Facilitation is Key to the Success of Agile

When I started my agile journey, I didn’t know much about facilitation. I thought it was something we didn’t need, I thought that it was enough to tell people what to do and they would do it. But the more I worked in different environments I realized that forming a well-functioning team or creating an effective workshop, which is engaging and allows people to collaborate, brainstorm different ideas without being judgmental, and create innovative ideas is not that simple. I realized that being a facilitator is a true art and started to read about facilitation and practice different tools and techniques. And there are so many of them… you need to know which tools and techniques you can use to expand the conversation and come up with new ideas. You need to know which techniques you need to use to narrow it down and get closer to creating an agreement. You also need to know some tools and techniques to bring back the energy or help people feel aligned and engaged.

But at the end of the day, I realized that being a facilitator is not about tools and techniques, those are a good starting point, don’t take me wrong, but it’s about being able to read the space, being able to feel the energy, and being able to work with emotions. Notice what is going on in the system. Realize what they need and make sure they are ready to move on. 

The hardest on my facilitation journey was not to learn the tools and create a plan for a workshop, but to be ready to throw it away and completely change my plan when the people need it. It’s like a dance. You need to know your steps, feel the music, and move in the rhythm, you can plan to make a big circle around the hall, but eventually, you need to dance at the moment. Be flexible and react to the environment.

In the traditional world we didn’t collaborate that much, we distributed the tasks and worked individually. In agile, we need to collaborate as a team to get creative and innovative ideas. To solve complex problems. We also need to collaborate with our customers. We refine the backlog together. All such collaborations need facilitation, to create a healthy, energizing, and creative environment. Collaboration looks simple but needs a bit of practice. Great facilitators will help you create better outcomes.

Are you interested in becoming a better facilitator? Join our agile facilitation workshop and practice facilitation on scenarios from an agile environment.

Top 10 Retrospective Formats

There are so many books, blogs, and sites describing different retrospective formats, but it’s still one of the most common questions I get in the ScrumMaster classes.

When I started as a ScrumMaster, I was only using one format for about two years – and it worked. We got used to it and I learned how to facilitate it and generate meaningful improvements for the team. When I started coaching different organizations, I realized what variety is available and started practicing different formats. I guess that at that time I became more confident with my facilitation skills and stopped being afraid of experiments.

Don’t forget that the goal of a good retrospective is not to complain but to improve so you need to come up with an actionable improvement for the next Sprint. But let’s start with how structure of a good retrospective works. It’s common practice to do some check-in activity, for example by asking “If you are a weather, what kind of weather are you?” to get the focus of everyone. It doesn’t have to be long but it’s a good energizer. Then you explore the possibilities and gather the data so you can reflect. It usually generates too many ideas, so you need to narrow it down to the topics that are most important for the team i.e. grouping, dot voting, etc. Then you explore the most important topic looking for options “What can we do as a team so that this will never happen/improve”. When you generate several options let the team choose what they like to commit to. Too many actions usually don’t stick, and the team will not do them next Sprint, so don’t aim for too many. One improvement is better than many on a to-do list. If you like to get more details on the process check a talk I gave at several conferences.

Now once we summarized the goal and structure of a good retrospective, let’s have a look at my top ten formats.

Retrospective #1 – Plus and Delta

This retrospective format is the foundation most ScrumMasters start with. Team members take turns saying what they like, what they should continue with, and what they like to improve. It’s simple, everyone has a voice, and you don’t need much preparation.
Retrospective

Retrospective #2 – Star

Another popular retrospective format is called star where you expand the classic format of two questions into five segments and let the team look at the given Sprint from different angles – start, more, continue, less, stop. The team usually writes their suggestions on postits. This retrospective format broadens the perspective and usually generates more topics for the team. It is also easier to get the whole team involved as writing is often easier than having everyone speak.

Retrospective #2 – Star

Retrospective #3 – Speedboat

Once you’re bored with classic retrospective formats, try something more playful. I think the most classic is the speed boat metaphor. The wind in the sails represents what helps us, the anchors represent what is stopping us. And there is no limit to creativity in designing the picture. If you let the team design the picture, it will be even more fun. It encourages the team’s creativity and brings up topics that wouldn’t appear in regular retrospectives.

