Podcast appearances and mentions of diana larsen

Give Us FeedbackIn episode 100 of the ACN podcast, we celebrate being the longest continuously running podcast focused on Agile and improving work practices in companies. In this episode, we also examine how Lean and Agile principles and methodologies complement one another. Are they compatible? Should one take precedence over the other? Tune in to find out! Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, April Mills,  Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

What does soccer, soda, and software have in common? According to Jim York—everything. In this episode, he and Brian Milner break down what great teamwork really means, why shared goals matter more than job titles, and how understanding your team’s unique contribution can unlock better flow and results. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with veteran Agile coach and trainer Jim York for a deep dive into what makes real teamwork tick. They unpack what separates a group of coworkers from a high-functioning team, explore the role of shared goals in driving motivation, and walk through value stream thinking using vivid analogies from sports and soda cans alike. Whether you're part of a Scrum team or leading cross-functional initiatives, this episode will help you think differently about collaboration, flow, and how teams can work better together. References and resources mentioned in the show: Jim York Jim's Blog Jim's Video Library Lean Thinking: Banish Waste and Create Wealth in Your Corporation by James Womack & Daniel Jones Liftoff Vision: Launching Agile Teams and Projects by Diana Larsen & Ainsley Nies GoatBot Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Jim York is a business owner helping teams discover how to delight their customers. He uses systems thinking, agile and lean to co-create resilient, learning teams. As a coach, he works with his clients to help them grow in directions that matter to them to achieve their goals. Jim is a Certified Agile Coach®️, holding both the Certified Enterprise Coach and Certified Team Coach credentials; Certified Scrum Trainer®️; Agile Fluency®️ facilitator; LeSS Practitioner. In 2007, Jim co-foundered FoxHedge Ltd with his wife, Melissa York. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back here for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the very distinguished gentleman, Mr. Jim York with us. Welcome in, Jim. Jim York (00:12) Well, thank you, Brian. Glad to be here. Brian Milner (00:15) Very excited to have Jim with us. We were just chatting before and Jim and I met years ago at a conference. We got introduced by a mutual friend, Mr. Kurt Peterson, who has been on the show. He came on a little bit earlier to talk about Kanban. And just for those people who aren't familiar with Jim, Jim is a co-founder of a company called Fox Hedge. And he has been an Agile coach, a Scrum trainer for quite a while now and I give him the title Luminary, kind of scrum luminary, thought leader, been around doing this for a while. I hope that doesn't sound insulting in any way, Jim, to call you that. Jim York (00:55) Nope, nope, just trying to shine my light and help others shine theirs. So that's what a coach does. So. Brian Milner (01:00) Awesome, Cool, well, we wanted to have Jim on because we had this topic that it's kind of a broad topic, but it's, I think, actually crucial to today's world. And that's just the broad topic of teamwork itself. So I'll start this way, Jim. I want to get your opinion. In today's world, with the changing kind of landscape with AI and everything else that we see that's kind of influencing how we work, has teamwork had its day? Is it time now for something new or is teamwork still the best way to build things? Jim York (01:34) Yeah, well, teams are universal. I think once you get more than one single individual and you get some task that requires more than what one person can do, it's inevitable. We've to work together. And so I don't see that going away. It might change a bit. But in many ways, think the things that we face today are, in many ways, things that we faced before. They might be showing up in a different way, but I think there's some universality. universality to teamwork. Brian Milner (02:03) Yeah, I agree. And so what do we mean by teamwork? Why don't we define that a little bit for everyone? Jim York (02:09) Yeah, I guess we have to step back and start looking at what's a team. If we talk about teamwork, there's this whole expression, teamwork makes the teamwork. So what's a team? And the classic definition of a team is it's a group of individuals working on a shared goal. And so it's kind of like built into the definition, we're working on a shared goal. So teamwork is that combined action. Brian Milner (02:13) Yeah. Yeah. Jim York (02:32) And so that's kind of the general concept. It's, you know, some of the parts, you know, is greater than the whole. And so it's taking that mix of experiences, knowledge, skills, and bringing them together and having that dynamic, that energy, and kind of focusing it in the same direction. You know, that's really what teamwork is about. Brian Milner (02:55) Yeah, it's good to clarify it, because I think the word team gets quite widely used in today's world. you'll hear people describe that, hey, that's my sales team. When you look at it and how they actually work together, there's not really a lot of teaming actually happening. It's just a group of individuals who have the same job and that. that format. I do think you're right. It's important to understand the difference between that kind of a team and what we're talking about here as a team. Jim York (03:25) Yeah, there are different kinds of teams and people in a sales team, even if they're not working with each other, the fact that they have a shared goal does create some sense of team. And there's different teamwork where everybody's providing kind of their unique thing. And then you have, I think like a team in a rowing, when you have like four people in a rowboat. they might have somebody who's steering the boat, you know, but they have the four people holding onto the oars and, you know, they're working at a similar cadence. You can say to a certain degree they're individuals. I don't know if they're fungible. I don't think they're necessarily fungible, but they're working together to accomplish that shared goal. know, the people in rowing, that's different from people on like a soccer team. You know, on a soccer team, you're... You got the whole pitch, you know, you're all over the place and the ball's moving around and there's this kind of coming together and going apart of various team members interacting at different places and at different times throughout the game. You're kind of acting dynamically to where the ball is and where the opponents are and where they are on the field. And so there's this creativity that occurs there that's kind of a different kind of creativity than you might see in a rowing type of competition. Brian Milner (04:18) Yeah. Jim York (04:42) But yeah, I think there are different kinds of teams, but I think that universal theme of being a group of individuals that are having that shared goal, I think that's the thing that's in common. It's not the nature of the work that some people might call agile versus predictive or planned work. mean, the concept of a team is more universal thing. Brian Milner (04:43) Yeah. Yeah. I like the example of kind of the crew, right? Of rowing and stuff. I think that's a good picture because you're right. I mean, it's very subtle, but there's a lot of combined movement. And if one person is off a little bit, it really affects how others are working. I've used the example sometimes in my classes as a contrast to think about like a golf team. You know, like the idea that you have the group of people who, again, I say this in classes. So anyone listening to this who's a golf expert, it really loves golf. Please, email in and tell me if I'm wrong about this. But this is what I say in my classes. You know, if you're on a golf team, it's a group of individuals who are each shooting their own 18 holes. But then at the end of the round, you just total up the score. And if you have the lowest lower score than another team, then you win, right? But it's, When I'm shooting my 18 holes, I'm not necessarily aware of what everyone else on my team has done or what they're doing at the same time. We don't play off each other, right? I don't take the first shot and then they take the second shot. It's all on me to do my best. And then hopefully everyone else has done their best and we just kind of see how it works out at the very last second. Yeah. Jim York (06:17) Yeah, so teams are different. know, teams are definitely different. And I think it's that idea of the shared goal that is the thing that kind of the glue that holds the team together and that shared goal that can be at various levels. I mean, it can be at this grand big picture level. You know, sometimes what's referred to as a product vision, it can be at a more discrete team level. Sometimes that's referred to as, you know, our our unique contribution to the product division. So that would be like our team mission. And then there's maybe, you know, a specific task. And so, you know, we might be working on a specific, very small, discrete task. And, you know, there's a potentially a group of people working on that thing. And, and, and those people have that shared goal of moving that task, you know, through a process to a completion state. And so there's, there's some variability here in the different kind of levels and Hopefully, there's some alignment between those different levels when you're talking about a team. Brian Milner (07:14) All right, so there's some different kinds of teams and it kind of is wide ranging in how we would describe it. There's different configurations, but we have a single purpose. We're working together towards a single purpose. That's kind of our unifying factor there. So then what makes teams work? What's the glue other than our purpose? How do we actually... Combine efforts, how do we play off each other's strengths? How does that happen? Jim York (07:47) Yeah, well, it depends, right? I mean, that's the classic consultant's answer. It depends. How do we play off of each other? If you're in an environment where you've got a known solution to a known problem and you're just executing steps in a plan, those dynamics are pretty well understood. People in that process can be trained to do different types of activities. They can gain experience in that. Brian Milner (07:50) Yeah. Jim York (08:08) That's a fairly predictable kind of process, but then there are others where it's emergent. And so we have to kind of figure it out on the fly as we go. And even those environments where it seems that we've got a pre-existing solution, there is a very clear variable there, and that's people. People show up different every day. I might have had a poor night's sleep, and people might think, well, Jim's normally fairly easy to work with, but wow, today he's... got a short temper or whatever it might be. And so we have to of figure out on the fly how we adapt to those variables. anything that has to do with people, you're going to have some variability. think stepping back, Brian, I think one of the things that is important to kind of understand or get a sense of what part of the system that we want to understand when we're talking about a team and they are dynamics, they actually are fitting within some sort of product ecosystem. And so where are the boundaries of what we mean by our shared purpose, our shared vision within that ecosystem? There's a classic book called Lean Thinking by James and Womack. And there's a really interesting example, simple diagram in the book of a value stream. And it's a value stream of a cola can. And it's kind of fascinating. You kind of see this very simple value stream in there and it starts with aluminum being, well, not the aluminum, but the bauxite actually being mined. And it goes through a reduction mill and then to a smelter. And then it goes through some hot rolling and cold rolling process. And so finally you get basically rolls of sheet aluminum that go to a can maker and the can maker is cutting the cans that are then formed into the cola can. You know, and that can maker is actually the middle of the value stream because all the things I've described so far are upstream. Downstream of the can maker, once they've made the cans, the cans go to a can warehouse somewhere and they sit there until a bottler says, hey, we need some cans because somebody's ordered some cola. And so, you know, the cans make their journey to the bottler and they get filled and then they get... Brian Milner (10:01) Hmm. Jim York (10:17) go to a bottling warehouse and of course there's transportation, there's trucks carrying these empty cans from the can maker to the bottler and then the filled cans from the bottler to the bottler warehouse and then ultimately they go to some wholesale operation and then to a retail store and then you and I perhaps will go into the store and buy a six pack of cola and we go home and we drink the cola. And so you see this very simple kind of journey, this little value stream. from the perspective of the can maker. And so, first time I encountered that value stream, I'm sitting there looking at the can maker and I'm asking myself the classic question that I ask my clients. One of the first questions I ask is, who's your customer? And so for the can maker, it can be very easy to look at that and go, well, it's the bottler because the bottler is the one who places the orders for the cans. So clearly the customer for the can maker is the bottler. Of course from a lean perspective we look further down the stream We were looking at the end of the stream to see you know, what's what's it all for? What's it all for? And if you look at the diagram you get to you know finally to the end of the stream and there's the home where the person's potentially sitting on their couch and enjoying you know that that cola and so you know if you think about all the different steps along the value stream from the mining to the to the smelting to the bottler and Brian Milner (11:17) Ha Yeah. Jim York (11:38) the can maker themselves, the retail store that's selling the cola. The thing that you would ask them that would be the glue that would hold them together for this would be what Diana Larsson and Ainsley Nees call in their lift off book, the product vision. And so the product vision is really kind of what's it all for? And the cool thing about a product vision is it's very concise, it's very succinct and everybody can hold it in their heads very easily because of that. It's typically one sentence. And so I'm going to speculate this because I'm not a, I'm not part of this value stream where Cola makes its journey to people in their homes. But I'm guessing the product vision for all of these various people along the value stream boils down to something along the lines of our customers enjoy a convenient, refreshing beverage. And so the cool thing about that simple statement is that Brian Milner (12:23) Mm-hmm. Jim York (12:28) If you were to go to the mine and ask a miner and say, some of this bauxite that you're mining, in the context of this soda, what's it all for? Now, they're probably mining bauxite for a variety of different customers and a variety of different products. But in the context of this particular value stream, they could look down to the end of the stream and say, it's all about that person sitting on their couch at the end of a long day who simply wants to have a convenient, refreshing beverage. And so that's what you know, this particular product vision is. And so that kind of calls into view a couple of things. One is context is important. So when we're talking about the product, we have to be very specific about what it is that we mean, who is that customer at the end of the stream, and what is the experience that we want them to have. And so this product vision is, as I said, very simple. our customers experience a convenient, refreshing beverage. Now, that makes it simple in terms of this particular value stream, but it also makes us aware that it's very complex for the miners because they've got to deal with competing interests from a whole lot of different customers. And so if they've got limited capacity, they may be trying to figure out, which customer do we satisfy? And so the usefulness of the product vision is being able to go to that mining company and say, do you find value in, do you want to support this