change - Agile and Scrum Blog

Challenge the Status Quo

Over the years, I was hoping that if we, agile coaches and trainers do our job well, we can multiply the success we experienced. I was part of the early adopters’ wave of agility. We were open to trying new things, experimenting with different ways of working, trying one step at a time, and inspecting and adapting along the way. And it worked. I experienced the new energy, better outcomes, happier customers, and more successful products.

Later I leveraged that experience, became an agile coach, and started helping various organizations with their agile transformation. I was able to smooth their journey and help them to avoid some mistakes we made when we started. Then early majority came, it felt harder, but also good because they were able to pivot and get better. They were genuinely trying to change. It might have looked difficult at the beginning, it was definitely not a straightforward journey, but it worked as they developed the continuous change and improvement muscle. After a while, it was not that hard to help those organizations to shift. They were open to change and therefore successful.

When the late majority hit, it brought those tough environments where people apply various scaling frameworks, trying to find a recipe, looking for shortcuts. They wanted to be done with it quickly and go back to normal. They were often not willing to stop and rethink how they wanted to progress. That’s the golden era of consultancy companies, with their big bang agile transformations. The satisfaction with a change was not always great, as to achieve something they needed to go through several waves of agile transformations, trying to get out of the habits, complicated project structures, hierarchy, and irrelevant metrics. As they were often repeating the same mistakes over and over again, success was not that easy to get. But eventually, they realize that agile is not another process and reconnect to the mindset.

Now, I start seeing some of the laggards and it makes me wonder why they feel a need to pretend they want to change because their constraints are often so fixed that it simply won’t work. Implementing agile without changing the way you work will only create pain and no meaningful outcomes. And yet I do the same as I always did. Try to find enthusiastic individuals, who are ready to start challenging the status quo. For the rest, I put a seed in their minds. It will grow eventually. Maybe they can’t do much about it now, but in some time, they remember it and go for a different way of working.

Success is not about practices, it’s not about tools, it’s about the ability to challenge the status quo and change the way you work. Let’s together transform the world of work.

ScrumMasters Only Make Sense in Scrum

Quite often during the last few months, I heard people being frustrated with not functioning ScrumMasters. One reason for it described in a post Why Some Organizations are Laying of “ScrumMasters” is that those are not the real ScrumMasters, but hiring Scrum “Project” Masters, Scrum “Ceremonies” Masters, or Scrum “Jira” Masters which will neither help organizations to achieve their business goals nor people to feel better or do a better job and as such it can only result in “Dark Scrum”. But surprisingly there is a whole bunch of experienced ScrumMasters who are unlucky enough to be hired to traditional organizations as ScrumMasters to “manage” individuals who only focus on delivery. There is often no intent to change the way of working, managers are trying to keep the status quo and make sure the ScrumMasters have no power to introduce any practice. “You need to ask HR if you like to work with people. Just manage the ceremonies,” they say. I guess I don’t have to say that the whole experience is very frustrating for everyone. Teams are saying the ScrumMaster is not helping them and ScrumMasters burn out very soon. I usually say no to such an environment as they are not ready for a change. Personally, I always try to look for someone who would sponsor a change. If there is no willingness no bigger vision, then why am I here in the first place at all.

