Podcast appearances and mentions of David L Marquet

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Kim was working with a new team, with a new PO. However, this team had a history in that organization, and their culture was already established. A lot of people came in with their own beliefs, and the inevitable culture clash happened between the “new” PO and Scrum Master, and the “old” team members. In this segment, we talk about how important it is to bring these issues up with the team and have them process/learn from the conflicts that are happening. This led Kim to understand that when teams (think they) “know the best practices”, they are not motivated to learn and improve.  Featured Book of the Week: Corporate Rebels: Make work more fun by Joost Minaar et al. In Corporate Rebels: Make work more fun, by Joost Minaar et al., Kim found examples of how different companies have taken decisions to the teams, and empowered them to take responsibility for their own work and success. She found those stories inspiring.  In this segment, we also talk about Turn The Ship Around! By David L. Marquet, a book we've reviewed with the author here on the podcast.    [IMAGE] How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta! About Kim Hinsch Kim is an agile enthusiast, that has been stung by the power of games, communication, and psychology. Kim practices every day the fine art of making magic happen the agile way. And what makes her heart beat faster is supporting teams and organizations on their magical journey across the hills of excellence and effectiveness. You can link with Kim Hinsch on LinkedIn.

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Kyla was working with a team that was under a lot of pressure. They were busy, and stressed. No one in that organization wanted to disturb, or interrupt this team. So much so, that planning was done only with senior people. However, by not wanting to interrupt the team, the organization was making the team unaware of why they were working on, and confused. The story changes when the Product Owner starts involving the team in planning and decision making.  Featured Book of the Week: Leadership is Language by David L. Marquet In Leadership is Language by David L. Marquet (a previous guest here on the podcast), Kyla learned about how language impacts people and behaviours. A key lesson for us, Scrum Masters. In this episode, we also talk about The Skilled Facilitator by Roger M. Schwarz, where she learned some of the concepts she now applies in her work as Scrum Master.  How can Angela (the Agile Coach) quickly build healthy relationships with the teams she’s supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta! About Kyla MacDonald Kyla imagines a world where the talk at Friday drinks is all about the great things we achieved in the week, what we learned, and what we can try next. As she puts it, people who find satisfaction, meaning, fun, and growth in their work, will naturally be in a better position to find the same in their home life. The thing that excites Kyla the most about agile is how concepts and principles apply to any and every area of your life. Which for her is running, paragliding and life on her hobby farm (they call it a lifestyle block in NZ). You can link with Kyla MacDonald on LinkedIn and connect with Kyla MacDonald on Twitter.

In the new Scrum guide update, one of the key but subtle changes has been on the phrasing that teams must be “self-organizing” to now saying that they must be “self-managing.” So what might leaders do to help teams move forward in a direction of becoming more self-managing?   Joining Dan to discuss this topic and share his insights is return guest and AgileThought colleague, Michael Guiler. Mike is an agile consultant at AgileThought. He has been an agile coach for over 13 years and has experience helping geographically dispersed organizations (in both the business and technology fields) to transform and better achieve their goals.   Having done a fair amount with leaders himself, Mike has a ton of great insights on what leaders need to do to move their organization and teams in the direction of self-management, how to shift from a leader-follower to a leader-leader, why an organization would want to become self-managing in the first place, and the techniques and tactics leaders can use to enable self-managing teams. Don’t miss out!   Key Takeaways What does self-managing mean? Why would you want a self-managing team as an organization and a leader? Ultimately, you’re trying to build an environment where the organization and the people are really your focus If you can make your people happy, your organizations will take off and you will no longer have to be the “puppet master” that is pulling all of the strings Value the people and the interactions over the processes and tools “When we can get an organization to focus on the people and realize that they’re not resources … they really unleash the power of the organization.” — Michael Guiler A self-managing team can make really good decisions and have a great impact on its customers How to begin to move towards self-management and transition from a leader-follower to a leader-leader: Through an intention-based leadership model Nurture an environment that creates safety for your team Have open conversations with your team on self-management You should have a good idea of where the organization is going as a leader in order to get to a place where it can self-manage It is important to be completely transparent and make sure that everyone is on the same page about the organization’s vision and “why” The vision should be matched with feedback from the bottom (and left to right, etc.) so that