I saw this wonderfully courageous and informative post by Sabine Canditt the other day where she wrote about Sustainable Scrum.
https://www.linkedin.com/pulse/sustainable-scrum-responsible-choice-sabine-canditt-x0gef
After just completing a The Week program facilitated by the amazing Ann-Marie Kong, it touched my heart.
That said, I wanted to highlight one comment reaction/interaction between Sabine and Erich Bühler
Erich said—
Thank you for bringing this approach into the world! Scrum does provide an iterative approach for teams to create value, but its scope is limited to the product level and struggles with dynamics across the whole organization for several reasons.
Without updating the underlying business and financial model at a strategic level, Scrum alone cannot transform organization-wide sustainability.
I talk a lot about the first step in coaching any client (individual, system, team, etc.) is to build a relationship, gain empathy and understanding, and then gain an idea of where/how to help initially. So, do NOT start to coach until you’ve done some relationship-building.
But what does a coaching relationship, or a professional relationship in general, look like? What are aspects of that? Here are a few things that come to my mind—
Making + taking the time.
Explaining what you do—what is Agile Coaching.
Building some empathy; walking in their shoes; understanding where they are coming from.
Meeting them where they are.
Listening; reflective listening; building metaphors together.
Connecting with their language, not yours.
Taking the time each day to reflect on the past. Events, meetings, outcomes, discussions, emotions, reactions, triggers, feedback, virtually anything.
For example—
Your last interview
Your last (in person or virtual) meeting or an earlier meeting
Your last lunch meeting
Your last small OR big mistake
Your last small OR big success
I’ve long been curious about courage. My most recent connection is to it being one of the 5 Scrum Values and, when asked, it always emerges as my favorite value.
Why? Part of me doesn’t really know why.
I am a big fan of the Wizard of Oz and the Cowardly Lion role. Always smiling when he—finds the Courage that was essentially always inside of him.
Another aspect is that I think it takes a great deal of courage to show up as an agile leader, agile coach, or other change agents in agile transformations. It certainly isn’t for the timid or faint of heart!
So, imagine my delight when I found the reference on Lion’s Whiskers to their 6 Types of Courage and the thinking around it. It expanded the nuance and depth of understanding around the term. So much so, that I’d thought I’d share it with you.
Although many times we see a blend of two or more of these types of courage, there is generally one that dominates the occasion.
Here are the six types of courage:
I think it’s hard to walk your talk publicly. But especially challenging in the world of agile coaching. I recently saw this post by Lucia Baldelli and thought I’d share it because it struck me as a wonderfully courageous act on her part.
I found the comments interesting as well.
I don’t think I’ll add anything else, as I think her—
Courage,
Role model,
And, Authenticity…
Speaks for itself!
If you care to check out some of my own ideas on coaching ethics, you can read more here.
Stay agile my friends, AND thank you, Lucia!
Bob.
I ran across a post on LinkedIn by Huy Nguyen. I think I’ve met him briefly at an agile coaching retreat or event, and he struck me with his thoughtfulness.
The post was titled an Agile Coaching Thought of the Day where he posited the following question:
Is there a Western/Colonial bias to the Spiral/Laloux developmental models?
In and of itself, a thoughtful question.
Here’s a large part of his post—
In Agile settings, I question the value the use of these "developmental" models. Teal is not a business objective. It's not a requirement for a successful business, yet we often put a bias toward it - as if coaches have an agenda to push clients into. Agile falls prey to the same thinking. IMO this is problematic.
There are two aspects I’m noodling on in this article—
Having a Seat at the Table, versus…
Having a real Seat at the Table.
Then,
Being empowered and supported to effect change, versus…
Having real empowerment and support to effect change.
In an agile transformation to an agile mindset and agile ways of working. You might be asking—what’s the difference? Well, I’ll share some stories to explain, but before that, I should explain the role context here? Who am I referring to? Well, it could be anyone tasked with guiding an organizational agile transformation. For example:
An Agile change agent;
A Director of Agile Transformation;
An Enterprise-level Agile Coach;
An Agile PMO Director or Leader;
Or the Agile Steering Group.
Should be considering the following recommendations.
I read this LinkedIn post by Cliff Berg the other day, and it made me sad and a bit angry.
But not on the level you might think.