However, if I take such an opportunity, you need to start looking at the ScrumMaster role differently. In the first place, ScrumMaster is a leader. And that brings a whole new perspective on his role. As a first step, it’s about the vision, or I would even say a dream. Where do you want to see your organization or team? Why is it important? I rarely do anything because my job description says so, of it was in my KPIs. I did that because I believe that the individual people, team, and organization will benefit from that action. I often fight the system and most of the time challenge the status quo. So that’s where you need to start. Have a strong enough dream that is that you go for it no matter what. Even if you win the lottery, you will be going to work and trying to change things so that your dream becomes true. Sometimes there is a wrong perception that agile is about that sunny smiling environment and no performance. So let me be clear, the first thing you need to start with is business. I often ask organizations before I start helping them with change, implementing agility, or improving their current Agile/Scrum implementation why do you need to change, and they almost always say a number of reasons why is it important – predictability, time to market, customer satisfaction, flexibility, quality, technical debt, innovations, … Then I ask them what happen if they don’t change. Surprisingly, very often they pause and say well, nothing really. We are successful, we earn some money, we are good enough. So in many cases, they don’t feel the sense of urgency needed for a real change. And unless you help them to have a sense of urgency, no real change will ever happen. Can they improve? Yes. Can they adopt some practices? Most likely. But would they change their mindset and their way of working? Not that likely. So if you take a job somewhere, here are a few points you need to take care of.

To start with, answering the following three points is essential:

Why – define business goals. How the organization is going to benefit from a change? Why is it important for us to change? What happens if we don’t change?
Who – define your allies. Changing an organization is never one man show, it’s too complex for that, so create a team. It’s more creative and innovative and will better address the complexity of the system. Create a transformation team that will guide the organization around its agile journey.
What – define your dream together, your vision of the change. What needs to change? What would it look like?

Once you initiate the change, you need to keep going.

Communicate. And when you do so, communicate again. And again. And again. Agile brings very different way of working, different mindset, and different perspectives. Hearing it once is usually not enough.
Remove obstacles. Transformation teams often create a transformational backlog with impediments and things that need to improve. For example, education and understanding, legal and contracts, PR and motivation, but also things like cross-functionality, self-management, individual goals, etc.
Celebrate success. Even a small step is worth celebrating. Don’t forget that. It works for both teams involved and also for the people around who might get inspired and give it a try. Don’t forget that it’s not agile that scales. Success scales.
Keep changing. Agile is about continuous change. Look for small improvements, and change step by step. You never going to be done, but you will always see progress if you look back. So don’t stop changing. There is always a better way.

Why Some Organizations are Laying of “ScrumMasters”

For some time there was a trend of laying off so-called ScrumMasters from mostly big organizations. At first, it looks like Scrum is over. However, I would be careful with such conclusions. When you look closer, they are not really firing real ScrumMasters but some sort of delivery managers as they often call them or as I described them in my previous blog post – Scrum “Project” Masters, Scrum “Ceremonies” Masters, or Scrum “Jira” Masters. And they are also hiring them for such skills and responsibilities so it is no surprise. Those employees are mostly just pretending to be ScrumMasters. The problem is they often lack agile experience, lack coaching and facilitation skills, are not trained, and their managers often expect them to micromanage the delivery as they were always used to having everything under control. In other words, the environment is still so traditional that without strong leadership, desire for change, and experience in changing organizations they burn out and give up. “It would never work at my organization”, they say.

Indeed without them initiating the change, it will never work. Every change needs significant energy to change the status quo. And one of the responsibilities of great ScrumMasters is to work at all three levels of the #ScrumMasterWay concept:

Firstly, at My Team level, they need to be able to build a team from a group of individuals. Help them to be self-managing and cross-functional so they can deliver value end to end. Explain to them the dynamics of Scrum, facilitate events, and help them to take over the ownership and responsibility for their way of working. Once the initial work is done and the team starts picking up, they need to coach them so they constantly look for improvements.

Secondly, at the Relationship level, ScrumMasters need to work with teams that collaborate on bigger products. Helping Product Owners to shift from a delivery mindset to a value mindset, build a real value-driven Backlog, and prioritize. Facilitating larger refinements with multiple teams, stakeholders, customers, and the Product Owner. Supporting Product Owners to take over the responsibility and ownership for the entire product success focusing on return on investment and customer satisfaction, not just delivery.

