have accomplished.
6. Reward yourself for each day's accomplishments.
7. Reward yourself for large accomplishments.
8. Make the most important thing the most important thing!

• Remember to be flexible’ sometimes you have to pivot when challenges appear in order to keep moving forward. Consider changing your methods when they are no longer effective.

Mentioned in this Episode:

The 5 Second Rule: Transform your Life, Work, and Confidence with Everyday Courage, by Mel Robbins

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This week, Dan Neumann is joined by Justin Thatil and Erica Menendez. In this episode, they are discussing the fun topic of vacations and how their planning and unfolding can be done in an Agile way. Dan, Erica, and Justin highlight the importance of always keeping your goals in mind, and considering the expectations of everyone involved in the plan. Listen to this episode and find out how following different Agile Principles can help you plan and enjoy your time off!

Key Takeaways

• Have a goal for your vacations.
• • Even if a proposed vacation looks exciting, don’t forget to check in with your goals to make sure they are aligned with the vacation plan.
  • Brainstorming ideas is a great way to find your ideal vacation destination, to later analyze the particular characteristics of each option to make sure it is congruent with the family goals.
• The product owner role is played by the one organizing the vacation.
• • Doing the research is key to planning a successful trip that meets everyone’s expectations.
  • There might be a lot of ideas about things that want to be done on a vacation, but being realistic and selective is crucial to managing expectations.
  • Remember, flexibility is crucial, changes might be implemented at the last moment in order to make the best out of the experience.
• What can you learn along the way as you are taking the vacations?
• • There are many learning experiences waiting to happen on your vacation plans.
  • Learning and discovering are tasks that you will embrace better after practicing them several times.
  • Remember the maturity of the tool is not the same everywhere you go. (Justin shares his own example while traveling with his wife through Puerto Rico.)
  • Experimentation is necessary in order to take the best out of each situation.
• Your Daily Scrum can be breakfast.
• • The first mealtime of the day can be a great time for planning the activities.
• Retrospectives can be done along the way.
• • What goes good and what goes bad can be taken into consideration for planning the next activity or vacation.
• Don’t forget to embrace the new experience you are living with excitement.

Mentioned in this Episode:

The Scrum Fieldbook: A Master Class on Accelerating Performance, Getting Results, and Defining the Future, by J.J. Sutherland

Professional Coaching for Agilists: Accelerating Agile Adoption, by Damon Poole

No: The Only Negotiating System You Need for Work and Home, by Jim Camp

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This week, Dan Neumann is joined by Andrea Floyd to explore the concept of change.

In this episode, Andrea and Dan talk about the critical importance of change, since as an Agilist, what needs to be embraced as always present is change. Change is involved in every part of an Agile journey, it is a way of working and a way of dealing with people. They also address the significance of being mindful of the impact change can have on people and the organization.

Key Takeaways

• Change is constant, make it accessible.
• • Change doesn’t have to feel threatening, instead, it needs to invite curiosity and engagement.
  • If you are considering change, think about how you are presenting the topic so you are inviting people in, rather than making them want to run from the conversation.
  • First, it is important to set a safe environment to start the dialogue, then invite diverse ideas and thought.
  • Explore your today before trying to think in a different future.
  • Incremental change is a way to make people comfortable with the change they are making.
  • Understanding the intention behind the change is a key part of its success.
• Change is hard.
• • While you are changing, life doesn’t stop, the train is still moving down the track.
  • Keep in mind that every person reacts to change differently.
  • Inspection and adaption are critical. Start with small changes!
  • Keep your goal in mind and come up with a road map for the change you are looking for.
  • Don’t forget to celebrate the achievements and the people who contribute to making that change possible.
• Once a change is going, how do you prevent people from reverting?
• • An organization needs people who offer support and reinforcement when things are chaotic.

Mentioned in this Episode:

Agile Alliance 2022, Nashville, Tennessee

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This week, Dan Neumann is joined by Jim Beale and Gerardo de la Fuente to follow up on a conversation started in a previous episode where the constitution of a high-performing team was addressed and its direct relation with following the Scrum Values.

In this episode, Jim, Gerardo, and Dan explore the importance of trust, and how it can only be encouraged by the presence and exercise of the Scrum Values in a Team.

Key Takeaways

• What does the Scrum Guide say about trust?
• • Trust is just an outcome of living the Scrum Values that are reflected on the Team.
  • When someone starts working with a Team, it starts as a stranger, and what helps build that trust is not only sharing the Scrum Values but also being an example by practicing them.
• How can a Scrum Master help to build trust in a Team?
• • Have one-to-one sessions with each Team member, holding an open conversation about themselves and how they feel about the work.
  • Building trust requires time and consistency.
  • A Scrum Master must be honest in admitting when he had failed to follow the Scrum Values.
• How to overcome the first dysfunction of a Team?
• • Absence of trust is the first dysfunction to address, none of the other four (inattention to results, avoidance of accountability, lack of commitment, fear of conflict) can be managed until trust is recovered.
• Examples of the absence of trust:
• • A Team member avoids sharing an issue as a consequence of fearing being judged.
  • When there isn’t trust, a lot of personal conflict arises in Team meetings.
  • Backchannel conversations appear often as a result of a lack of trust.
  • People take feedback in a personal way.
• Other tactics to encourage trust-building in a Team:
• • Motivate people to be open and to make questions.
  • A Scrum Master needs to be willing to share that he does not know everything.
  • Avoid asking people why did they do something, which tends to create defensiveness, and instead be curious about what they found interesting in the decision they made.
  • Ice breakers help build trust.
  • Share the prime directive in the retrospectives.
  • Assume everyone is doing their best possible in the situation at hand, this is a way to avoid being judgmental.
  • What is celebrated is repeated, so taking the time to highlight when Scrum Values are practiced is a good way of promoting them even more.
  • Opening the cameras when meeting virtually.

Mentioned in this Episode:

Listen to “What Does a High-Performing Scrum Team Look Like?” with Erica Menendez and Justin Thatil

Overcoming the Five Dysfunctions of a Team, by Patrick Lencioni

Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lisa Adkins

Fixing Your Scrum: Practical Solutions to Common Scrum Problems, by Ryan Ripley 

Scrum Mastery: Agile Leadership to Take Your Team’s Performance From Good to Great, by Jeff Cohn

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