The Butterfly Effect Maximizing the Effects of Your Agile Coaching Interactions

@DamonPoole Eliassen Provides Agile Transformations Agile Transformation involving 800 teams Eliassen Provides Agile Transformations Checkups & tune-ups Full Agile Curriculum Consulting Agilist Have also provided consulting to EMC, Ford IT, Orbitz, Fidelity, and many others Acquired by Past President Founder CEO CTO

People tend to do the things they want to do Key Take-Away People tend to do the things they want to do ICAGILELO: 4.1.1 ICAGILELO: 4.1.3

The Butterfly Effect

The Butterfly Effect for Change Agents Achieving the best results with the least effort

Based on Satir & Tuckman Change Models Change is adopted Change introduced Team effectiveness Return to old ways Aha! ICAGILELO: 5.1.3 ICAGILELO: 5.1.5 ICAGILELO: 7.1.1 ICAGILELO: 7.1.2 ICAGILELO: 7.1.3 Based on Satir & Tuckman Change Models

Perception is Reality

Change Agent “Super Vision” What they see What you see ICAGILELO: 4.1.3

If They Don’t See It, It Doesn’t Exist! Coach Focus on the Coachee’s priorities. Work to understand why you see things differently ! ! People won’t work on opportunities that they don’t see or believe in. Likewise, they won’t worry about impediments that they don’t see or don’t agree are impediments. Opportunity ! Coachee Impediment

Standup in the Dark Pat: “Yesterday I worked on #5316 and today I’ll be in meetings all day, no impediments” Sue: “I was working on the id module again yesterday. I think it is almost done and I’ll finish it today, no impediments.” Etc, etc, etc, etc, … Chris: “I was in a meeting for the web team yesterday and also caught up on some code reviews for people. Today I have to catch up on my e-mail, no impediments. Scrum Master: “Ok everybody, good standup, see you tomorrow!”

Card Wall & Measuring Progress Day 9 of 10 Ready to accept todo implementing testing done ^ Chris Traveller wants to see their upcoming trips 2 Traveller wants to edit a booking 2 Way too much work started compared to other columns Pat Traveller wants to e-mail a hotel booking 2 Traveller wants to register with the system 3 Sue

Card Wall & Measuring Progress Day 9 of 10 Ready to accept todo implementing testing done Traveller wants to e-mail a hotel booking 2 Traveller wants to see their upcoming trips 2 Admin wants a report of site-wide activity 5 Traveller wants to edit a booking 2 Traveller wants to delete a booking 1 Traveller wants to register with the system 3 Insufficient progress Traveller wants to enter a booking 3 Traveller wants to copy a booking 2

Options ! For any particular opportunity or impediment, there are multiple options. As before, the options that the Coach and Coachee see or believe in will differ. ! Opportunity ! Impediment

Introducing: ADKAR

ADKAR Individual Change Model Awareness of the need to change Desire of the individual to change Knowledge of how to make the change Ability to make the change Reinforcement of effort until change succeeds ICAGILELO: 5.1.3 ICAGILELO: 5.1.5

Resistance to Change vs Desire to Change Feels Risky Trained Unknowns Supported Resistance Desire to Change Stressed Given Slack Overloaded Clear Benefits ICAGILELO: 5.1.3 ICAGILELO: 5.1.5 Low Benefit Involved

Find the Butterflies Brainstorm changes that people at your table could make Determine which changes are most likely for the most people at the table to make Based on: Awareness Desire to do Knowledge of how to do 10 min ICAGILELO: 5.1.3 ICAGILELO: 5.1.5

Share the Butterflies ICAGILELO: 5.1.3 ICAGILELO: 5.1.5

Using ADKAR to Achieve the Butterfly Effect Change is adopted Awareness Desire Knowledge Change introduced Team effectiveness Return to old ways Aha! ICAGILELO: 5.1.3 ICAGILELO: 5.1.5 ICAGILELO: 7.1.1 ICAGILELO: 7.1.2 ICAGILELO: 7.1.3

Using ADKAR to Achieve the Butterfly Effect Change is adopted Change introduced Gained Ability Team effectiveness Return to old ways Aha! ICAGILELO: 5.1.3 ICAGILELO: 5.1.5 ICAGILELO: 7.1.1 ICAGILELO: 7.1.2 ICAGILELO: 7.1.3 Reinforcement (aka support)

Maximizing Return on Involvement

Deciding on Approach “How should I… ?” “Could you show me how to… ?” “Can you teach them how to… ? ”Please do this for us?” Perceived Need Always start with Coaching Coaching Help them figure it out for themselves Mentoring Increase their skills and abilities People may phrase requests in a form that suggests coaching, mentoring, teaching, doing the work. No matter how the need is perceived, always try to go to the highest level possible, starting with coaching. ICAGILELO: 1.4.2 ICAGILELO: 7.5.6 Teaching Increase their knowledge Solving Solve the problem for them / do the work

Problem Scenarios Briefly write down a couple of scenarios where someone came to you with a problem where you took the action of: mentor, teach, or solve. Describe The scenario The actual action taken (Mentor, Teach, or Solve) The result Choose scenarios with different actions. Eg, one that involved mentoring and one that involved solving ICAGILELO: 1.4.2 ICAGILELO: 7.5.6

Maximize Agile Coaching ROI (Return on Involvement) High Low Low High Desired Outcomes. Increases in: Awareness of potential changes Desire to change Agile knowledge Agile ability (aka skills) Agile thinking Ownership Actions Coaching Mentoring Teaching Solving Involvement Return Always be thinking in terms of maximizing your Agile Coaching ROI “Am I mentoring when I should be coaching?” Always be looking for ways for the coachee to take ownership of situations ICAGILELO: 1.4.2 ICAGILELO: 7.5.6

Maximizing ROI As a group, choose a scenario What are some alternative actions that might have increased the ROI? High Low Low High Desired Outcomes. Increases in: Awareness of potential changes Desire to change Agile knowledge Agile ability (aka skills) Agile thinking Ownership Actions Coaching Mentoring Teaching Solving ICAGILELO: 1.4.2 ICAGILELO: 7.5.6 Involvement Return

Share the ROI ICAGILELO: 5.1.3 ICAGILELO: 5.1.5

Awareness Building

New Behaviors Require Ongoing Support Until Ingrained Complacency Inertia Resistance Impediments 4 – Ideal Agile Maturity Being held regularly and on their way to stage 2. Not being held. Positively adapted to the needs of the team Daily, short, effective. Runs well even without somebody officially responsible for the meeting. Team does an on-the-spot analysis of progress towards shippability and takes corrective action if needed. 80% daily participation from the team, main meeting is less than 20 minutes, real impediments regularly raised, focus is on the team’s stories, team wants to be there. 3 – Agile You 2 – Sustainable 1 – In transition 0 – Impeded Standups

Enterprise Agile Maturity Understand your current state Set and track progress towards Agile adoption goals Use organizationally and team-by-team 60 Indicators Impeded In Transition Sustainable Agile Ideal Organizational Support Team Dynamics Team Structure Set reasonable goals for progress as well as an expected timeline. It will likely take longer than expected, but as progress is made or not made, having goals and a timeline are useful for helping to structure the conversations around progress and what needs to be done. 240 small potential changes! Product Per Team Process Mechanics Engineering Practices

Q & A