Finally, at the Entire System level, ScrumMasters need to help the entire organization to embrace agility. In other words, be more adaptive. Loosen their budgeting the planning cycles, and be ok with uncertainty. Implement a fast feedback loop, and don’t be afraid to inspect and adapt. By increasing the transparency step by step they need to build trust in this new way of working. It’s the only way how to sustain the current world of constant changes and be ready to solve complex business problems. Simply help the organizations to be ready for whatever the future brings.

All over ScrumMasters need to start their ScrumMaster journey at the My Team level. Working with small teams, experiencing what difference can Scrum and agility make at the team level. Learning about the dynamics of Scrum, self-management, and cross-functionality. The same skills and experiences are then applied to larger entities of Relationship and Entire System Levels. They learn on the way.

In order to be successful, large traditional organizations need a certain number of ScrumMasters experienced with the entire system level so they can coach the organization on their agile adoption journey. Hiring Scrum “Project” Masters, Scrum “Ceremonies” Masters, or Scrum “Jira” Masters will never help and can only result in “Dark Scrum” that not only doesn’t help the organization achieve their business goals but demotivates everyone and often results in firing those “fake” ScrumMasters. It’s sad, but it’s quite a common step for traditional organizations on their agile journey. Indeed you can skip it, and hire real ScrumMasters and start changing right away, but for many organizations, it’s too radical approach. They still hope they can be successful in dealing with complexity in nowadays constantly changing world without change. I don’t think so. I believe the change is inevitable. But we’ll see what the future brings, and what organizations will struggle, and what organizations will survive.

Agile is a Change

It’s more than 20 years since Agile Manifesto and some organizations still take Agile as another process or tool. But it can’t be farther from reality. We try to explain that it’s not about “doing” agile but “being” agile. That it’s about changing the way of working and thinking, the overall mindset. But companies are often looking for shortcuts and searching for simple solutions. Rename some processes, create a new role, or buy a different tool. Though that could be useful, it’s not the core of the change.

But let’s start with who should be driving the transformation and who should be implementing Scrum in the organization. Surprisingly for many people, it’s not some manager but someone who has their own experience with agile, scrum, self-management, and end-to-end cross-functional teams – the ScrumMaster. Indeed that person should be an experienced agile coach who is ready to demonstrate leadership and take ownership of a change, working at the Entire System level of the #ScrumMasterWay concept.

There are many concepts that they should be familiar from System Coaching (i.e. ORCS) to classical change management i.e. (Kotter’s Eight Steps of successful change). But in a nutshell, you can start a change with the following steps:

Why – create a sense of urgency – Why is it important to the organization? What will happen if we don’t change? Unless you can create a sense of urgency, the change is unlikely to be successful. Do others see it the same way? Do they feel the same need?
Who – find your allies – Identify the supporting team that will support you and helps you to implement the change. It can be the group of ScrumMasters, but it’s not limited to this group. You are looking for enthusiasts who would be willing to invest their time and name into promoting the change.
Vision / Dream for a change – Do you have a dream of the future? In a year from now, where would you like to be with this organization/group/team?
Communicate. Communicate. Communicate. And then again. Communicate. It’s a new way of working so one presentation will not kill it.
Celebrate success – don’t forget that it’s not processes and practices but the success that scales. Make it visible and don’t forget to celebrate each successful step. Instead of focusing too much on what we are struggling with, start with what is working well and make sure it sticks. The rest will be improved step by step.

Collaborative Environment

Speaking of creating the right environment – even in the agile world you sometimes need to make a decision. While that’s not surprising to most managers, it’s often something that agile coaches struggle with. On the other hand, managers often struggle to collaborate and participate, while agile coaches are usually much better at it. All over in an agile environment, you need them both. Decision-making and collaboration.