activity of creating this experience for this customer with convenient refreshing beverage? And if they buy into that, if they agree with that, that's your leverage, that's your argument. why you should deliver against this value stream versus some other value stream. Now, you don't always win that argument, which is really what life is about, is we're always dealing with trade-offs and we're dealing with different options or opportunities. And so I think that's one aspect of this. But when we talk about the team in the context of a product vision, The team is huge. The team is absolutely huge because it's not just a can maker and the can maker team. It's also the bottler and the bottler team. It's maybe the truckers union that's providing transportation between these different things. the retail store. It's the retail warehouse. All of them potentially have their own concept of team. And in order to create value, it's not just what you do and provide to your next partner on the value stream. You have to really pay attention to the entire value stream because ultimately anything that doesn't come together in the right way at the right in the right place right time It puts it all at risk It puts it all at risk. So I think it's important that we kind of understand the product vision this highest level glue that holds us together and then at a more discrete level look at your team, for example the can maker and What is their unique contribution? In Liftoff, Diana Larsson and Ainsley Niece call this the team mission. And so what is the team's unique contribution to the product vision? And so for the can maker, it's also fairly simple. It's like, we make the cans. And they could flavor that a bit with, they use the latest technology and they use environment. sensitive manufacturing processes, know, they source things using sustainable, you know, approaches and the like. at the team mission level, we're getting a little bit more discreet in terms of what it is that that team is contributing to the greater whole. So think part of this is just kind of stepping back and thinking about what it means to be a team. Brian Milner (16:12) Hmm. Jim York (16:24) You know, are we talking about we're a team that's the collection of all of these things? At times that might be a useful way of thinking about it. At other times we need to kind put our heads down and focus on what our unique contribution is and make sure that we're doing the appropriate job there. Brian Milner (16:24) Hmm. Yeah, this is fascinating because so what I'm hearing is that really we have to expand our thinking a little bit about teams because teaming teams are, know, in one sense, the small group that you're working with on a on a regular basis, but it's there's a larger team concept as well of the entire value stream from end to end. All the people who are contributing, they all are are working towards that ultimate goal of, in your example, someone having a refreshing beverage at the end of their long, day at work? And how often do we actually realize that or look at that? Are the miners really even aware of the fact that they're contributing to that sort of a larger team goal? I think that's a great question. Jim York (17:21) Yeah, that's an excellent point. And what are the implications of either that awareness or lack of awareness? And I think this kind of comes to play when we think about what motivates teams. If all I know is that I'm mining bauxite, that might work for some folks. That's enough motivation. Sometimes people say my paycheck is enough motivation. Brian Milner (17:44) Ha ha. Jim York (17:45) But if you really understand what it's all about, that maybe ties into a bit of self-worth, that I'm a contributing member of society. It could also help you make the right decisions and perform the right actions if you know ultimately what this is gonna lead to. And sometimes that's a calculation that's done in terms of the quality. of the work that you're doing or the output that you're creating. For certain applications, the quality might have certain characteristics where the quality has turned up very, very high in some areas or maybe it's lower in other areas because it's good enough. And if you overbuild quality, you might be introducing some waste because it's not. It's not necessary for the job at hand. In other places, if you deliver below quality, you introduce some risk that the product is not going to be, or the ultimate customer experience is not going to be what it is. I don't know about you, but I've occasionally gotten one of these plastic soda bottles where they've made the plastic so thin for the soda bottle that the liquid is actually needed inside the bottle to maintain the structural integrity of the bottle. Brian Milner (18:54) Yeah. Jim York (18:54) And if I were that customer sitting on the couch at the end of a long hot day, let's imagine it's a white cloth couch and I'm drinking orange soda and I reach over to pick up the soda and my hand, you know, grasping around the soda bottle, all of sudden the soda bottle just collapses in my hand and orange soda goes all over me and the couch and everything else. mean, that's, you know, there's some quality characteristics, some specifications around that. Brian Milner (19:02) Ha ha ha. Jim York (19:18) container that that plastic container that has to integrate well into the rest of the process. It has to work with the bottler and it has to work with the consumer when they're actually using it. So it's understanding the whole can certainly help teams feel a sense of purpose and also can guide that decision making in those actions around it. Brian Milner (19:30) Yeah. Yeah, I think that's an important thing to keep in mind and remember because, you you mentioned, you know, some people would say paycheck is a motivator. And I, you know, I, I kind of subscribe to the Dan Pink kind of motivation philosophy that, know, that, can only do it so far that it is a motivator, but it is a motivator only to a certain point. Beyond that point, we need more. We need more to motivate what we're going to do. Cause you know, there's a million things out there that can give me a paycheck. I could work in a lot of different places, but I've chosen to do what I do for a reason. There's something that fulfills me from doing that, or I prefer it in some way to what my other options might be. I know I've heard people say this in classes before, the idea of how do you have a vision for somebody who builds clothes hangers? We have this talk about vision, this grand design. Big purpose. Well, how do you do that for someone who has clothes hangers? You know, like I get that, you know, there's not everything, every product in the world has, you know, a save the world kind of vision, right? But I think you can, in your example of kind of the mining thing, I think is a good example of this because you can connect it to that ultimate value. And when you connect to that ultimate value, it doesn't that motivate people more to think, hey, I'm helping someone who's had a hard day. I know what that's like. Have a hard day, sit down on your couch and you just want to relax a little bit. Yeah, I want to help that person. Like that, is something that that'll gets me out of bed, you know? Jim York (21:06) Mm-hmm. Yeah, and I think that does require you to think beyond what we often think of as being the team. Because to make it all come together and result in that ultimate product vision, that, you know, the person having the convenient refreshing beverage, in my example, you know, all of those different parts have to come together. And any one of them, if it doesn't happen, you know, that we don't have that value that's realized at the end of the value stream. And so having that connection to what it's really ultimately about is critically important. And understanding where you fit into that and what your value add work is, I think is critically important. And so we talked about like at high level product vision, we talked about this unique contribution of your team like the can maker, and so our team mission, we make the cans. And then we get to the practicalities of the task that's in flight, the work that we're doing right now. And I think that's a critical piece of this puzzle. What is it that's the thing that's being acted upon right now? The work in process or the work in flight. And depending on what the nature of that is, I think that drives a lot of... decisions and one of them is around, you know, who do we need? So who are the actual people, you know, that have the right skills, knowledge, experience in order to do that work? And also it informs our process and so, know, again, that process could be something where it's a known process and we're just, you know, turning the crank or it might be something where we're having to figure it out on the fly. Regardless of the nature of the work, there's going to be a workflow. When we're trying to get something done, the work is going to be flowing through some sort of process. And it's that flow that really intrigues me. we want to look at the flow, especially if speed matters. And why would speed matter? Sometimes speed matters because customers want what we are building yesterday. So they want it as soon as possible. So time to value is often what's considered there. If we're something new that hasn't existed before, sometimes we're also building quickly so we can get it in front of someone to get their reaction to see whether it's fit for purpose. So we might think of that as being time to feedback. But the flow itself is there's the workflow. And so work, the nature of it is a piece of work is something that maybe an individual can go work on. Other times there's a piece of work that requires more than one person to work on. So there's an element of collaboration with that. Even when it's an individual that can work on a piece of work, usually they've received something from somebody that allows them to start that piece of work. And when they're done with that piece of work, they're passing what they've done along to somebody else and that other person is picking up. So even if... there's an ability to work on a discrete task by yourself, there's still an interaction often on the front end of that and the back end of that. So work is still flowing and we have to figure out how to collaborate in such a way that the work that is not being held up in some queue somewhere where we're getting some bottlenecks and that they're constraints. so figuring out how do you enable the work to flow and how do you enable the people to flow? Years ago, I had an opportunity to coach soccer and on my team, I taught them, in addition to like skills, I taught them three concepts. And so the first one was, everybody on the team should know where the ball is. And so it seems pretty obvious, you should know where the ball is. But if you look at this from a team building software perspective, does everybody know where the ball is? You know, what is the work that's in flight and what's the current state of that? I mean, we use information radiators to try to help people understand where the ball is, but often I don't think we use them as effectively as we might. So I'm always challenging teams to figure out, you know, how do you use your communication systems, your information radiators to enable everyone in your ecosystem to understand, you know, what's the work in flight and what is its current state? And why do you need to know that? Brian Milner (24:55) Hmm. Yeah. Jim York (25:24) Well, if you know where the ball is, you can get a sense of what are the things that are in the way of that ball moving forward. So my second rule for the team was know where your obstacles are. And so in a soccer game, you're seeing your opponents. And so you might have a great plan on how you're going to advance the ball from where it is currently down the field towards the goal. But little problem with that. You've got people on the other team trying to keep you from getting there. So you're having to react real time in the moment to those obstacles. And so in addition to everybody on the team knowing where the ball is, everyone on the team needs to know where the obstacles are. And so when you have that information, and again, for a team building software, this is the kind of thing that should be readily available in some sort of information radiator, real time ability to see where the ball is and to see what's in the way. Why is that important? Well, if you know where the ball is and you know where the obstacles are, you can position yourself as a team member to be what I called the help. And so by the help, that's the one or two people on your soccer team that if you're the one with the ball, you know you can pass to them easily. You know, that they are constantly moving around and positioning themselves to be in the place where it's possible for you to get the ball to them. So who are those two people? Well, it changes depending on where the ball is. And so what the team has to do is kind of get a mental mob. Brian Milner (26:41) Ha ha. Jim York (26:47) in their heads of the actual position of people on the field and get a sense of if the ball's here and the obstacles are here, then I should put myself here. Now, it isn't for all the team members to position themselves to be the help because that would be crazy. Just as we see on Agile teams, when somebody picks up a task, the whole team typically doesn't swarm on that task. It would be too many people on the task. Brian Milner (27:06) haha Jim York (27:16) So who shows up to work the task? The right number of people with the right skills and knowledge. So how do they know to come? It's because the work is made visible. And so they come because they see that they're needed. How fast do they come? Ideally, they're there instantly. Now, why might they not be there instantly? Because they might be working on some other tasks. And so if this were to happen in soccer game, you would see the other opponent, you know, they would be... basically scoring goals against you right and left because when you try to pass the ball, you wouldn't have somebody there to receive the ball. So knowing where your help is, if you've got the ball and passing it to that person helps you continue the flow down towards the goal. So if you're not the person who has the ball and you're not one of those two people that are the help currently, What you're doing as another team member is you are. orienting yourself on the field so that you will be the help when it's needed. And so there's this constant movement of people down the field. And where this really brings it home, I'll use this example, and I'm coaching agile teams, is they'll talk about how all their work and stuff, and I'll use the example of the soccer game and the one ball, and they say, now let's imagine you put two balls in flight. Brian Milner (28:16) Hmm, that makes sense, yeah. Jim York (28:36) Can you optimally move those balls down the field towards your opponent's goal? And typically, there is a limit, right? How many balls can you put on the field? Two, three, 15? It's like, yeah, it really drives home the point of limiting the work in process. the teamwork is made more effective and efficient if we have some sense of where the work is, what is the nature of it so that people can come and go, I call this people flow. so we're looking at things like the, well, out of... Brian Milner (29:05) Yeah. Jim York (29:09) out of the concept of open space, the law of mobility. It's like within our organizations, within our teams, can we have people flow to where the work is needed and also have people flow away from the work when they're not needed? And so enabling that autonomy of the individual to be able to go where they need to go in order to optimize the flow is a... Brian Milner (29:13) Yeah, yeah. Jim York (29:34) is a key organizational design problem. Brian Milner (29:37) Yeah, yeah, this is fascinating stuff. mean, I love the analogy with the soccer teams and that I mean, I, that makes sense to me. I love kind of where you're going with this. If people are hearing this and thinking, well, I like to hear more about this stuff. We're going to put links in our show notes back to Jim's site on this because he's got a lot of blog posts. They're kind of around the same theme on this. And we'll link to those specific blog posts for you so that you can find them. But Jim, I want to be respectful of your time and our listeners' time. So thank you so much for taking your time out to share this with us. Jim York (30:08) Well, I've been very pleased to join you, Brian. Thank you for the opportunity. Brian Milner (30:13) Absolutely.