it’s not a power dynamic Enable the team’s communication and ability to deliver based on the vision Get clear about how decision-making happens based on the type of decision Make sure that the proper authority for making decisions aligns with the vision and is clear Techniques and tactics leaders can use to enable self-managing teams: Story mapping is an incredibly valuable tool for software development teams to get everyone on the same page and aligned with where the organization is trying to go Sometimes a team member doesn’t have the competency or skills to become self-managing, it is your duty as a leader to fill those gaps, give them the information they need, and help them grow Give your team water-wings before you throw them in the pool! (i.e. Give your team safety so that when a mistake is made it gets caught and is not catastrophic) Challenges for leaders new to the servant leadership mindset: It takes time to change a “command and control” environment (i.e. the leader is used to “pulling the strings” and the team is used to having to wait for the strings to be pulled before they take action) If your team doesn’t understand the big picture they can’t self-manage effectively A lack of vision and understanding at all of the levels prevents self-management of the organization If you punish/reprimand team members for making the wrong decisions, they will eventually stop making decisions on their own (halting theirs and the team’s ability to become self-managing) Resources for leaders on unleashing your organization’s self-managing potential: Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet User Story Mapping: Discover the Whole Story, Build the Right Product, by Jeff Patton   Mentioned in this Episode: Michael Guiler Agile Coaches’ Corner Ep. 87: “Intent-Based Leadership with Michael Guiler” Agile Coaches’ Corner — Trainer Talk Ep: “Why Has Self-Organizing Changed to Self-Managing in the New Scrum Guide?” Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet Esther Derby User Story Mapping: Discover the Whole Story, Build the Right Product, by Jeff Patton Thinking in Systems: A Primer, by Donella H. Meadows   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Today Dan Neumann is joined by fellow AgileThought colleague and return guest, Andrea Floyd! Andrea is an enterprise agile transformation consultant at AgileThought with over 25 years of experience in software development and management. She is an innovator who has led multiple organization-wide scaled agile implementations, and she has also architected innovative solution strategies and roadmaps across many frameworks (including Scrum, Kanban, and the Scaled Agile Framework).   In this conversation, Dan and Andrea explore the topic of “Big Room Planning” — what it is, when you would use it, and how to do it. Andrea also shares the benefits of it as well as some advice on how to do it most effectively in your organization.   Key Takeaways What is Big Room Planning? The “what”: Big Room Planning is for when you have a need to bring together multiple teams to collaborate and get alignment on how they’re going to work together to achieve a set of objectives and/or goals for a certain time increment It is an event where you bring teams together to have a collaborative conversation and create a forecast on what you hope to achieve in a given amount of time In this conversation, you identify measures and/or time frames where you can have check-ins in order to see how you’re progressing or where you need to make some shifts It is called Big Room Planning because it implies you would use this technique when you are trying to coordinate across interdependent teams or teams that have a level of impact on one another It’s all about coming together and being able to see potential points of intersection Big Room Planning gives the opportunity for different teams to see the different challenges they are encountering and reach their destination together What Big Room Planning might look like: It can be as “big” or “small” as necessary Though it is more beneficial to do it in person, you can use Zoom or Microsoft Meets to hold this event It is a big commitment and can run from two to three days, depending on where the organization is at in your product lifecycle and your path forward  Other great collaboration tools: MURAL and Miro The benefits of Big Room Planning: The “why”: it is essential to help in achieving alignment and a shared understanding so all teams can move together in the same direction It’s important to plan as a collaborative enterprise so that you can sequence work, have the necessary conversations about timing and dependencies, and make everything visible This forecasted plan arms the business decision-makers with the right information, transparency, and openness to converse with anyone in the organization How do you adapt Big Room Planning to “Small Room Planning”? Even if you’re an individual team, it doesn’t mean that there is not a need to forecast when features are going to be understood You can do this for a single team and use feature points to give an understanding of the complexity and plot them on a roadmap What can make Big Room Planning more effective: Roadmaps Milestones Program boards Feature points (which can help you understand the relative effort and complexity of those features [just like when you do sprint planning and you have story points, feature points help you understand your capacity and your availability for your team/s]) A true commitment and investment of everyone involved is key for a positive outcome It is important to understand the “what” and the “why” Making everything visible so all teams can see how things are progressing Establishing