Decision-making is not that hard once you have a clear purpose of what you like to achieve. But without a clear vision, there are so many options to choose from and the nature of the complex world makes many of them looking good, they all are ok, but it’s impossible to know which one of the right ones, without trying, inspecting, and adapting. And again, the ability to hear feedback and learn from it is critically needed. As in a VUCA world we can’t know which option is the right one, all we can do about it is to experiment and learn from failures. Fail fast, learn fast. There are environments where people react well to what I’ve just said. They understand that it’s better to know you are not going in the right direction sooner than later, they work in short iterations, experiments and get open and honest feedback regularly. They know it’s better to return after a week than when the entire delivery is done in a year from now. Those environments are already agile, they have high trust and are neither afraid of transparency nor failure.

But there are environments where people react with frustration on my sentence. “What do you mean by failing?” they ask. “We can’t fail here!” they say and you can sense the fear and stress growing in the space. “We would be fired if we fail.”. And I’m not surprised. They are living in a different mindset, where they still believe the world is predictable and the business problems can be analyzed, planned, and solutions delivered accordingly. They try to pretend that unpredictability doesn’t exist and that the world is not complex. Just analyze, plan, and do it. That’s it. And all the difficulty is in how to manage it. That’s a traditional mindset and if you like to change it, and increase the agility in a space, you need to start with increasing trust and transparency. Without it there is no real collaboration happening.

In collaborative environments, there are two soft skills needed – coaching and facilitation. You might never be as good at them as professional coaches and professional facilitators are, but be able to use them and help people to raise their awareness about the situation and have an effective conversation and collaborate better is always useful.

Finally agile is a change. Change of the way of working, change of culture and mindset. You can address it at three different levels – changing yourself, through your own behaviors and habits. Becoming a role model. In my mind, this is the most powerful change. Leaders need to change first, the organization will follow. Secondly, you can change the way we work by implementing different frameworks and practices. Thirdly, you can influence the organization and the system level and change the culture and social system.

Scaling Success

Companies are not scaling Agile or Scrum, they are scaling success. At our agile journey, we were often wondering how to start, what practices, tools, and processes shall we use. What I learned on my journey is that we don’t need another method. None of these are silver bullets anyway. They are all great for the beginning to change the way you work and to change the mindset. But the most important part of your journey is success. Can you share a success story? Using your own language, describing how your own environment changed, showing the impact the different ways of working created? If yes, people start picking up and trying to achieve a similar impact. The most successful agile transformations I’ve seen started exactly like it. With a small team experimenting with practices, and sharing the impact with others and depending on the starting point, sharing the various different success stories, i.e. 5 times less bugs reported by customers, 3 times more value delivered by the given time (which is not the same as more functionality but quite the opposite), significantly faster time to market, higher motivation and engagement score, more innovations which result in higher customer satisfaction, … the impact varies depending on the environment. For us a few years back it was higher flexibility, faster learning, and higher customer satisfaction.

Sharing success is not anything new in change management. It’s one of the Eight steps for successful change by John Kotter which for some reason are still not widely known in an agile community, so I thought I remind you about them here:

Create a sense of urgency – Unless you know why you are changing the way you work (to be more agile, Scrum, or Kanban), then don’t do it. Neither Agile, Scrum, or Kanban is your goal. They are just ‘walking sticks’ helping you on your journey to success. You need to have a higher purpose defined which will be stronger than their individual goals and therefore unify people.
Build a guiding coalition – You can never change the organization alone. You need to find supporters (agile enthusiasts in this case) who will create a team that will help you change the system. So, at the minimum two additional people who are true agile believers, as three are the smallest team possible. The rest will join you in seeing the results.
Form a strategic vision & initiatives – Sometimes having a purpose is not enough as people don’t see a way how to get there and the whole change is too abstract. That’s a space where frameworks, methods, and practices are useful.
Enlist a volunteer army – Finally, it’s a time to make it bigger. Make it a movement, not just another project. Get buy-in from larger crowds. Get them involved. Again, if you skip some of the previous steps, there is no way it’s going to scale.
Enable action by removing barriers – Now, once you have the energy by your side, you need to help it and remove barriers (hierarchy, silos, detailed positions, individual KPIs, … ), otherwise, all the initial enthusiasm is gone before you realize it.
Generate short-term wins – Show the success early and often, make it visible to everyone. Share stories talk about improvements, celebrate even small steps. Success is a strong engine for change. Accelerate, multiply success. Without it, any change will die.
Sustain acceleration – You can celebrate, but you can’t stop pushing after the first win, being too satisfied with your progress. There is always a better way. Find another challenge, discover a better way of working until the vision of the new way of working defined by the original purpose becomes true.
Institute change – Finally by creating connections between the new way of working and success you keep the change stick. It’s the final glue that prevents the environment from flowing back to the old way of working again.