Give Us FeedbackIn episode 99 of the ACN podcast, we explore the concept of “flow” and why it's more than just a buzzword. We explore how nurturing a state of flow can transform individual performance, team dynamics, and overall company culture. This episode marks our transition from the Agile Coaching Network to the Agile Community Network. Overall, this name change reflects our identity for some time now. We are not just a venue for discussing Agile coaching but a hub for all topics influencing the larger communities striving to create an Agile way of working.   Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, April Mills,  Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

Give Us FeedbackIn episode 98 of the ACN podcast, we delve into the broken culture within our team and company and explore ways to address it. We also discuss how to safeguard ourselves while coaching teams that are experiencing this dysfunction.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, April Mills,  Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

What’s next for Agile coaching? Brian Milner and Andreas Schliep dive into the shifting landscape of Agile coaching, the differences between Scrum Masters and Agile Coaches, and how to carve out a sustainable career in a changing industry. Overview In this episode of the Agile Mentors Podcast, Brian Milner and Andreas Schliep explore the evolving role of Agile coaching, the challenges coaches face in today’s market, and the skills needed to thrive in a shifting industry. They break down the differences between Scrum Masters and Agile Coaches, discuss how to develop a personal coaching style, and emphasize the importance of integrity and resilience. From navigating layoffs to redefining what it means to be an Agile leader, this conversation offers valuable insights for anyone looking to grow in their Agile career. References and resources mentioned in the show: Andreas Schliep Certified ScrumMaster® Training and Scrum Certification Certified Scrum Product Owner® Training Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Andreas Schliep is a Certified Scrum Trainer and executive partner at DasScrumTeam AG, helping organizations navigate complex projects with agile methodologies. A thought leader and co-author on Enterprise Scrum, he empowers teams—from startups to Fortune 500 companies—through high-impact coaching, training, and a passion for continuous learning. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We are back here for another episode of the Agile Mentors Podcast. I'm here as always, Brian Milner, and today I have someone we've been trying to get on here for a little bit, and I'm excited to have him here. Mr. Andreas Schliepp is with us. Andreas, thank you for being on. Andreas Schliep (00:17) Thank you for inviting me. Brian Milner (00:19) Yeah, very excited to have Andreas on here. Andreas has been in the community here for a long, time. He's been just really generous with his time and he's mentored a lot of people. He's a CST, a Scrum trainer. He's also a certified enterprise coach. So he has kind of those dual high level certifications with the Scrum Alliance. But he mentioned to me earlier, he's kind of always considered himself a Scrum trainer. But he's also a coach in this group called the Leadership Gift, or there's also another name here that they've used recently, Responsibility Immersion. So that might come to play in our conversation here because we wanted to talk about sort of the future of agile coaching and agile coaches in general. There's a lot of turmoil, there's a lot of upheaval and things that are shifting and changing every day in our profession. So I guess, you know, let's just dive into the topic here. Andreas, how do you see things currently? And, you know, in a broad sense, where do you see them going? Andreas Schliep (01:18) Yeah, so first of all, why am I concerned? So typically I say that I kind of, train coaches and I coach trainers. So most of my work is centered around the path of scrum masters and how they can kind of acquire the necessarily skills and insights to become actual coaches themselves. Or scrum coaches as I would prefer to say it. And that includes a lot of stuff like we want to equip them with facilitation, with training skills, with coaching skills, with systemic observations and other methods. And we've been doing that for a couple of years. And so of course we came across lots of good people, good coaches and good trainers, good consultants out there. And we kind of kept our community open. So it's not like people attend our classes and then we forget them or we only have closer relationships to our corporate customers. It's like we kind of managed to build some kind of little community. People keep coming back and we keep chatting about what's going on, what's happening in their environment. And as a mainly training focused company, one of the first effects that we notice is that our classes are getting emptier and emptier. So what's going on, especially advanced classes are not that well. So we still have some, well, yeah. basic attendance, but it's not as it used to be. well, a couple of years ago, we had like full classes and everything, and then COVID hit and we could say, okay, so COVID kind of reduced the demand for edutraining. And then the next crisis came and the next catastrophe and the next disaster. But there have also been some structural changes. I think that we are currently experiencing two effects that happen at the same time. So the one thing is that, well, Diana Larsen put it that way, Agile has won. So there's no doubt that organizations employ Agile methods and want to use Agile practices, some of them with, some of them without any clue about what that even means or what Agile thinking or Agile attitude behind it is, but still, there's no shortage on like the use of Agile or the, but there's also no shortage of the Agile basic training or educational videos, content or whatever. So people get lots of more resources than we used to get back then when we had like this one scrum book by Ken Schwabe. So read this and then you went out and said, how do I do that? So. And then came the second book by Mike Cohen and the third book and so on. had to, had all these puzzle pieces coming together where we needed to find our own way and build our proficiency. And now you get a flood of books and stuff going on, which is fine. So the one thing is that of course our profession is developing and it's kind of natural that you will notice some kind of within that. But there's another effect and this is one thing where we scrum trainers can kind of take responsibility for our own contribution. It's the fact that organizations can hire an unlimited number of low-level agile coaches nowadays. There's been no quality control. Anyone who went through a two-day CSM class could call themselves agile coaches and they got hired for lots of money and eventually produced nothing. some of them, some agile coaches or people who call themselves agile coaches even caused chaos. So, and the systems. that they were affecting started to kind of fix themselves and heal themselves from the Agile coaches by expelling those. So, and of course, maybe you have a third effect, which is sometimes it just doesn't work and you blame the Agile coaches. So if you just lay on your couch and you do nothing and your doctor tells you, you have to get moving, you have to get up and get moving and say, yeah, it's a bad doctor because... I still lie on my couch and my health is deteriorating and this doctor doesn't help me. He doesn't give me what I want. What do you want? Yeah, I want just, I would just want a pill that I can swallow that I'm healthy. It doesn't work that way. And then we had those people who were selling those pills, yeah, who were telling people, here we got a, we got a safe way that you can do this. All you need to do is implement this process, hire our consultants. Brian Milner (05:26) Yeah. Andreas Schliep (05:43) We kind of made all the thoughts and the heavy thinking ourselves beforehand and you just need to install it. Here's the roadmap, here's the process manual, here's the 300 page guide. Just do it this way. And this is also detrimental. now we have, I've been talking to many people, many great people, you've been laid off, who are looking for a new orientation. Brian Milner (06:05) Yeah, yeah, I agree. I mean, I think you laid that out really, really well because there's I think you're right. It's kind of a multi effect scenario. There's a lot of things affecting it. And I know I've had conversations with with friends and colleagues about this. And, you know, we've talked a lot about the I think more kind of the second thing that you're talking about, just that and It's sort of a chicken and egg thing because the industry has built up and spread agile concepts through offerings of usually two day classes. You and I both do those quite regularly. And I think we probably both would say that's a very valuable thing. to go through sort of that immersion kind of a couple of days to learn it and get a foundation in it. But there may have been sort of a misconception or it may have been sold incorrectly to say, now you're ready to lead an organization and transforming from zero to 60 in Agile. when you're not, right? I mean, you've got a good grounding. You're ready to begin learning with a team, but it's the first step. There's gotta be some sort of ongoing support system that when you come up against something that you don't really know how to handle, that you have someone to ask. You have somewhere to go to get help and get answers. Even the, you I work with Mike Cohn, I think he's a great trainer. But even a two day class with Mike Cohn, I don't think is gonna make anyone an expert that now you're ready to, you know, take on the huge challenge of cultural change within the organization, you know? Andreas Schliep (07:53) Yeah, yeah, it's like with anything agile, these classes are a starting point or a waypoint and not a designation. It's not the goal. So when I made my driving license, my driving instructor told me, and in Germany you have to spend lots of hours with your driving instructor. And my driving instructor told me gladly, now you can get to practice on your own. He was happy that he didn't have to co-practice with me any longer because I wasn't the best driver. So I actually aced the theory test, but the practical driving was a little more difficult and kind of probably was bad for the blood pressure of my driving instructor. yeah. And that way, but I never thought about this. So the idea was I get the permission or I get the next level to the next step. And the next step will be, I want to learn proper driving. And that's something that you need to do on your own. And with this understanding, we try to kind of provide a path for people to become better scrum masters and agile coaches by kind of revamping the CSP path, the scrum aligns and other things. A glorious project that also failed gloriously. I'm still not entirely sure why, but probably because the Scrum Alliance and many other people failed to understand the similarities between Agile Coach as a profession and the Scrum Master as a role. So they claimed that there were two different things. And I think that's also a structural issue in organizations. Brian Milner (09:16) Yeah. Andreas Schliep (09:25) that they see Scrum Masters and Edge of Coaches as different things. So the Scrum Masters work on the team level and they just know their Scrum and they facilitate the meetings and then they come up with nice cookies for the retrospective so that everybody on the team is happy. And occasionally they take one of the team members aside when they have some issues and help them go through that. That's totally fine, but the Edge of Coaches do the real stuff. release train engineers and the others, do the organizational thing and they don't bother with what's happening on the team level because they need to do the important things on the higher level. And with this attitude somehow fueled by some decisions by Scrum Alliance and other organizations like, yeah, in order to become a certified team coach or certified enterprise coach, you have to kind of prove that you're... had coached like 2000 hours or 2500 hours. But by the way, the scrum master worked. It doesn't count towards this coaching, which is totally ridiculous. So that means the misunderstanding of the role is a structural problem. Another structural problem is that the organizations that would need the most experienced scrum masters, they attract all the rookies. Brian Milner (10:16) you Andreas Schliep (10:34) because they don't even know what a good scrum master would cost like. They have those two day or even less day. I heard about a transformation at a large automobile builder in Germany. They had something like a half day class for scrum master training within the safe environment. And they wonder why they fail. They wonder why they're failing. Brian Milner (10:53) Ha Andreas Schliep (10:54) On the other hand, we have organizations, even here in Germany, they have great leadership and coaching concepts. So they develop the Scrum Masters. They have the finest Scrum Masters ever on such a high level that the teams actually don't need them because the teams also evolved by taking care and taking responsibility for themselves and paying attention to the work. So they're kind of over-coached. So like, I think it was at Rally 10 or 15 years ago. There was a period when the external rally coaches didn't get so many contracts. And so they went inside and coach all the software teams and rallies at Rally. And after three or four months, the software team said, please, please give us a timeout, give us a break. We over coach. It's just too much. We just want to do some work and maybe not get better for like a month or two before we, because it's Brian Milner (11:42) Yeah. Andreas Schliep (11:47) It's hard always to get better and even better and you're so excellent coaches, cut us some slack. So that's so, but this is the structure. So