a working agreement is very helpful in coming up with your operating guidelines, what the outcomes you’re seeking are, and structuring out meeting times   Mentioned in this Episode: AgileThought.com/Events — Visit for AgileThought’s upcoming virtual events & RSVP! Agile Coaches Corner Ep: “Agility: Not Just an ‘IT Thing’ with Andrea Floyd” Agile Coaches Corner Ep: “Getting to ‘Finish’ as a Scrum Team with Andrea Floyd” Agile Coaches Corner Ep: “Reasons Why Agile Transformations Don’t Stick with Andrea Floyd” SAFe Zoom Microsoft Teams Agile Coaches Corner Ep: “Setting Up Working Agreements with Christy Erbeck” MURAL Miro Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Better late than never, rachel and Kendall Have Opinions About 2020: * Introverts and extroverts, living together in perfect harmony (on this podcast, at least) * How to meet new podcast guests, the Kendall Miller Way * Pie and the art of house maintenance * Cheater's yeast, and the ubiquitous breadmaking theme of 2020 * Guilt and all its many facets * Coping mechanisms (some people buy bikes, some people go for uphill walks) * 2020 episode highlights, sponsored by rachel's terrible internet connection * The substance you're using to get by during the pandemic is (probably) OK * 50-something episodes, and over 25,000 downloads! * Find us on Twitter to tell us what you think! @djpiebob and @blatanterror * Discussion of the 2020 episode highlights above :) * Hiring for additive benefits vs sameness * GIving up control to get better results * (Kendall probably does not like beets, stay tuned) * Recommendation for Turn The Ship Around by David L. Marquet * rachel is excited about working on a to-be-named leadership book project * The power of hope as a third way to move forward into 2021 Special thanks to Mel Stanley for our theme music

This week on the Agile Coaches’ Corner, Dan Neumann is joined by a new guest, Michael Guiler! Mike is an Agile Consultant at AgileThought. He has been an Agile coach for over 13 years now and has tons of experience helping geographically dispersed organizations (both business and technology) transform to better achieve their goals. His focus is on helping organizations learn and apply the values and principles of the Agile mindset to continuously improve.   In this episode, Dan and Mike will be focusing on the topic of intent-based leadership and the key leadership characteristics that allow for intent-based leadership. Mike shares how an organization can begin to take the first steps towards intent-based leadership, how to avoid common pitfalls, and shares his best practical tips and advice on embracing intent-based leadership throughout the organization.   Key Takeaways What is intent-based leadership? What problems does it solve? Helps to get the entire team to chip in and no longer wait for approvals and sign-offs Takes the pressure off of one single leader and unlocks the potential of every employee The opposite of directive leadership Changing the pattern from leader-follower to leader-leader Those in the leadership level are not telling people what to do/how to do it; they are setting goals and directions The ‘followers’ are engaging their creativity, mind, and intelligence and leveraging those skills and sharing their solutions with the leadership (this gives the organization a great opportunity to learn and exposes leaders to things they hadn’t thought about before) Getting started with intent-based leadership/Characteristics of leadership to allow for intent-based leadership: Before the leader-leader pattern can take place a lot of growth has to take place Keep in mind that this process won’t happen overnight Immediately begin to address competence — leadership at all levels can’t thrive if your team doesn’t have the skills or knowledge to prioritize and take action Establish safety — mistakes will happen; it’s how we react to those mistakes that will enable leadership at all levels to thrive or to fail miserably Use mistakes as a learning opportunity rather than punishing an individual Be curious and ask good questions from a place of true curiosity Challenge your preconceived notions of how things have always been done Embrace new ideas and thoughts — there’s a real chance you’ll learn something! Allow time for the team to talk out loud Respect others opinions and encourage others to have their own point of view It’s hard and will take a lot of time and investment (but it’s money well-spent — the productivity will explode) It’s important to set guide rails in the technology world Focus on the goal/outcome instead of the ‘how’; set clear intentions and let the team figure out how Adopt the “I intend to” language pattern Mike’s intent-based leadership tips: Once the competency is established and you’ve gotten your organization thinking about it, it is important to establish safety (without safety people won’t bring their creative-selves or do anything new) It is key crucial for the team to know what the goals are Have an “ish” mindset; decisions and actions being taken won’t match yours and that’s OK! Overcome urges to command and control Be tolerant of differences and encourage different points of view Mike’s recommendation to further learn about intent-based leadership: Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet   Mentioned in this Episode: Michael Guiler Agile Coaches’ Corner Ep. 84: “Getting to ‘Finish’ as a Scrum Team with Andrea Floyd” Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David L. Marquet Forbes article regarding psychopathology in CEOs   Michael Guiler’s Book Picks: The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, by Stephen Denning Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!