Agile is a change, and without driving it as a change you can hardly be successful. So don’t forget the define how success looks like, celebrate it, and make it better over time.

Who is Driving a Change in the Organization

Managers are very often asking me who is driving the agile transformation and expecting some special position like VP of Agile or Chief Agilist. To their surprise, there is no such position needed. I already wrote here about Agile Organizations and hierarchy. Real Agile Organizations are flat and lean, so they don’t create any new position for a problem, issue or initiative. In Agile Organizations, we already have ScrumMasters to introduce change.

“If you want to drive Agile transformation, you need to become ScrumMaster.”

It’s simple and straightforward. We don’t need another role, we don’t need another layer. Referring to the #ScrumMasterWay model, ScrumMasters are not only responsible for growing great self-organizing teams (My Team level), helping the ecosystems around their team to be self-organized (Relationship level), but also helping the entire organization to be self-organized (Entire System) and embrace agility at all layers. Scrum Masters competencies cover not only agile, business, and technical practices, but are also responsible for driving a change because, at the end of the day, agile brings significant change, new culture, a new way of working.

ScrumMaster is a leadership role, so it’s a good fit for managers who want to make a difference in the organization, who care about helping others to become leaders, who are passionate about changing culture, who are Catalysts. ScrumMaster is a Servant leader. They are not having any positional power, they can’t tell people what to do. But they have an influence. They can coach and facilitate to unleash the potential, helping people to find their own way of working. That’s what self-organization is about in the first place, that’s what agile transformation is about.

Being Agile, Embracing a Change, and Going Online

Note: I’m updating the tips based on my learning and questions people ask.

I had never been any fan of the virtual world. I mean emails are fine, they are relatively private and wait in your mailbox until you have time to answer. Better than calls. But otherwise? No way. I was using all social networks just one way, mostly posting and not reading much. I didn’t like teleconferences, I would rather travel for a day there and back to talk instead. However, life had changed and now, I have no other choice.

Last week I was at the Business Agility Conference in NYC. Kudos to all who show up at this time. The conference went half virtual and I learned that at the end of the day, I like changes. “Responsiveness to change over following a plan”, right? I don’t think I’d ever experienced anything like that. The program changed in a way that all backups already became the reality and the program team was still able to find another one. They were awesome. We lost half of our facilitators on-site, transforming them into a virtual stream with over 100 participants who were not allowed to travel anywhere anymore, and I feel I need to appreciate the flexibility in this crazy time. Thanks, everyone. There was not a day last month when something had not changed. There was not an hour day before the conference something had not changed, and when the second day they announced closing borders for all Europeans and declare the state of emergency… there was not a minute when something would not change. To be honest, I was happy the conference is over just on time for me to get home before they lock me somewhere on the way.

That’s the background for going virtual with all my work. When I can be embracing all the changes, I can stretch it even more and try virtual classes. As the entire world stopped, it’s time to try it. There is nothing else you can do anyway… So I thought I will share a few learning points about it.

#1: You need to see everyone

Good video conferencing is important. I’m using Zoom and I try to see the gallery view most of the time. It’s not like face to face, but it’s not bad either.

#2: Breakout rooms

Participants need time for themselves. To chat without all class listening, share their experiences, be by themselves. You can always go for a visit and join a breakout room, but the time they are on their own is critically important for people. I was even giving them 3m individual room for individual preparation.