on the individual level, it's just the same as with any major shift in any kind of industry. If your current profession or your current job title doesn't fit any longer, focus on what you're good at and see that you Brian Milner (11:54) Yeah, yeah, yeah, right. Andreas Schliep (12:13) become excellent at that. So that's, it's an old formula. It's an old formula and it can be different things. So I know about some scrum trainers who go and went into software development again, because they said, actually, I'm passionate about software development. I can understand that. I have a developer background as well. So sometimes I'm not that unhappy about taking care of a website and other stuff. It's a nice distraction. But some are really great facilitators. But if they only go out with a label, agile coach, and do not let the facilitation skills and experience shine, then they might get a mis-hired. So we have great personal coaches in there. So people with various skill sets. And if you take a look at the agile coaching growth, we have Biomark, some of them others. Brian Milner (12:37) Right. Andreas Schliep (13:00) You see that it's a vast field. So you cannot expect anyone, maybe the two of us, but you cannot expect anyone to be, not even me, so anyone to be excellent in all these knowledge areas and to be such a light and catalyst in everything. So the idea is to find your own way how you can contribute best. and then collaborate with others in their fields. So for me, the most interesting areas in that field are training and facilitation. Because I think that's the main thing that agile coaches or scrum masters can shine in. Brian Milner (13:41) Yeah, I've always loved, know, Lisa Atkins has that kind of different aspects of a coaching stance. And one of the ones that she had there that I've always loved is the idea of having a signature presence. And I remember when I first kind of encountered that, was, when it kind of sunk in, it was a very freeing idea for me. Andreas Schliep (13:49) See you. Brian Milner (14:01) to, you know, kind of like you're describing there, there's so many different aspects that you could, you know, try to do and you could do well, but it's too much for any one person to do all of it. So that signature presence to me, one of the things that I really kind of took away from that was know what you're good at, right? I mean, there's something about you that you bring from your own personality and your history and and everything that's made you who you are that is unique. And when you can find what that is, then it's almost like prior to that recognition to me, I was almost even a little ashamed that that was where my strength was. And I felt like I had to make up on these other areas that I struggle with or I didn't do as well. But that concept to me, Andreas Schliep (14:47) Mm-hmm. Brian Milner (14:52) kind of help me see, no, there's something that's really unique about how you approach things. And if you recognize that, lean into it because nobody else can offer that, right? Nobody else brings that to the table because that's uniquely you. Andreas Schliep (15:06) Yeah. Yeah. I have to admit, well, we're both with Scrum Alliance and I've been with Scrum Alliance for more than 20 years now. But some of the biggest insights about Scrum and the role of Scrum Master were some things that I actually learned by looking through the Scrum.org certification parts. So just out of curiosity, I started digging into the... Professional Scrum Master Series by Scrum.psm1. Okay, PSM1 is a walking part, so that's no big deal. 50 minutes without preparation, A's are done. Okay, next thing, PSM2, was a little more chilling. Okay, there are some different concepts in the way they address Scrum. And I completely faded PSM3. So that's interesting. So I should have known that. And the point is that... Brian Milner (15:52) Huh. Yeah. Andreas Schliep (15:58) There are differences in the message and the Scrum Master and the Scrum.org framing of Scrum is far more of a leader. So they take far more responsibilities. They are much closer to a sports team coach actually, even taking care of the crew and even throwing people out of the team if necessary. Then the fluffy Scrum Master social worker thing. with no real responsibility always in the background that we appear to propagate sometimes that I even have propagated lots of times. And I see this in my own style as well. So I'm rather strong at the facilitation part and working from the side of the background of people. But sometimes I see, and I think that's a big challenge for many agile coaching scrummers out there. Brian Milner (16:32) Yeah. Andreas Schliep (16:48) When it comes to the situation where I should take the lead, I'm still reluctant when I say, okay, yeah, somehow I don't want to step under the feet of others. I want to give them room. I want to be in my facilitator stance because I love that stance and that's my personal brand or whatever. The calm way and listening to people and integrating all voices. But all of a sudden, I encounter situations where say, my voice first. So, yeah. So let's do it that way. this week, I kind of stopped the client workshop in the middle. I said, so yeah, what is that? here you booked me for the entire day, but I noticed that you're very upset about important stakeholders missing. Brian Milner (17:19) Yeah. Andreas Schliep (17:39) I also noticed that you don't see the point in reiterating some other concepts that I prepared. you could use these methods and then talk to your stakeholders, but you rather want me in this room with your stakeholders and have this discussion together. So let's just stop this now. And I offer you a gift. I will come back for another half of days. So we stop this half day. You can use your time for something else. I can use my time for something else. And then I come back, but only if you have your manager in here. So if you bring your boss, I will come for another half day and then we finish this and deal with these questions. And they were kind of impressed that I was offering them. But where's the point? I needed to change the mode. I couldn't stay and I think this is something Brian Milner (18:20) you Yeah. Andreas Schliep (18:29) which is another great opportunity for Scrum Masters or agricultural coaches to say, what if I stepped into this leadership role? Brian Milner (18:37) Yeah. Yeah, that's a great kind of approach to it. And I know we've had some similar things at Mountain Goat as well, where we've worked with some clients and you kind of show up and you start to get into the things. Or even sometimes in the kind of just pre-work calls where you're trying to arrange things and talk through what is it you want to get out of this. And you sort of get that feedback and understanding that this is really just checking a box, right? They wanna check the box that they did this, but really making the change. No, they really don't wanna make the change. They really don't wanna have to change what they do on a day-to-day basis. you kind of are, as a coach or a trainer, you kind of get to that decision point where you have to say, at what point do I call this out? At what point do I say, you know what? You're gonna waste your money. Right? mean, I can come and do this. I can take your check. I can go away, but it's not going to make any difference. And you're not ready for it yet. and, that's, that's always a really hard decision. When you get to that point, when you realize, you know what? It's not serving your needs for me to, move forward here. You know, it's, it's, you're not going to be happy with me. Andreas Schliep (19:48) Yeah. I think it's important to maintain the personal integrity. the whole point about resilience is that you kind of are able to change while you maintain your own identity. So the path that you are trying to. And this change can mean a lot of things. So if someone would tell me, you've got to stop with Scrum now because Scrum is now forbidden everywhere. I would kind of dig into the facilitation. So I joined the IAF, the International Association for Facilitators. I don't have a credential there yet, but this is something if I would go into more facilitation gigs, this would be very interesting for me. I also became a coach in the responsibility program with Christopher Avery. First of all, I think that was a nice addition to my training or to my work with leaders. But then I also discovered that this is kind of navigation aid for myself. So whenever I do something, I start with what do I want? So what do I want? How do I want the situation to evolve? What is the outcome that I want to achieve? And how am I blocking myself from that? So what is kind of my inner blocker that prevents me from getting what I want? Brian Milner (21:03) Yeah. Andreas Schliep (21:04) So I could also talk about external blockers, but these external blockers are sometimes just things on my path that I choose to say, okay, I can't go there because there's this blocker. And when I found these two things, so what do I really want and what is blocking me? I can go and make a decision. I can confront myself. And with this ability, I'm pretty sure that I'm able to respond to any kind of situation. So, and... whether I pursue the facilitator part further or whether I go into the coaching way. I love to work with groups so that just the one-on-one coaching is not so interesting for me. But these are kind of independent from what I'm doing now, but also based on what I'm doing now. So I can derive lots of good skills and insights and approaches from what I did as a scrum trainer so far, what I have done as a scrum trainer. Brian Milner (21:58) Yeah. Well, I think when I'm hearing and tell me if I'm misquoting this or saying it or misunderstanding, but it feels like there's sort of an element here that, you know, I think a lot of us sometimes, have some kind of a title that we've earned. and we, we sort of inherit from that, set of, activities or things that we feel empowered to do. based on that title. And what it sounds like I'm hearing from you is it should kind of be the reverse. You should think about what you do well and the titles may come and go. They may change the descriptors that people use to describe what you do, it might change, but what you love to do with the activity, what you're good at, that can shift and change a little bit and don't be so concerned with the title. Andreas Schliep (22:45) Yeah, so edge-hired coaches still can keep this kind of title for the tribe to identify a peer group. And I've also joined edge-hired coach camps even as a scrum trainer. because this identification is important to say, okay, I know a couple of people who have different skills or different things who are some more similar to me, but I don't think we should stick to Agile Coach as a job title and only look for Agile Coach offers. But rather go out and see what's out there, what opportunities do we see. Apply for weird stuff. So at the beginning of this year, I applied as a facilitator for United Nations volunteer program and even made an extra language proficiency exam before that because I had to kind of prove that I'm at least at level C1. for this job. I just did it because it was there because this opportunity came through the International Association for Facilitators. I just said, okay, I don't know. They didn't even throw me back. I don't have anything, but I just, I want to apply for this. I want to get this material together. I want to show that I'm potentially able to do this. I will be far too expensive with my current rate, but yeah. And I think anyone currently in the situation as an edge on coach being laid off or looking for another job should kind of step back and go through these steps. So what do I want? What are the activities that I'm really passionate about? Brian Milner (24:13) Yeah. Andreas Schliep (24:13) And the answer might be surprising. So sometimes, it's actually coding. Maybe we'll get back to the basics. Brian Milner (24:19) Yeah, yeah, you're right. I've known a lot of people or I've known several people, I guess I should say, that have kind of maybe migrated backwards. If you think of it in that way, I don't know that's backwards, but migrated to their roots a little bit more, you know, and maybe left training, but went back to doing, you know, managing software teams or even coding just because they enjoy it. And I think that's a great thing if that's... Andreas Schliep (24:41) Yeah. Brian Milner (24:45) brings them happiness, you know? Andreas Schliep (24:47) Yeah, you know, when the whole agile thing started, they came up with a little website and the website says something like, we're discovering better ways to sort fire customers or so. I don't have a probably and helping others to do it. And if even if you go back or if you go to actually start working as a developer again. You still bring the edge of spirit and you still bring the ideas and methods of collaboration. It's going to be so helpful in your environment. Especially with new technologies, AI stuff and remote work and all these things kicking in. Everything looks like it's making your work more difficult. Massive layers like even media firing developers now, not only edge of coaches. So we have... so many disruptions to deal with. And I think that, well, kind of resilient HR coaching tribe stance is helpful in whatever role you fulfill afterwards. Brian Milner (25:43) That's really good. Yeah. Well, this has been great. I really enjoyed the conversation. Sometimes you're not really quite sure where we're going to end up and where we're going to travel, but I've really enjoyed all the directions we've taken here, Andreas. So I can't thank you enough. Thank you for making time and coming on and sharing your experience and wisdom with everyone. Andreas Schliep (26:00) Mm-hmm. Yeah, was great fun and thanks for the opportunity and I hope that this will help some people find little more guidance, least a little more confidence if they don't find guidance yet. Brian Milner (26:13) Yeah, I agree. Thank you very much. Andreas Schliep (26:15) Thank you.

