Psychological safety in the workplace is a hot topic, and that’s a good thing. When psychological safety increases, it improves motivation, quality of life, and performance—and who doesn’t want that? I imagine that psychological safety is something you’ve heard a lot about. And that’s great. It’s very important after all. But what’s less great is that it’s often just the management aspect that gets talked about. Psychological safety in the workplace is really about so much more than that. Management is only one of five competencies that we need to build psychological safety, and that’s why I’ve written this post. We tend to focus too much on management’s role in…
Team Mission Statements: Get The Most Out Of Yours
Social and Organizational Psychologist Richard Hackman observed that one of the most crucial components necessary for enabling high performance in teams is that they have a compelling mission. Missions become compelling when they’re clear, coherent with the company vision, aligned throughout the company, and appealing to the team members. So if you’re aiming for empowered teams with high product autonomy (level E-I on the picture below), team missions (expressed through team mission statements) are an absolute necessity that will increase engagement, speed, and impact. Ladder showing different levels of Product Autonomy, as described by John Cutler. Sounds pretty straightforward, right? There’s one catch though: you need to make sure…
Temporal Dynamics – Coaching Teams Stuck In Discussion Gridlock
Those of you who’ve listened to Episode 11 of my podcast, The Law of Raspberry Jam, have heard me talk about temporal dynamics (check out the episode here if you haven’t already). In this post, I’ll elaborate on what temporal dynamics is, why it matters, and how you can help a group that has gotten themselves stuck in a cycle of temporal oscillation (no matter what your job role is). What is temporal dynamics? Back at Spotify, I was a part of a coaching team. We were six coaches spread out across a Tribe (also known as an engineering department), and every week we’d come together to share knowledge, split…
agile transformation at Avanza: a case study
Agile Transformation (capital A and T) and agile transformation. Same words, vastly different concepts. An “Agile Transformation” is a cookie-cutter product that anyone can buy off the shelf. It comes with manuals, guides, predefined role descriptions, and everything else you need to get your organization looking and sounding like an Agile organization. Plug and play! Some call it the starting point and some call it all you’ll need, because it’s better than whatever you have today, right? “Agile Transformations” are a tool on the tactical level, and, while there’s certainly some value in them, I believe there’s more value in lowercase a and t agile transformations. agile transformation is a…
The Often Missed Team Building Activity – An Organizational Growth Strategy
There’s lots of great material out there on how to build agile teams. That material focuses on support and improvement at a team level which is of course one crucial component. But in the midst of all this, we seem to have forgotten one of the most important aspects of team building that has a huge impact on team performance: the organizational growth strategy. Don’t get me wrong: helping individual teams become high performing teams is essential (and there are enough pitfalls to avoid there as it is). But if you don’t consider your team growth plan, the way, and frequency with which you choose to grow your teams, you…
Why Agile Isn’t Working For You: The Top 5 Agile Coaching Pitfalls
In taking a look back at our time as coaches of systems, teams, and individuals, we identified the top 5 agile coaching pitfalls we've run into over the years and that we see coaches old and new still struggling with today.
The EPIQ Feedback Model
Feedback is a hot topic, but not everyone agrees about its usefulness. Some praise feedback as something fundamentally important, while others claim that, even with a well-intentioned feedback model, it’s directly harmful to relationships and self-esteem. I’ve spent many years learning about and observing feedback. I’ve seen how feedback can both unify us and divide us. I’ve also come to learn what distinguishes great feedback from mediocre or even harmful feedback. Over the years, I’ve distilled my observations and research into a feedback model, and in this post, I share that model. I call it “The EPIQ Feedback Model”. So join me and explore how Empathy, Position, Intention, and Quality…
6 Free Agile and Management Slack Groups You Don’t Want To Miss Out On
If you’ve been following my blog over the years, you’ll know that I believe strongly in the importance of effective feedback. And while feedback is invaluable, it’s just one of many ways I try to improve my skills. In addition to feedback, learning from the people around me, whether formally via conferences and lectures or casually through one-off chats, has been a huge help in my own professional development, and many others I speak with feel the same. But when you’re running your own consulting business or are the only coach on a team, the cross-pollination of Agile, Management, and Leadership best practices takes a bit more work. To that…
The First Question To Ask When Building Teams – Is This Really A Team?