Retrospective #3 – Speedboat

Retrospective #4 – Three Little Pigs

“Three Little Pigs” is a fairy tale about little pigs that build their houses from different materials. The first pig was lazy and built a straw house to play quickly. The second put a little more energy into building the house and quickly built a house out of sticks and ran off to play. The third worked all day and built a house of bricks. The next day, a wolf walked by, smelled a pig through the straw, and was already looking forward to dinner. He blew up the first house, and the little pig just barely managed to hide the second house, when the wolf broke the sticks with one blow the little pigs ran away to the brick house. When the wolf was unable to break it down, he decided to climb into it through the chimney. But the pigs were ready for that, prepare a pot of boiling water and the wolf never returned…

This retrospective uses the story as a metaphor and has the team compare their system and operation to a house made of straw, sticks, and bricks. This retrospective often helps the team identify longer-term stability, sustainability, and technical debt issues.

Retrospective #4 – Three Little Pigs

Retrospective #5 – Mad Sad Glad

This retrospective tries to look at the way of working through our feelings. Team members describe what makes them mad, sad, or glad. As with the previous formats, you can use postits or just let everyone talk. Not everything is rational and measurable, and it’s good to give space to feelings.

Retrospective #5 – Mad Sad Glad

Retrospective #6 – Timeline

Sometimes the team tell you that they don’t remember everything that happened. In that case, you can try drawing a timeline and have them write down the events already during the Sprint. At the beginning of the retrospective, you revise such a timeline and let everyone remember what was happening when the note was written.

Retrospective #6 – Timeline

Retrospective #7 – ESVP: Explorer – Shopper – Vacationer – Prisoner

Sometimes it happens that the team doesn’t work properly, and they don’t want to participate in the retrospective. ESVP format looks at team dynamics and explore individual team member’s attitude. Explorers are ideal team members. They get involved, are active, come up with ideas, take responsibility. The shoppers are a bit more passive, but when they see something interesting, they get involved and ‘put it in their cart’. The vacationers are cool, glad they don’t need to work. They usually don’t get much involved but are not distracting either. The prisoners don’t want to be here and often are quite aggressive. They can poison the entire event.

At the beginning of the retrospective, let everyone where they are. When you find out that you have most people as prisoners, there is no point in continuing the classic retrospective. Instead, try to look for the root cause and how to help them get out of the prison.

Retrospective #7 - ESVP: Explorer - Shopper - Vacationer - Prisoner

Retrospective #8 – Appreciation

Positivity is the key. Research says that the well-functioning teams have a ratio of positive vs. negative events on average 5:1. Therefore in this retrospective, team members will appreciate the contribution of other team members.

Retrospective #8 – Appreciation

Retrospective #9 – Road to the Beach

One of the more creative forms of retrospectives is based on children’s games. It can take many forms, for example, a trip to the beach representing a metaphor of a Sprint where individual members imagine the Sprint as a trip to the beach and begin to describe it. “On the way to the beach a storm comes,” says the first. And another team member continues: “On the way to the beach a storm came, and we got lost and didn’t know where to go.” And another team member repeats what those before him said and adds another event: “On the way to the beach a storm came, we got lost and we didn’t know where to go and the road was wet and muddy…” and so on. Every event in the journey to the beach is a metaphor for what happened in the Sprint. Sometimes the team needs a change, and this retrospective is fun. Everyone has to guess what each part of the way to the beach meant in reality and also be able to remember the whole story.

Retrospective #9 - Road to the Beach

Retrospective #10 – Bingo!

This retrospective format is the most creative. Do you like playing Bingo? Well, that’s good news because you can play it with your team at the next retrospective. Together, the team brainstorms the events that happened within the Sprint either on cards or on an online board. When brainstorming on sticky notes, everyone must write down the same set of events. Everyone builds their own Bingo! board – the cards are the same, but everyone chooses the position of the individual cards themselves. One team member shuffles the cards and reads them one by one. The others mark what has already been said wait for “Bingo!”. The team member that got a Bingo! explains to the others how he experienced the mentioned events. Then the cards are shuffled again, and another person reads. It is a very playful form of retrospective, and it strengthens positivity in the team and shows different perspectives.