Season Hughes: Understanding the "Why" Behind Agile Transformation Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Drawing from her consulting experience, Season shares valuable insights about leading successful Agile transformations. Rather than simply implementing Scrum, she emphasizes the importance of understanding organizational motivations by asking crucial questions like "Why do you want this change?" and "What does success look like?"  She outlines a comprehensive approach that begins with foundational training using the Scrum Guide, followed by Liftoff workshops to establish team foundations, working agreements, and regular check-ins to support continuous improvement. In this segment, we refer to the Liftoff book, by Diana Larsen and Ainsley Niles. Self-reflection Question: What steps are you taking to understand and align with your organization's transformation goals? [The Scrum Master Toolbox Podcast Recommends]

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Give Us Feedback In this episode, we explore how AI can help your teams build better products and more fully embrace Agile principles. We also discuss the potential downsides of over-reliance on AI, such as reduced team interaction, inflexibility, and the risk of biased or misguided decisions.  Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.orgSupport the show

Give Us FeedbackIn this episode, we will delve into various organizational change models, explore common pitfalls to avoid, provide strategies for effectively managing resistance to change, and showcase inspiring success stories from across the industry. Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

Send us a textIn this episode, we offer guidance to those affected by layoffs—both individuals now seeking new employment and those remaining who are dealing with the emotional and practical challenges of losing a co-worker.  Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the Show.

In this episode of Collaborwocky, Diana Larsen, a renowned expert in leadership and organizational development, shared her insights on the concept of "Learning Leaders." This paradigm shift in leadership thinking is particularly relevant in today's evolving work environments, especially in the software industry. The Collaborwocky Team: Jim Benson, Dave Prior, Tonianne DeMaria, Thushyanthan Amirthalingam and Mark Kilby. The Collaborwocky Mother Ship: Collaborwocky is produced by the faculty at Modus Institute and brings fresh perspectives on making work more enjoyable, effective and humane. Come join the community. The Collaborwocky Promise: Subscribe wherever you get your podcasts and we will bring you interviews, conversations and new ideas... often.

BONUS: Leading Without Blame, Building Resilient Teams with Tricia Broderick and Diana Larsen In this BONUS episode, leadership experts Tricia Broderick and Diana Larsen explore their latest book, Lead Without Blame, talking about how leaders can create high-performing teams without resorting to blaming. This conversation tackles the key themes from their book, and offers insights on how leaders can foster resilient, learning-focused teams. Understanding "Lead Without Blame" "Leadership isn't about finger-pointing; it's about creating an environment where learning and growth can flourish." Tricia and Diana kick off the conversation by breaking down what it means to lead without blame. They explore the impact of blame in the workplace, particularly how it stifles innovation, and erodes psychological safety. The authors stress the importance of making space for learning and acknowledge that many leaders, even unintentionally, perpetuate a culture of blame. "To lead without blame, focus on building a culture where learning is prioritized over finger-pointing." The Inspiration Behind the Book "Blame has always been a leadership issue, and this book was a way to address it head-on." Tricia and Diana share personal anecdotes that inspired the book. Tricia describes writing the book as therapeutic, reflecting on her past experiences as an executive who lacked the skills to prevent a blame culture. Diana highlights how pervasive blame is in toxic work environments and the urgent need for a shift in leadership approaches to create healthier, more supportive workplaces. "Our goal is to equip leaders with the tools they need to create environments where everyone can thrive without the fear of blame." From Knowledge Work to Learning Work "Learning is the evolution of knowledge work, and it's the foundation of resilient teams." The authors discuss the shift from traditional knowledge work to what they call "learning work." They explain that building resilient teams requires fostering an environment where continuous learning is encouraged and natural. Leaders must embrace the idea that learning is an ongoing process, crucial for adapting to changes like remote work and other modern challenges. "To build resilient teams, leaders must prioritize creating a learning environment where everyone is prepared to adapt and grow." The 4Cs of Learning Leaders "Courage, Compassion, Confidence, and Complexity—these are the pillars of effective leadership in today's world." Tricia and Diana introduce the "4Cs" of Learning Leaders—Courage, Compassion, Confidence, and Complexity. They emphasize that leadership is not just about hierarchical authority but about modeling these qualities at all levels within a team. Leaders must navigate uncertainty and complexity with confidence, showing their teams how to do the same. "True leadership is about embodying the 4Cs—showing courage, compassion, confidence, and understanding complexity in every situation." Leadership Through Learning "Leaders must exemplify the learning process, guiding their teams through growth and change." The authors explore the concept of "Leadership through Learning," where leaders actively engage in and model the learning process. They discuss essential motivators like shared purpose, autonomy, and co-intelligence, which are crucial for fostering a collaborative and innovative team environment. "Leadership through learning means being intentional about creating a space where your team can grow together." The Five Rules for Accelerated Learning In their book, Tricia and Diana outline "Five Rules for Accelerated Learning" that are essential for leaders looking to cultivate high-performing teams. These rules guide leaders in creating environments where learning is continuous, rapid, and deeply integrated into the team's daily work. "Accelerated learning happens when leaders set the right conditions and provide clear, actionable guidance." Managing Conflict with the Escalating Conflict Model "Healthy conflict is a sign of engagement, but it's crucial to recognize when it starts to become destructive." The authors discuss the "Escalating Conflict Model", which helps leaders identify and manage conflict stages within their teams. The model emphasizes recognizing when conflicts move from healthy disagreements to destructive behaviors and provides strategies for keeping conflicts constructive and focused on team goals. "Understanding the stages of conflict helps leaders intervene early and keep team dynamics positive." Maximizing Learning and Adaptation through Retrospectives "Retrospectives are not just about looking back—they're about learning and adapting for the future." Tricia and Diana highlight the importance of retrospectives in team development, emphasizing that these sessions are critical for continuous learning and adaptation. They offer practical advice on how leaders can conduct effective retrospectives that focus on purpose-relevant topics and foster a culture of open, constructive dialogue. "Use retrospectives as a tool to reinforce your team's shared goals and drive continuous improvement." Learn More About the Book The book is Lead Without Blame by Tricia Broderick and Diana Larsen. You can learn more about the book and access additional resources at leadwithoutblame.com. Tricia: Ignite Insight + Innovation Diana: Diana Larsen Both: LinkedIn profiles About Tricia Broderick And Diana Larsen Tricia Broderick, co-author of Lead Without Blame, is a leadership and organizational advisor with over twenty-five years of experience. Her transformational leadership ignites the growth of leaders and resilient high-performing teams to deliver quality outcomes. She is a highly-rated trainer, coach, facilitator, and motivational keynote speaker. In 2020, she founded Ignite Insight + Innovation. You can link with Tricia Broderick on LinkedIn or visit Tricia's website. Diana Larsen is a leadership and team improvement advisor, offering consulting and mentoring services. A sought-after keynote speaker, she has co-authored several books on Agile leadership and co-originated the Agile Fluency® Model. Her book Agile Retrospectives is one of the most mentioned works on this podcast, with the 2nd edition set to release in early 2024. You can link with Diana Larsen on LinkedIn or visit Diana's website.

Send us a textIn this episode, we dive deep into the concept of transformation within our business, questioning whether it is fundamentally flawed. We'll explore the challenges, misconceptions, and potential pitfalls often accompanying transformation initiatives and discuss whether pursuing change might sometimes lead us astray.  Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the Show.

 In this podcast episode, we dive deep into one of the most frequently misunderstood principles: simplicity. We explore its true meaning, debunk common misconceptions, and discuss how embracing simplicity can lead to more efficient workflows, better decision-making, and a more precise focus on delivering value. Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the Show.

In this podcast episode, we delve into the various obstacles that Agile coaches encounter when attempting to quantify and demonstrate their impact and value within organizations.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the Show.