You see, I don’t care about Agile 2 or whether it’s better or worse than the original agile (Agile 1, Agile Manifesto, methods begun in the late 1990s and early 2000s, etc.). I don’t care to try to compare features, duel on definitions, complain about the past, or build my reputation by nit-picking something to death.
What makes me really sad is the apparent lack of respect that Cliff has for the past efforts and ideas of those whose thoughts he is building on.
What came to mind is that quote by Isaac Newton that says—
“If I have seen further than others, it is by standing upon the shoulders of giants”.
I don’t see Cliff respecting or acknowledging those that have come before him. The people, the ideas, the methods, and the intentions. The original manifesto and movement created a tidal wave of changed thinking regarding how we build software. I think it, and they deserve more than he’s giving them.
I’ve copied his original post in-line below, and I’ve highlighted the positive acknowledgments he made to the original work—
This post was inspired by another from Al Shalloway that I recently came across. In that article, I read the following—
First, should any certified Scrum trainer train a team in Scrum when they've been told by management to do Scrum? Technically, it's not Scrum since the team is being told what to do - violating Scrum's suggestion that teams should self-manage.
And it struck me how powerful the point was. Particularly since I believe the majority of agile classes, independent of the focus or certification source, are prescribed for the learners. They’re being told to attend, coerced, or forced to attend as part of some overall agile initiative.
This is a tactical focus and a huge mistake. You can’t become agile or get to an agile mindset by sitting through a class…any class! It just doesn’t work that way.
I find myself and so many others, when confronted with something, we immediately begin reacting. And it’s made me think there is an alternative reaction to immediate action. That we have the option to focus on creativity, thoughtfulness, and the power of slowing down. For example—
Stop immediately going into problem-solving or solutioning mode;
Stop immediately going into fixing mode; and
Stop immediately going into directing mode.
And instead, take more time—
For balanced consideration
To ideate
To noodle
For creating and exploring options
To consider consequences, pros/cons
To view things from a wide variety of perspectives
This connects to Weinberg’s Rule of 3.
So, the next time there is an emergency, the shit is hitting the fan, or your boss is asking for immediate action or solution…
Stop, Pause, Breathe, and then Slow Down!
You just might find yourself reacting with better results…
Stay agile my friends,
Bob.
I saw this picture on LinkedIn and it relates to one of the metaphors or thinking models I’ve often shared with folks who I coach around their careers. It’s called Ikigai and I’ll ask you to explore more about it here.
It’s simple really.
Early in my career (in many careers) I’ve seen the focus lean into—
Ikigai – what you can get paid for and what you become good at. You’re growing your skills, gaining confidence and ability, and broadening your network and experience.
Sometimes folks feel bad about leaning so hard into the money. I actually think it’s a natural leanage, but everyone needs to find their own balance.
Then, later in my career, now, for instance, I find myself leaning less towards the money and growing or broadening my skills and more so leaning into—
Ikigai – what makes a difference in the world, what gives me joy, and focusing on my central purpose for being.
Another part of this is considering my legacy or what am I leaving behind? And finally, who am I surrounding myself with?
When I saw this curve from Corporate Rebels, I thought I’d share it with you. Of course, there is nothing standard in this change or pivot. Some people make it quicker or earlier in their lives. Others, like me, take more time to do it. And still, others, don’t make it at all. And that’s all fine
Along with the related links in the hope that the curve might inspire you to reflect, consider, and perhaps (re) find your way…
Stay agile my friends,
Bob.
In June 2017 I wrote my first My Heroes segment on the blog and it was about David Hussman. It was before he passed away. Over the span of a few years, I shared a few more in this segment, but then it fell away. Not that I didn’t have any more heroes in the agile community, but I lost momentum reflecting on and sharing about them.
Well, it’s the Summer of 2022 and I’d like to revisit my agile hero’s series again. At least for a short time.
The agile world and community need members like Dan Mezick. I sometimes think of Dan as the Don Quixote of agile influencers, authors, coaches, and consultants.
Dan’s focus seems to be largely on three immensely important things in our community –
Organizational culture change,
Invitation-based Leadership, and
Invitation-based Agile adoption.
And in support of these ideas, he’s also had an ongoing crusade of sorts against the agile industrial complex.