#3: Flexible tools

I’m using GoogleDocs – Sheets and Docs for collaboration. It might not be fancy but it’s simple and flexible. You can do most of the things there. I realized the biggest pain in using tools is the barrier with login and accounts, so I’m currently just sharing a link that gives anyone with the link right to edit.

Sometimes I felt a need to use the board. I love Trello, but you need to have an account. I’m using scrumblr.ca free tool which only uses the link. Again, I optimize for flexibility and choose simply to access and use tools.

I learned that Google has an awesome board called Jamboard. It’s flexible and has apps for both iPhone and iPad, and the ability to export as PDF so you can share the result of the collaboration with everyone.

#4: Training from the back of the room

I learned that Training from the back of the room gives you all you need. I organize most of my Agile training this way. Participants are working in Sprints, they have the task/question/exercise in their workbook, which helps them stay focused and give them plenty of time working with their peers in breakout rooms.

#5: Flipcharts

Instead of drawing on a flipchart, I’m using the Paper application on my iPad, so don’t worry, you won’t miss my drawings 🙂 With Zoom it’s very simple. You can share iPhone/iPad via cable and get the entire screen online in a shared window. At the end of the class, you can create a nice pdf with all the pictures.

#6: Breaks

You need more frequent longer breaks. We end up having 15min break every hour in the afternoon plus one in the morning. It’s a good idea to design with participants that they are not checking on emails, chats or news during the class. They can do it over the breaks or lunch. I would say it’s more important than in face to face setup.

#7: Have fun

All over I realized I’m enjoying it. Do something crazy, it will create a positive distraction. Don’t be afraid to experiment, have fun.

Summary

I created this video showing more about tips on Virtual training. I hope you will find it useful.

10 Most Common Mistakes of ScrumMaster

Being great ScrumMaster is a journey, where you have to learn a lot about Agile, Scrum, coaching, facilitation, change, business agility, technical practices, leadership… But all over it all starts with having the agile mindset. This time, I’m not focusing on who you need to be, but quite opposite what you should avoid, as one of the very common questions at the classes is what are the most common mistakes of ScrumMaster. So here is the list:

Being a Team Assistant

Taking care of the team, solve issues (impediments) for them, plan meetings… It’s easy to get there as it seems to be helpful. But only in the short term. Long-term, it will create unconfident people who rely on ScrumMaster and never take over responsibility and ownership. Instead, you shall show them they can solve most of their problems by themselves, and be a good coach, facilitator and servant leader.

Share ScrumMaster Role with Another Role

Such ScrumMasters have usually lack of focus. They don’t spend enough time observing, finding better ways for the team to become great, and are happy and done with the role once everything is ok. Instead of sharing ScrumMaster role with another role, have ScrumMaster full time, let them focus on how they can become great ScrumMasters and truly master the agility so it will help the entire organization. Give them space to invest more time to the other levels of the #ScrumMasterWay concept.

Team Only Focus

Speaking about #ScrumMasterWay concept, many ScrumMasters believe that their only role is to support their development team to be great. I mean this is fine, but it’s just a tiny part on the ScrumMaster journey. It’s like a kindergarten. You need to experience it. That’s where you learn and practice all State of Mind approaches, that’s where you get confidence in yourself as a leader and change agent. But even if you are super successful, it’s only changing at the team level. You need to go broader and follow the other steps of the #ScrumMasterWay model and change the entire organization into an agile organization.

Technical Expert

Being a technical expert is dangerous for ScrumMasters. They feel a strong need to advise people on what to do. If you know a better solution, it’s just easier to tell them, then help them to figure it out. Instead, ScrumMaster shall trust the team they are the experts and coach them so they become better.

Manage Meetings

ScrumMaster is neither manager of the Scrum meetings, nor responsible for scheduling them. Instead, ScrumMaster shall be a facilitator, who takes care about the form of the conversation, not the content.