In this episode of the Mob Mentality Show, we are thrilled to have Diana Larsen, a leader in agility and team dynamics, join us for an in-depth conversation. Together, we explore the transformative power of mobbing, micro-retrospectives, and just-in-time learning for agile teams. **Micro-Retros:** - Discover how mobbing enhances the effectiveness of retrospectives. - Address common complaints about retrospectives, such as time consumption. - Learn how to integrate retrospectives seamlessly into the workflow. - Understand the benefits of starting small, learning frequently, and continuously improving. - Find the right cadence for short retrospectives, like using Pomodoro techniques or end-of-session reviews. - Debate the necessity of including all five steps of a retrospective in a mini-retro. - Explore the compound benefits of consistently "turning up the good" and building team confidence. - Compare immediate actions in mini-retros to the traditional retrospective action items. - See how natural, on-the-fly mini-retros can respond effectively to events. - Discuss the role and timing of scheduled umbrella retrospectives. - Examine system-level umbrella retrospectives, such as using Wardley Mapping for IT teams. - Explore the dynamics of inter-team umbrella retrospectives. **Just-in-Time Learning:** - Harness the power of just-in-time learning through mini-retros. - Learn how to embed learning into the work process rather than treating it as a separate activity. - Understand the importance of not delaying learning when it's most needed. - Build co-intelligence within your team. - Discover the immediate value of applying new knowledge. - Learn strategies for quickly scanning books to set the stage for later just-in-time application. - Discuss the value of knowledge that always applies and different types of knowledge. - Navigate known unknowns and unknown unknowns in learning. - Embrace a growth mindset and turn "I don't know" into a starting point rather than a barrier. - Contrast the roles of software journalists versus software engineers in team learning. **New Ways of Working and the Future of Work:** - Debate whether Agile is becoming fragile and outdated. - Explore the diffusion of Agile innovation with its pioneers. - Learn creative approaches to high-collaboration, creative work. - Looking ahead to new methodologies like Beyond Budgeting, Systems Thinking, and Wardley Mapping. - Discover the continuous improvement efforts of leading Agile practitioners. - Revisit Agile principles and values to compare and contrast with new movements. - Respond effectively to emerging movements in the Agile space. - Accept the limits of learning everything and seek insights from thought leaders. - Witness the birth of new movements and predict the next thought leaders in Agile. **Diana's New Books:** - Dive into the 2nd Edition of "The Agile Retrospectives Book" which has just been released. - Understand how this book serves as a catalyst for team learning and improvements. - Discover the significant changes and updates since the first edition, including a section on remote retrospectives. - Explore the meticulous re-analysis and updates made to every sentence and word in the book. - Learn about Diana's personal epiphany in her book "Lead Without Blame" and its focus on leadership, environments, and team responsiveness. **Diana's Upcoming Talks and Work:** - Get a preview of Diana's upcoming talks at the Agile World Conference and the XP Conference. - Learn about her participation in LinkedIn Live Events and the Agile Coaching Network as a panelist. - Gain insights into her ongoing efforts in coaching leaders and influencing the Agile community. Join us for this insightful episode filled with practical tips, expert advice, and forward-thinking strategies to enhance your team's Agile practices and continuous improvement journey. Don't forget to like, subscribe, and share to stay updated with the latest from the Mob Mentality Show! Video and Show Notes: https://youtu.be/ONrfef1nkwc 

In this episode of #AgileWay podcast I have a conversation with Esther Derby and David Horowitz about Retrospectives, how the whole concept changed with online teams and how on the other hand it is about the same core principles. Esther Derby, Diana Larsen, and David Horowitz just published a second edition of the Agile Retrospective book, so if that topic was interesting, check the new book edition. #agile #retrospective #teams #learning #improvement 

Join the Collaborwocky team and special guest Diana Larsen as they discuss Diana's new book, "Agile Retrospectives, Second Edition." Dive into the updates, challenges, and differences in the latest edition of this classic work on retrospectives. Diana also shares insights from her book "Lead Without Blame" and her experiences facilitating leader circles. Show Notes: Introduction to Diana Larsen and her books What's new in the second edition of "Agile Retrospectives" Importance of the five stages of retrospectives Impact of the pandemic on the writing process Comparison with writing "Lead Without Blame" Remote and hybrid retrospectives Connect with Diana Larsen The Collaborwocky Team: Jim Benson, Dave Prior, Tonianne DeMaria, Thushyanthan Amirthalingam and Mark Kilby. The Collaborwocky Mother Ship: Collaborwocky is produced by the faculty at Modus Institute and brings fresh perspectives on making work more enjoyable, effective and humane. Come join the community. The Collaborwocky Promise: Subscribe wherever you get your podcasts and we will bring you interviews, conversations and new ideas... often.

In this episode, we explore interesting trends in the industry, leading us to delve deeper into whether companies are backing away from Agile.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

In this episode of the Collaboration Superpowers podcast, we hosted esteemed guests David Horowitz, Esther Derby, and Diana Larsen. The conversation dived into the essence of conducting a successful remote agile retrospective, highlighting the importance of clear goals, structured feedback, and the engagement of all team members. Our guests shared common pitfalls in organizing retrospectives, such as lack of preparation and inadequate follow-up on action items. They reflected on their journey of writing and updating their seminal book on agile retrospectives, noting the adjustments made in the second edition to address changes in the agile landscape and incorporate new learnings. For more stories of remote teams doing great things, visit https://www.collaborationsuperpowers.com.

In this episode, we will be addressing the challenges that arise when requirements change unexpectedly or when flexibility is needed in our teams, companies, products, or customers. This may involve tackling problems related to our processes, planning, technical debt, legacy systems, as well as contracts with both internal and external parties.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

In this episode, we will be discussing the essential leadership traits that are required to build a customer-centric organization. We will analyze the characteristics of expert, achiever, and catalyst leaders, emphasizing the effectiveness of inclusive leadership. Additionally, we will explore how people can deal with bad leadership and how they can develop and grow their own leadership style. We welcome you to join us as we delve into this topic.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore this topic.  For details on the next live event or how to support our show, please visit  acnpodcast.org.Support the show

Recorded on-stage at Øredev 2023 just after her keynote, Fredrik chats to Diana Larsen about leadership and building good teams. How to get into leaderhip? Often it's more about picking up expectations than getting a formal onboarding Learning to not do things yourself when you start leading - everything you do is one less thing the team learns to do for itself Leadership roles are on different levels, and on a different level than non-leadership positions. A lot of thing can become invisible to people on other levels. Some things should be, others should be made visible. People want to be understood, and understand what other people in the organization are doing and what challenges they have. And everything doesn't have to be a formal meeting with agendas and stuff. Power dynamics - hard to percieve and to talk about. Even what location you are in can become part of the power dynamics and important to take into consideration. Teams - they also exist on different levels. They don't have to be static. Thank you Cloudnet for sponsoring our VPS! Comments, questions or tips? We are @kodsnack, @tobiashieta, @oferlundand @bjoreman on Twitter, have a page on Facebook and can be emailed at info@kodsnack.se if you want to write longer. We read everything we receive. If you enjoy Kodsnack we would love a review in iTunes! You can also support the podcast by buying us a coffee (or two!) through Ko-fi. Links Øredev The Øredev 2023 video playlist on Youtube Diana Diana's keynote is not out yet Diana's other presentation is also not yet out Diana's books: Agile retrospectives Liftoff The five rules of accelerated learning Chris Corrigan - “Everything you do for the group is one less thing they know they can do for themselves” (in the lower half of the page) James Shore The Agile fluency game Circles & soup retro Scrum Mob programming Titles Leaders and followers Starting with courage Learning is okay here We can't know it all Unknown power Strong three-person teams

In this podcast Shane Hastie, Lead Editor for Culture & Methods spoke to Tricia Broderick, co-author with Diana Larsen of the book Lead Without Blame. Read a transcript of this interview: https://bit.ly/3RaSphU Subscribe to the Software Architects' Newsletter [monthly]: www.infoq.com/software-architect…mpaign=architectnl Upcoming Events: QCon London qconlondon.com/ April 8-10, 2024 Follow InfoQ: - Mastodon: https://techhub.social/@infoq - Twitter: twitter.com/InfoQ - LinkedIn: www.linkedin.com/company/infoq - Facebook: bit.ly/2jmlyG8 - Instagram: @infoqdotcom - Youtube: www.youtube.com/infoq Write for InfoQ - Join a community of experts. - Increase your visibility. - Grow your career. www.infoq.com/write-for-infoq/?u…aign=writeforinfoq

Jason shares recommendations for 14 leadership books you can grab for yourself or someone you care about this holiday season. These books cover a wide range of topics, from business acumen to culture, teams, personality & personal development, and personal stories.Business AcumenThe First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter by Michael D. WatkinsNegotiation Simplified by Jim ReimanImpact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact by Liz WisemanRight Leader, Right Time: Discover Your Leadership Style for a Winning Career and Company by Robert Jordan and Olivia WagnerCultureHow to Work With and Lead People Not Like You: Practical Solutions for Today's Diverse Workplace by Kelly McDonaldThe Invisible Leader: Transform Your Life, Work, and Organization with the Power of Authentic Purpose by Zach MercurioCohesion Culture by Dr. Troy HallThe Great Revitalization: How Activating Meaning and Purpose Can Radically Enliven Your Business by Alise CortezTeamsCreating Effective Teams by Susan A. Wheelan, Maria Åkerlund, and Christian JacobbsonLead Without Blame: Building Resilient Learning Teams by Diana Larsen and Tricia BroderickPersonality & Personal DevelopmentQuiet Voice Fearless Leader: 10 Principles for Introverts to Awaken the Leader Inside by Terrance LeeUnleash Your Potential: How Artificial Intelligence Wants to Upgrade YOU! by Don SchminckePersonal StoriesAcceptance: A Memoir by Emi NietfeldCleared Hot: Lessons Learned About Life, Love, and Leadership While Flying the Apache Gunship in Afghanistan and Why I Believe a Prepared Mind Can Help Minimize PTSD by Brian L. SladeLeadership Voyagesite: leadership.voyageemail: StartYourVoyage@gmail.comyoutube: https://www.youtube.com/@LeadershipVoyagelinkedin: https://www.linkedin.com/in/jasonallenwick/, https://www.linkedin.com/company/leadership-voyage-podcast/music: by Napoleon (napbak)https://www.fiverr.com/napbakvoice: by Ayanna Gallantwww.ayannagallantVO.com========== Instacart - Groceries delivered in as little as 1 hour. Free delivery on your first order over $35.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.

In this episode, we discuss Jon Kern's, coauthor of the Agile Manfesto, LinkedIn post calling for a return to Agile basics and reimagining it for the future.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(05:25)  Back-to-Basics(46:26)  Wrap upSupport the show

We're joined by Diana Larsen, an international authority in Agile software development, team leadership, and Agile transitions, and co-developer of the team collaboration technique Circles and Soup. Diana developed Circles and Soup for teams feeling overwhelmed at work. In this conversation, Diana talks about why she created this technique, the practical applications, and potential missteps. We also discuss the use of Circles and Soup not only as a retrospective tool but as a planning activity that enables teams to recognize the scope of their agency.To learn more about Diana and her work visit DianaLarsen.com or follow her on LinkedIn.Episode LinksEpisode Video on YouTubeDiana's original blog post: Circles and SoupArticle and How-To InstructionsProducer: Podrick Sonicson Producer: Podrick Sonicson To learn more about New Rules for Work:WebsiteLabs NewsletterEvent: 2024 Intent to Impact in Austin, TX

In this episode, we will discuss the key components of influence and techniques for enhancing it to improve your work as a coach.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(03:30)  Influence(50:03)  Wrap upSupport the show

Michael Schmidt: When Comfort Stagnates Progress For An Agile Team, The Problem Avoidance Anti-pattern 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. In this episode, Michael recounts his experience in a company where he went against his instincts due to comfort. The software development environment prioritized being busy over progress. Goal setting and sprint planning were undervalued, and negative behaviors like gossiping prevailed. Michael's attempts to offer help were met with resistance, as the team downplayed any possible issues. This anti-pattern of avoiding talking about problems hindered growth. Through perseverance, Michael learned the importance of trusting his intuition and initiating small, positive changes to build trust and overcome the fear, or dislike to discuss obstacles and problems. Featured Book Of The Week: Agile Retrospectives: Making Good Teams Great, by Diana Larsen and Esther Derby In this episode, Michael shares his favorite Agile book, Esther Derby's and Diana Larsen's “Agile Retrospectives: Making Good Teams Great". He emphasizes that every practice should have a purpose, instilling a profound sense of understanding. Michael highlights the true objective of retrospectives - not just for change, but for personal reflection. Establishing a routine for reflection minimizes change risks, providing a safe space for experimentation and learning from new approaches. The book's insights resonate with Michael, underlining the importance of intentionality in Agile practices.   [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Michael Schmidt Michael a Berlin-based Agile Coach for teams, roles and organisations around software based product development. Michael invented "the taskboard" on his own, which ignited his working agile by conviction some 13 years ago. You can link with Michael Schmidt on LinkedIn and connect with Michael Schmidt on Twitter. 