Retrospective #10 – Bingo!

Great Product Owners

Great Product Owners are not only having business knowledge, authority and time, but also a few additional skills which people often don’t expect.

“Great Product Owner is a facilitator, coach, negotiator.”

You will usually hear about coaching and facilitation in the connection with the ScrumMaster role. So why do we talk about Product Owners and facilitation and coaching? Can’t they just use the service of the ScrumMaster? They can. However, in many environments Product Owners are not the ‘heroes’ who decide on everything. Quite the opposite. They are great listeners, who have respect for different customer voices, and their highest value to the system is they can find alignment through coaching and facilitation. Customers (users, stakeholders, shareholders, sponsors, …) never agree with each other, they all have their own preferences and needs. Great Product Owners can help customers to reconnect with their needs instead of pushing what they want. In order to be able to do so, they need to step back, acknowledge that their requests are representing just one way of achieving their goals, and search for other options that would satisfy the needs of more groups than before. In other words, they need to be good at integrative negotiation and finding win-win solutions.

Finally, the last skill great Product Owner needs is visual facilitation. It seems like an unimportant skill, but the good picture speaks for more than a thousand words and can create real magic in searching for alignment. Visualization creates transparency, and transparency is ground for accountability. You would be surprised how good visualization of a conversation and different perspectives can help people to change their mind and proactively help you in searching for alignment.

Maybe those skills are not on the top of the Product Owners list at the beginning, however, the same skills differentiate great Product Owner from the newbies.

Agile HR: Leadership, System Coaching, and Large Groups Facilitation

Finally, as the last blog about the Agile HR in this series or talent management if you like, is focusing on the skills and experiences of good HR. Primarily it’s about the understanding of Agile mindset and ability to create an environment where Agile culture can flourish. Environments supporting collaboration, transparency, open peer feedback, trust, team spirit, ownership, empowerment, and responsibility. The more Agile your organization is, the higher the need for coaching and facilitation skills it creates. The role of HR is critically important to grow coaching and facilitation skills in the organization and support individuals and teams with education on coaching, facilitation and guide them on their journey.

Another fundamental shift is from management which is based on decision making and delegation into leadership which is not given by any position but is a state of the mind. Anyone can become a leader. It’s only your decision if you are ready to take over the ownership and responsibility and lead an initiative, team, or product. The peer feedback will take care of enough self-awareness so leaders can emerge through the organization. Very often we speak about emergent leadership as one person can act as a leader of one initiative while at the same time being a team member of another one. As the evaluations transform into regular peer feedback and coaching for development, the key goal of the leaders is to help other leaders to grow where again, the need for good coaching and facilitation skills is inevitable. 

The fact that HR changes the focus in Agile organization to the overall employee experience is only the beginning. So let me suggest another idea. The good HR shall act as an organizational ScrumMaster or agile coach if you like, operating at the third level of the #ScrumMasterWay concept, focusing on the overall system. At this level it’s not that much about coaching individuals but coaching teams and organizations as a system, leveraging tools from system coaching like ORSC. It’s not that much about team facilitation but the ability to facilitate large groups with 100’s people, leveraging tools like world-cafe and Open Space. It’s about being a model of an Agile leader growing the ‘we-culture’ and mentoring other leaders to grow to Agile leaders. In short, Agile HR is Agile leadership, system coaching, and large groups facilitation. 

Agile HR = Agile leadership + system coaching + large groups facilitation.

Agile Leaders are the beginning of modern management

In order to achieve success at the organizational level, we need to start management talent development program to create leaders who will help to grow a company, make quick decisions and stay ahead of others. Modern leadership style is no longer applying the traditional model of the “leader-follower”, i.e. one decides and the other executes orders. Nowadays, when most employees are from the category of creative workers and the company is looking for innovation and creative ideas to stay competitive, the leader-leader model is a more effective one, where the leaders’ main goal is to help others to be successful leaders. What is modern Agile management or Agile leadership about?