Don’t Believe in Scrum

How many times you’ve seen ScrumMaster who is doubting about the core Scrum so much that no one is following them? You need to be sure it works, need to believe in it, need to be the biggest Agile enthusiast all around. Otherwise, you can’t make the others to follow.

Apply ‘Fake Scrum’

Sometimes ScrumMasters take Scrum as just a process, don’t search for deeper understanding. Just do it (Daily Scrum, backlog, ScrumMaster role, …) as Scrum says so. They don’t have the right mindset. Agile and Scrum is not about practices, it’s a different way of thinking. It’s about “being” not “doing”.

Waiting for Someone Else to Start the Change

ScrumMasters often wait for someone else to initiate a change. They are reluctant to take over responsibility and ownership and the organization is not moving anywhere. Instead of waiting forever, ScrumMaster shall be a change agent, responsible for the entire organization Agile journey.

Scrum and Agile Expert

It’s enough to understand Agile and Scrum. Which is simple so we are done. Being ScrumMaster is a journey, and you can never stop learning. Even if you feel you know Agile and Scrum, there is always something new. And there are those other domains you need to master: coaching, facilitation, change, business agility, team dynamics, technical practices, leadership, … The learning is never ending.

We Are Great Team, We Are Done.

Often ScrumMasters let their team believe they can be done. The team is good, we finished our Agile transformation. Don’t bother us with new ideas. We know how to work. We are self-organized. You can never be done in a complex environment. There is always a better way. So instead of this false believe, ScrumMasters shall coach the team so they see other opportunities to inspect and adapt.

Five books every ScrumMaster should read

I have several books here, I would recommend every ScrumMaster to read (check the five books every Product Owner should read, and five books Agile Leader shall read). It’s a mix which will help you to understand ScrumMaster role in much broader perspective. In addition to the ScrumMaster guidebook which summarizes all you need to know to become the great ScrumMaster, you need to get better at forming great teams, team coaching, servant leadership and change management. Enjoy reading 🙂

Great ScrumMaster: #ScrumMasteWay is a guidebook for all ScrumMasters, Agile coaches and leaders who want to transform their organizations. It’s intended to give you a reference to general concepts which every ScrumMaster should understand and point you towards resources which may help you in resolving difficult situations. It was designed as a slim illustrated book, which you can read during the weekend and won’t get lost in too much heavy stuff. However, it is supposed to be your starting point in searching for help or ideas on where to go next. On top of that, it’s full of practical examples of how to apply each individual concept.
The Five Dysfunctions of a Team: A Leadership Fable is the world’s most definitive source on practical information for building teams. The Five Dysfunctions of a Team outlines the root causes of politics and dysfunction on the teams where you work, and the keys to overcoming them. Counter to conventional wisdom, the causes of dysfunction are both identifiable and curable. However, they don’t die easily. Making a team functional and cohesive requires levels of courage and discipline that many groups cannot seem to muster.
Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition is a guide to the role of Agile Coach. Most people are wondering, “What is my role in a self-organized team?How do I help the team yet stay hands-off?” Many respond by going too far to either extreme. Coaching Agile Teams turns these questions into answers, and answers into action by offering practical ways to adapt skills from professional coaching and other disciplines to coaching agile teams toward high performance.
Turn the Ship Around!: A True Story of Turning Followers into Leaders is how-to manual for managers on delegating, training, and driving flawless execution. Since Turn the Ship Around! was published in 2013, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results.
Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions has all you need to know about the change management. It is a simple story about doing well under the stress and uncertainty of rapid change. The tale is one of resistance to change and heroic action, seemingly intractable obstacles and clever tactics for dealing with those obstacles. The penguins offer an inspiring model as we all struggle to adapt to new circumstances. After finishing the story, you’ll have a powerful framework for influencing your own team, no matter how big or small.