In this episode, we'll explore methods to improve organizational responsiveness by aligning strategic and tactical delivery and creating a system that fosters strategic agility. We'll also delve into the complexities of establishing a stronger and more comprehensive business system, discussing the challenges and effective techniques involved.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(02:05)  Join us in Portland!(02:28)  Strategic Agility(43:50)  Wrap upSupport the show

This week, your host is Justin Thatil, and he is joined by Michael Guiler and Jim Beale to answer one of the listeners' questions: What does “good” look like for a Team during a sprint planning, a sprint, a PBI, or a backlog?   In this episode, Justin, Michael, and Jim share functional tips and great examples of what is considered good (and bad) in different crucial Agile moments.   Key Takeaways What does “good” look like for sprint planning? A good sprint planning starts with a good PBI. It needs to state what the desired outcome is clearly. Make sure there is plenty of collaboration on the PBI. You need to have a healthy backlog. Separate some time to look ahead; a fair estimation is needed. What does a “bad” sprint planning look like? Writing PBIs in sprint planning or the sprint; when you are behind the curve, you are winding them in real-time. PBIs are written by the product owner. Or business analyst outside of the Team (working in isolation). What does a “good” daily scrum look like? It is great when the developer accountabilities start talking to each other. A good sprint goal is essential (PBIs align with them). Pay attention to where people are directing their comments. Remember, this is a Team work where everyone is working collaterally.   Mentioned in this Episode: Lead without Blame: Building Resilient Learning Teams, by Diana Larsen and Tricia Broderick   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!  

BONUS: From journalism to Scrum Mastery, collected lessons on working with teams by Ian McGrady 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. Ian's journey from journalism to becoming a Scrum Master is a testament to his adaptable mindset and persistence. His transition stemmed from a unique start; he secured his first job due to his fast typing skills and a desire to meet Peter Jennings. Ian's persistence in seeking a meeting with Jennings honed his tenacity. The introduction to the Scrum Master role came through recognizing the news industry's agile, continuous delivery setup. Despite challenges, like sending out 400 resumes for just 3 interviews and a job offer, Ian's honesty on his resume and his ability to relate his existing skills to the software field were pivotal. In interviews, he remained coachable, acknowledged his learning curve, and emphasized genuine interest in others. He underlines the importance of not striving to be the smartest person in the room, instead focusing on collaboration and curiosity. From TV News Deadlines to Agile Leadership, learning how to work under pressure Becoming a Scrum Master has brought about significant changes and personal growth for Ian. Inspired by Jeff Sutherland's book "The Art Of Doing Twice the Work in Half the Time," he realized the value of efficiency. Transitioning from TV News, where deadlines were paramount, he leveraged his experience to provide leadership to his team. Ian's principles and vision became guiding forces, focusing on extracting the best from individuals and incorporating it into the work. He emphasized stepping back to allow the team to shine and maximizing their value without personal dominance. His journey exemplifies transformation through collaborative leadership and value-driven mindset. Building the Foundation: Key Steps for Launching Effective Teams Launching new teams is a crucial process that Ian has garnered valuable insights from. Key lessons involve the necessity of team formation events, despite potential resistance from upper management. Addressing this as a communal effort, Ian suggests socializing the idea of team formation through specific activities. Four critical steps include creating a working agreement, establishing a workflow, defining a Definition of Ready (DoR), and a Definition of Done (DoD). These artifacts can aid in resolving conflicts. Ian recommends the book "Liftoff" by Diana Larsen and Ainsley Nies and advises using timeboxes to identify and address conflicts during team formation. Empowering New Teams: Strategies for Maximizing New Team Potential Addressing challenges faced by new teams in attaining maximum value from Scrum events, Ian shares insights and solutions. He recounts an NGO team's bureaucratic hurdles that hindered effective team startup events. Ian emphasizes the importance of focusing on delivering the essence of Scrum events and the Scrum Master's role in ensuring team value. He recalls an example where a team failed to update the board during the daily scrum, suggesting the live update approach to enhance visibility. He advises keeping work consistently on the board and centering the daily scrum on "done" work. Ian also recommends incorporating refinement into the workflow for improved outcomes. Turning the Tide: How Effective Team Formation Revolutionized Scrum Outcomes Ian shares a transformative case study highlighting the impact of team formation. He joined a team of talented individuals struggling with teamwork. After obtaining buy-in for a startup event from his boss, the team's performance improved drastically. Shifting from completing 3 items per month to 22, Ian recommends focusing on metrics that emphasize "done" work. Addressing the challenge of team composition, having reliable contributors was vital. Open communication and transparent norms facilitated tough discussions. Challenges during formation included gaining buy-in from all stakeholders and addressing pushback from senior management. Ian emphasizes that while some individuals may be natural stars, teams require nurturing for success. In this segment we refer to the OTOG mnemonic (One Team, One Goal) as a team effectiveness maximizing strategy. The One Team, One Goal approach is depicted in this blog post by Vasco Duarte.   About Ian McGrady Ian McGrady started in IT as a co-founder and Junior Project Manager at Blue Lotus Systems Integration and Data Conversion. There he co-authored an internal book about project management. He has worked as a Scrum Master in wagering, banking and healthcare. You can link with Ian McGrady on LinkedIn. 

In this episode, we discuss techniques for starting a new coaching engagement with a team and getting them headed in the right direction.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(03:41)  Coaching a New Agile Team(46:04) Wrap up. Support the show

This episode explores the often-discussed unhealthy relationship between adopting organizations, consultancies, certificate providers, and framework and tool vendors, commonly called the "Agile Industrial Complex." Is this phenomenon real, and what can be done about it if it is?Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(01:46)  Agile Industrial Complex(45:48) Wrap up. Support the show

This episode delves into Agile methodology and its potent role in mitigating risks. We also explore the art of persuading and enlisting others in adopting these approaches for effective risk reduction.  Also, in this episode, we discuss some tips when coaching a new team. Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00)  Introduction(01:26)  Agile and Risk(34:51)  What are some tips for a new team coach(46:49) Wrap up. Support the show

How do tech leaders learn to lead without blame? Today's guest is Diana Larsen, a truly dynamic and inspirational woman who works with global organizations designing high-performance work systems, and innovating team effectiveness – a theme that is top of mind for most businesses these days. We are chatting about the Agile Fluency model, how Diana supports business leaders in their transition to Agile methods, and her latest book ‘Lead Without Blame – Building Resilient Learning Teams.'All of Diana's books are required reading for anyone wanting to up their Agile game. Her insights into how teams work through the prism of the Agile Fluency model are fascinating, as is her view on how leadership is changing as our technological world is changing. I trust you will enjoy this episode. "It starts with the leaders. Because somebody's gotta at least make that stab in the dark to figure out 'Where are we?... Where do we think we are?... and Where are we really?' ~ Diana LarsenIn This Episode:- What is the Agile Fluency model?- Is there a 'target' team for the Agile Fluency model?- Who decides what level of fluency is for them? - What does Diana see happening when a team member is added?- A success story of a business that has employed Diana's model- How do you avoid complacency once you've implemented Agile Fluency? - How we cultivate more resilient teams - insights from Diana's new bookAnd more!Resources:- Agile Fluency - http://www.agilefluency.org/- Diana's books - https://www.amazon.com/stores/Diana-Larsen/author/B002BM7U7Q?Connect with Diana Larsen:- Website - https://www.futureworksconsulting.com/Connect with Debbie Madden:- Website - https://www.stride.build/- LinkedIn - https://www.linkedin.com/in/debbiemadden1/- LinkedIn Page - https://www.linkedin.com/company/stride-build/

In this episode, we explore how companies prioritizing processes over nurturing their workforce's skills and executing Agile with an outdated command and control mindset can lead to a culture where individuals feel ignored and underappreciated, despite their invaluable contributions to product development and company success.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00) Introduction(02:25)  What about the people(45:05) Wrap upSupport the show

In this episode, we delve into the question of whether Agile has "jumped the shark." We examine the current state of Agile and whether it still provides value to organizations in today's rapidly changing business environment.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00) Introduction(01:25)  Why vs. How(47:04) Wrap upSupport the show

In today's fast-paced world, we often prioritize the "how" of building things - the methods, tools, and resources we use to deliver results. However, in our eagerness to achieve our goals, we sometimes lose sight of the "why" - the deeper purpose and meaning behind our actions. In this episode, we'll delve into the delicate balance between the "how" and "why" and explore how we can avoid overemphasizing the process at the expense of the value we're trying to deliver. So, join us as we discuss practical strategies for staying focused on our goals while honoring our actions' deeper purpose.Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  acnpodcast.org.(00:00) Introduction(03:07)  Why vs. How(49:54) Wrap upThe Agile Coaching Network podcast is licensed under CC BY-NC-ND 4.0, and we rely on the support of our listeners to keep the ACN going. The ACN is made possible by the support of its listeners. To learn more about how to support the show, please visit acnpodcast.org. Support the show

In this episode, we discuss the benefits and challenges of communities of practice. Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen,  Sheila Eckert, Sheila McGrath, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  AgileCoachingNetwork.org.(00:00) Introduction(02:02)  Communities of Practices(49:54) Wrap upThe Agile Coaching Network podcast is licensed under CC BY-NC-ND 4.0, and we rely on the support of our listeners to keep the ACN going. To learn more about how you can contribute and support the show, please visit acnpodcast.org. We invite you to join us and help build a thriving Agile community by supporting our podcast.The ACN is made possible by the support of its listeners. To learn more about how to support the show, please visit acnpodcast.org. Support the show

This week, Dan Neumann is joined by a long-time acquaintance and friend, Tricia Broderick, a leadership advisor and co-author of Lead Without Blame with Diana Larsen.   In this episode, Tricia talks about the book she wrote with Diana, their mission, and the most important messages that are carried in it, such as the true meaning of a Team, the relevancy of collaboration and connection, autonomy, metrics, and much more!   Key Takeaways What makes a Team resilient? Collaboration and connection are the foundations of an authentic Agile Team. Online work does not make connecting to others any easier. Do the leader's team connections need to be cared for differently than the lateral connections between team members? Power dynamics don't have to be formal, it could be someone who the leader greatly respects or who has an influential power. A psychologically safe environment welcomes everyone to express their true selves, even though it is impossible to assure emotional safety for everyone at all times since each Team member is unique. Are you showing up with compassion? Bounded autonomy: You cannot empower someone to do something if they don't have the knowledge or the skills. Trust is required in both directions. Information radiators and appropriate use of metrics are the right way of seeing trends. Sometimes metrics are misused; they need to be used carefully. Metrics need to help the team collaborate towards problem-solving and not as weapons. A Team doesn't become one only because it is named that way. A group is not a Team, cooperation isn't the same as collaboration. You are a better leader because you are not perfect, own your mistakes and growth, since they have brought you to the point where you are today. The only way it is impossible is if you stop trying.   Mentioned in this Episode: Lead without Blame: Building Resilient Learning Teams, by Diana Larsen and Tricia Broderick   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!  