Written by Stefan Lindbohm and Viktor Cessan. Have you ever wondered why so many organizations fail at building effective and high performing teams despite offering so much support in different ways e.g. by managing people, by managing the environment, and by coaching teams? You’re not alone. This is often something that frustrates teams, coaches, and managers. You’d think that given all the support that teams receive, they would have great chances for becoming high performing. What our experience shows us, and research, is that it’s more uncommon than common for teams to get to a high performing state. While there are many reasons to why this happens, in this article…
Turn Up The Good with the ”The Good, The Great, and The Amazing” Retrospective
When teams focus on what’s not working in retrospectives, things outside their immediate control often show up. It’s great to help teams illuminate what’s holding them back, but if that’s the only thing your retrospectives are focused on they may become a drag and drain peoples energy. To help teams ”Turn up the good” i.e. builds upon practices and elements that are good and try to make them even better I’ve created a short retro that’s based on that principle. And I’ve taken inspiration from many but particularly Woody Zuill and Marcus Hammarberg when documenting this format. The Good, The Great, and The Amazing This retrospective takes 15 – 60 minutes depending…
Team Talent Management – Setting Individual Goals With The Entire Team
Setting individual goals together increases performance, engagement, and motivation. This is because the team is better at creating a holistic overview of their current situation i.e. one that contains their collective knowledge gaps, personal interests, their goals, and company direction. With that overview it becomes easier to find ways to contribute to the teams collective capabilities. I call the process of setting individual goals with the entire team “Team Talent Management”. Team Talent Managent makes individual goals more relevant. It also establishes a learning support network within the team that supports itself. At the end of this post I offer an exercise that you can run with your team if…
Help Workshop Groups Collaborate Better, Faster, With The Workshop Collaboration Canvas
It takes weeks if not months of interactions for a team to really come together and collaborate well. So when we put a group of people who don’t collaborate on a regular basis into a workshop and expect them to solve an important problem in a day or two, that group is unlikely to be operating at their collective best. But since we know this even before going into the workshop, we as facilitators can accelerate the group’s ability to collaborate openly and freely through different exercises. Working Agreements is a popular exercise that helps groups but it alone won’t get the group there because the participants are either not…
6 Ways People Resist Becoming T-Shaped–And How To Work Past It
When people doubt or resist the T-shaped philosophy, it’s easy to assume that they just haven’t understood what being T-shaped means and why it’s valuable. More often than not though, I’ve found that a lack of information isn’t what’s holding people back. In my work with organisations and teams, I’ve come across 6 main reasons why people resist the trend towards being T-shaped. I’ve outlined these reasons for you below and have included some remedies that may help you and your teammates get past any hesitation. 1. Their identity is tied to their role Many people identify with their role. They may have worked with something for many years or…
Thoughts about hiring Product Owners, Part 3
This is the third and final part of my series on hiring Product Owners and in this part I go through how to evaluate Product Owner candidates with work samples and through auditions. Part 1 – Are You Recruiting For Potential Or Experience? Part 2 – Questions You Can Ask In Your Interviews Part 3 – Work Samples And Auditions <- This post. Effort and reward Before you decide how to evaluate your candidates consider the amount of time and energy you’re willing to invest to learn about your candidates. Asking for work samples and evaluating them yourself requires little effort while running auditions require the most time and energy but…
Thoughts about hiring Product Owners, Part 2
Continuing my thoughts on recruiting Product Owners, here are some questions that might help you evaluate candidates level of experience from Product ownership, and questions that might help you discover if they have potential to learn the role. Part 1 – Are You Recruiting For Potential Or Experience? Part 2 – Questions You Can Ask In Your Interviews <- This post. Part 3 – Work Samples And Auditions Please note that: Treat these questions as inspiration and use the ones you think can be helpful to you. This is not a guide to follow step by step. If a candidate is unable to answer these questions it does not necessarily mean…