Excellent Agile Leader has four core competencies: Ability to define the vision, motivate, gain feedback, and ability to influence through themselves, others and system.

The ability to formulate a vision is the engine of change and motivation. A vision is not necessarily linked to product and business but should be focused on the organization and its purpose. The second competency is the ability to motivate and give the energy. It is a competence closely related to the vision. If you have a good vision, it motivates itself. Agile leadership builds on so-called internal motivation to strengthen the autonomy of individuals and teams. The third of Agile leader’s competences is feedback. Feedback is DNA component for Agile Organization together with openness and transparency. The art of getting system-level feedback is critical for the leader. The last is the art of influencing complex environments. Change things, people and their behavior, support and consolidate culture. Agile leadership begins with a change of self, your judgments, values, and behavior, style of work. Great leaders start with themselves as a role model, to change the way they show up, how they interact with others, and how they can inspire people around them to collaborate, create a team spirit, and become leaders. They are capable of working with the entire system and influence the whole organization and its culture.

Agile Leader-Wheel

Agile Leader Wheel also defines four supporting competencies to help leaders define the right approach. When is it better to decide and when decisions can be delegated and it’s better to collaborate. At the same time, when it’s better to take a role of facilitator and when start coaching. We do not talk that much about coaching individuals, which of course may be useful, but coaching the whole system – teams and organizations as a whole. Excellent Agile Leaders have not been born as Agile Leaders, but they are constantly looking for new ways to get better and to gain and strengthen the above-mentioned competencies.

ScrumMaster State of Mind Model

The state of Agile and Scrum understanding in organizations is not, in any way, great. Many Scrum implementations are failing not because Scrum doesn’t work for the particular organization, but because companies lack the core understanding of the Agile and Scrum mindset. During the Certified Scrum Classes (CSM) I have taught across the world, I realized that even ScrumMasters who were supposed to be Scrum experts are often struggling with understanding the consequences. That was the key motivation for writing a book dedicated to all ScrumMasters and leaders of Agile transformation in organizations: The Great ScrumMaster – #ScrumMasterWay, which is published on Amazon.

ScrumMaster State of Mind model

One of the concepts described in the book is the ScrumMaster State of Mind. It shows ScrumMasters how their day should look like. What are the approaches, they should use in different situations. The ScrumMaster State of Mind model defines four quadrants, with four different approaches you can decide to apply. They are all equally important and each of them can be used in all team development stages.

Teaching, Mentoring, Sharing Experiences

This approach builds on top of your knowledge and experience. Especially at the beginning of your Scrum adoption journey, you have to be clear on the purpose of the individual practices. Teach individuals, teams, and organization about the mindset. In later stages, you shall share your experiences, teach new practices, and help people to improve.

Removing impediments

The second approach you can take is removing impediments. It’s critical to take off the team’s frustration, but this is not the goal of great a ScrumMaster. A great ScrumMaster is not any team assistant, so don’t take this approach too often.

Facilitation

Facilitation is more than just leading Scrum meetings. As a facilitator, a ScrumMaster should know how to make conversations efficient and smooth. A ScrumMaster should know how to help people and team to agree and make a decision. The ability to facilitate is critical for team success.

Coaching

As the last approach, there is coaching. The fundamental difference between coaching and mentoring is that as a coach, you don’t share your own experiences, but ask questions so the team will realize where they want to go. They are the experts, not a ScrumMaster. This approach is critical to your long-term success, as without good coaching, you can never create great teams.

ScrumMaster State of Mind Model
ScrumMaster State of Mind Model

Observing

Even though the mentioned approaches are important, there is one in addition in the middle. This middle circle is about observing and making intentional decision on where to go. It should always be your base position. The place where you start, and return back again when you apply one of the approaches, to see how it landed with a team. It helps you to react on different situations differently. Even when you make a wrong decision, and for example, teach a team who believes they know everything better already, using the State of Mind concept helps you make corrections early enough.