In this episode, we talk about recent layoffs and ways to maneuver your career in the age of AI.  Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  AgileCoachingNetwork.org.(00:00) Introduction(02:01)  Laid off in the age of AI(46:03) Wrap upThe Agile Coaching Network podcast is published under CC BY-NC-ND 4.0. If you want more information about the Agile Coaching Network, please go to acnpodcast.org.  Also, please become a member and support our show which helps to build a wonderful Agile community! The ACN is made possible by the support of its listeners. To learn more about how to support the show, please visit acnpodcast.org. Support the show

This week, Dan Neumann is joined by Diana Larsen, who has made amazing contributions to the Agile community. She is also the author of Agile Retrospectives: How to Make Good Teams Great and recently published a book called Lead Without Blame: Building Resilient Learning Teams.   In this episode, Diana is talking about leadership, not only in the Agile community but also in the general community. Diana talks about how leaders come in different shapes and sizes and how they can avoid blame and shame in the workplace to reach better efficiency.   Key Takeaways ● Diana talks about Lead Without Blame: Building Resilient Learning Teams. ○ This book is directed not only at the Agile community but at the general public. ○ The mission of this book is to think about how we can improve our systems rather than pointing fingers at Teams or Leaders. ○ This book is meant to be useful (not theoretical) and to help anyone in their day-to-day struggles. ● Leaders come in many shapes. ○ Whatever kind of leadership role someone is filling, there are certain things that need to be understood in order to avoid blame and judgment and ultimately to aim for everybody to be more effective. ● Shame and blame in the workplace: ○ If people see blame happening anywhere, they will spend time trying to prevent being the one that takes the blame, deflecting that energy somewhere else. ○ If people internalize the blame in the workplace then shame follows. ○ We tend to look for people making mistakes instead of trying to find where they are doing well. ● What are some alternatives to the blaming and shaming approach? Purpose, autonomy, and co-intelligence. ○ Leaders can help people learn and develop better skills in blocking blame. ○ Diana talks about the difference in motivation between Teams and individuals ○ Understand why we are doing what we are doing. Does everybody understand the same purpose? ○ Preserve Team autonomy. ○ Co-intelligence: Together as a Team, collectively, we have the skillsets that the Team needs. Lots of leadership and tactical skills are needed in a Team in order for it to be successful. ● How do Retrospectives help to build resiliency in a Team? ○ There are many ways for supporting retrospectives; Diana describes some of them.   Mentioned in this Episode: Agile Retrospectives: Making Good Teams Great, by Diana Larsen and Esther Derby Lead Without Blame: Building Resilient Learning Teams, by Diana Larsen and Tricia Broderick   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!

This episode explores how we help teams to achieve focus, especially with remote work.  Also, with this being our end-of-the-year podcast, we ask what we need to celebrate this year. Join Shawna Cullinan, Jörg Pietruszka,  Diana Larsen, Hendrik Esser, Ray Arell, and all the callers to the monthly live event as we explore topics related to Agile.  For details on the next live event, please visit  AgileCoachingNetwork.org.(00:00) Introduction(04:04)  Focus! How do we help people find it? (42:49) Let's celebrate!(46:30) Wrap upThe Agile Coaching Network podcast is published under CC BY-NC-ND 4.0 license and is owned by nuAgility LLC. If you want more information about the Agile Coaching Network, please go to acnpodcast.org  Also, please become a member of our nonprofit sponsor! Agile Alliance supports our show and helps to build a wonderful Agile community! Support the show

This week, Dan Neumann is delighted to be joined by a new guest, James Shore, the author of The Art of Agile Development and co-creator of the Agile Fluency Project with Diana Larsen. His contribution is invaluable to the Agile field.   In this episode, James talks about the second edition of The Art of Agile Development, which was published in 2021. This edition is a fully rewritten version that shows the influence of the Agile Fluency Model, including the different zones Agile Teams can occupy, such as Focusing, Delivering, Optimizing, and Strengthening, and practices for Teams to become fluent in each area.   Key Takeaways ● James rewrote The Art of Agile Development for its second edition. ○ He rewrote the book around the ideas of the Agile Fluency Model. ○ It includes updated practices. ○ In the book, you can find out how to influence people to make a change, to try Agile ideas, and even advice when you are in a situation where you are not very Agile. ● What is the Agile Fluency Model? ○ There are four different zones that teams or organizations can occupy: Focusing, Delivering, Optimizing, and Strengthening. A Team can exhibit fluency in any of these zones. ○ A behavior is fluent when you can perform it unconsciously, naturally, as a default behavior. ○ A Team can demonstrate fluency but only the Organization can make it possible. ○ It is not a maturity model, you can be fluent in one of the zones and not the others. ● The Agile Goal: ○ For many organizations, it may be Focusing plus Delivering together. ● James talks about the structure of the book. ○ The first part of the book is about how to introduce Agile ideas. ○ Most of the book is about the practices for the Focus and the Delivery zone. ○ Alternatives and experiences can be found at the end of every practice. ● Learn the rules, break the rules, and then, ignore the rules. ○ After learning the rules you have to experiment because every Agile Team goes through a unique situation and process. ● How long does it take to achieve a level of fluency? ○ It takes time to become fluent. ○ In general, it takes two to six months to reach Focusing fluency. Have under consideration that there is a one-to-four-month period of decrease in performance while people learn. ○ During two to six months, performance will be affected while trying to reach fluency in Delivering in an expected period from three to 20 months. ○ When Optimizing fluency it takes one to two months of performance affectedness and three to nine months for reaching fluency in this area. ○ It takes one or two years to deliver reliably. ○ All these time frames overlap.   Mentioned in this Episode: Follow James Shore. Check the second edition of The Art of Agile Development. Agile Fluency Project FAST Agile   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!

This week, Dan Neumann is joined by his co-worker Ola Tunde. In this episode, Dan and Tunde are addressing a most important topic, which is the matter of learning to ask and identify powerful questions. Knowing how to frame a question correctly can lead to better outcomes; a leader needs to know how to make inspirational questions that will encourage paradigm shifts.   Key Takeaways Framing a question correctly can deliver an outcome in three stages: curiosity, discovery, and introspection. How can you tell apart a regular and a powerful question? The right question will promote a paradigm shift. Lead by asking inspirational questions to help you reach your goal. Move away from tactical questions and ask inspirational ones, a leader inspires the workers. A powerful question can be the seed to help a worker grow, or reach a discovery from a place of curiosity and knowledge. How is a powerful question constructed? Intent, outcome, and empathy should be involved in the act of asking a powerful question. Be aware of assumptions that can sneak into the questions that are being asked. Remember to test your question first. How would you feel if you were asked the same question? Why are you asking the question? A powerful question is constructed from the heart; ask it because you really care.   Mentioned in this Episode: Lead Without Blame: Building Resilient Learning Teams, by Diana Larsen and Tricia Broderick Tunde's PDF with examples of powerful questions The Art of Agile Development second edition, by James Shore   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!

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. Shahin was working with a group of Scrum Masters. As he started to observe the work of the Scrum Masters, he observed a pattern that he could not understand. The team lacked energy. In an effort to help the team, and the Scrum Master, Shahin and the Scrum Master started to do some small changes to the meetings and Scrum ceremonies, but the needle didn't move. Eventually the Scrum Master left the organization. Later on, Shahin met some of the team members and learned the real pattern that had been going on in that team, a dark pattern that we must be aware of! Listen in to learn what the pattern was, and how you can be ready for it!  Featured Book of the Week: Agile Retrospectives by Esther Derby and Diana Larsen The book Agile Retrospectives by Esther Derby and Diana Larsen is a book that Shahin still goes back to even after having read it many years ago. It's a book that can help starting Scrum Masters to be ready to host great Retrospectives for their teams, especially when they don't yet have a large number of tools to use in those ceremonies.  In this segment, we also refer to The Goal by Eliyahu Goldratt. A book that Shahin describes as a story telling book that brings a perspective of the whole organization performance, a perspective that we don't often have as a 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 Shahin Sheidaei Shahin Sheidaei is an Agile, Lean and Success Coach,International Speaker, Transformation Expert, and Entrepreneur.   Shahin is a passionate organizational designer focusing on organizational performance, and is also founder and principal coach at Elevate Change Inc. You can link with Shahin Sheidaei on LinkedIn and connect with Shahin Sheidaei on Twitter.

Welcome to another episode of The Agile Coach! We have a special episode for you today as we bring some of the best moments of our amazing guest, Diana Larsen, President and Leadership Agility Advisor at Eos House Consulting and author of Agile Retrospectives.Tune in for some of the most notable highlights and learning points in our previous interview with Diana! HIGHLIGHTSThe creation of the book Agile Retrospectives and its core pointsHow you should use gathered data for learning and generating insightHaving a shared understanding with your team and deciding what to do after thatHow long should we plan for a retrospective? “It's not about individual performance. It's about how we work together to create a system where we can make sure that people's best is good enough for what we need. ”-Diana on being able to push your team to their bestGet to know Diana and what he's up to:About DianaConnect with Vivek and find out more about what he's up to:About VivekAbout The Agile CoachAgile Coach WebsiteIf you enjoy The Agile Coach and are interested in learning more, you can check us out at the link below:LinkedIn: https://www.linkedin.com/company/the-agile-coach-llc

How can we possibly narrow down the hundreds of Agile books to a single list of five that every ScrumMaster should read? Like this: Essential Scrum by Ken Rubin Succeeding With Agile by Mike Cohn Scrum The Art of Doing Twice The Work In Half The Time by Jeff Sutherland The Elements of Scrum by Chris Sims & Hillary Louise Johnson Agile Retrospectives by Esther Derby & Diana Larsen