Team Leadership: Telling Your Testing Stories

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Presented by:
Bob Galen
Vel rs
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“Team Leadership: Telling Your Testing Stories”

ocity Partne

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An agile methodologist, practitioner, and coach based in Cary, NC, Bob Galen helps
rship
.

Bob Galen
ersVelocity Partn
guide companies in their adoption of Scrum and other agile methodologies and
practices. Bob is a principal agile evangelist at Velocity Partners, a leading agile
nearshore development partner; president of RGCG; and frequent speaker on
software development, project management, software testing, and team leade
at conferences and professional groups. He is a Certified Scrum Coach, Certified
Scrum Product Owner, and an active member of the Agile and Scrum Alliances. In
2013 Bob published Scrum Product Ownership–Balancing Value from the Inside Out
Reach him at bob@rgalen.com.

1
Team LeadershipTeam Leadership
Telling Your Testing Stories
Bob Galen
President & Principal Consultant
RGCG, LLC
bob@rgalen.com
Introduction
Bob Galen
Independent Agile Coach (CSC) at RGCG, LLC
Principle Agile Evangelist at Velocity Partnersp g g y
Somewhere ‘north’ of 30 years overall experience ☺
Wide variety of technical stacks and business domains
Developer first, then Project Management / Leadership, then
Testing
Senior/Executive software development leadership for 20 years
Practicing formal agility since 2000
XP, Lean, Scrum, and Kanban experience
From Cary, North Carolina
Connect w/ me via LinkedIn and Twitter @bobgalen
Copyright © 2014 RGCG, LLC
Connect w/ me via LinkedIn and Twitter @bobgalen
Bias Disclaimer:
Agile is THE BEST Methodology
for Software Development…
However, NOT a Silver Bullet!
2

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Copyright © 2014 RGCG, LLC 3
Outline
Intro
Elevator Pitch / 30 Second CommercialElevator Pitch / 30 Second Commercial
The Story Factor – Annette Simmons
The Leader’s Guide to Storytelling – Stephen Denning
Tell to Win – Peter Guber
Techniques
ExamplesExamples
Workshop Storytelling
Close

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Stories
Elevator Pitch
You’re in the middle of a testing cycle for a business critical project.
You’re testing a single component of a large system - roughly 10
testers are on your team The Vice President of Softwaretesters are on your team. The Vice President of Software
development walks up to you in the lab and asks you – “How’s it
going?”
What do you say?
He challenges you on several defects that you’ve entered –
disagreeing on priority and severity
How do you respond?
This is a great opportunity. You’re either ready for it and respond
well or you don’t…which do your choose?
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Another Situation
Same situation, although time has passed and the project has
missed several of it’s planned Beta dates and things are “dicey”.
You’re in the middle of the “last” testing cycle prior to going to Beta
test. You’ve found some regressions that you “suspect” will impact
the products ability to go to Beta. The Vice President of Marketing
walks up to you in the lab and asks you – “How’s it going?”
What do you say?
How do you say it?
Another, even more critical opportunity to make an impression…
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Stories
Elevator Pitch
We’re in communicating situations all of the time
As Test, QA and Process engineers -As Test, QA and Process engineers
We’re representing the product, it’s correctness, completeness
and overall quality
We’re representing our test team and ourselves
We’re the living embodiment of “how is it going?” And “is it ready
yet?”
I refer to these ongoing and ever present conversations
I refer to these ongoing and ever present conversations
as a communications & PR effort
It’s all of our jobs and we do it anyway
So why not learn techniques for doing it often and well?
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Stories
Elevator Pitch - Introduction
Break into groups of 2
Take a minute or two and introduce yourselves ShareTake a minute or two and introduce yourselves. Share
on:
Background information (Overall experience, where you work,
etc.)
Biggest challenge you face at work
Ideas for facing that challenge
I’ll time each exchange
I ll time each exchange
Let’s debrief…how did you do?
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5
30 Second “Commercial”
In job search circles, they refer to your developing and
delivering a “30 second commercial” for networking. It’sdelivering a 30 second commercial for networking. It s
a -
Quick introduction
Concise overview of your background
Includes your professional history
Delivered to fit the situation, allowed time and specific audience
You take the time to develop your “commercials” from
You take the time to develop your commercials from
your resume, you should have at least a few – to many
of them. They’re targeted towards different audiences
and situations.
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30 Second Testing “Commercials”
Current work status:
What are you working on, what are your recent successes andy g , y
your challenges. Very importantly - what’s next?
Do you need any help? (escalations, ideas, alternatives,
workarounds, etc.)
If you have one message to send for status – what would it be?
Make sure you communicate it!
Current product status:
Overall view to your area of testing responsibility
What is the overall product stability, feature set maturity and
performance?
High level defect trends, schedule status and work projections
Always practice your commercials - Preparation is the key!
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Characteristics
Keys to Effective Communication
Concise communications – remember the “Top 1/3” rulep
If you could only say 2-3 things, what would they be?
All forms matter – written, verbal, non-verbal, defects
Target your communications
Their functional role and level within the organization
Their point of view (adopt their POV - empathize)
What they want to hear and what they need to hear
What they want to hear and what they need to hear
What will they do with the information you give them
Can they “handle” the truth and how much of the truth
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Story Models

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Power of Storytelling
Evolution has “Wired us” for it
"Metaphors like "The singer had a velvet voice" and "He had leathery
hands" roused the sensory cortex. […] Then, the brains of participants
were scanned as they read sentences like "John grasped the object"
and "Pablo kicked the ball." The scans revealed activity in the motor
cortex, which coordinates the body's movements.“
"When the woman spoke English, the volunteers understood her story,
and their brains synchronized. When she had activity in her insula, an
emotional brain region, the listeners did too. When her frontal cortex lit
up, so did theirs. By simply telling a story, the woman could plant ideas,
thoughts and emotions into the listeners' brains.“
Reference here
Story Telling Model
Annette Simmons
The Story Factor, published in 2006
Six stories everyone needs to be able to tellSix stories everyone needs to be able to tell
People don’t always want data, then want faith. Faith in
you. Stories help them to find that faith in you.
The importance of ‘connection’ of staying ‘Real’

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“Who I Am”
Stories
This is your introduction.
If you’re new to a group or role then it’s pure introductionIf you re new to a group or role, then it s pure introduction
If you’re new to a situation, then explaining how you faced similar
situations might be appropriate
Make them personable
Try to inject some sort of humor
Show vulnerability—illustrate a mistake or a personal
flawflaw
Be honest and genuine
“Why Am I Here?”
Stories
This is the “What’s in it for you” story
Explain your career path—why are you particularly skilled to doExplain your career path why are you particularly skilled to do
this?
Or explain a project path—what events have led to your getting
involved?
Share what are you trying to achieve, and why
Sometimes your very role, charter, or mandate on the part of your
company helps here
These last two are easy and hard—linking to you. They
might also blend together into a single story.

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Vision
Stories
This is the “What’s in it for others?” story
At a leadership level—where are you proposing taking theAt a leadership level where are you proposing taking the
organization? Why? looking for alignment…
At an agile level—what methods and path will be used? How will
we measure success?
At a project level—what is the purpose / goal of the project? And
how do you envision our supporting that goal?
Often its about sharing a high-level strategy
Connecting it so that others can ‘See’ itConnecting it so that others can See’ it
Teaching
Stories
Sharing your experience
Learning from mistakesLearning from mistakes
Failing Forward
The Wisdom of the Crowd
Trusting each other; 5 Dysfunctions of a Team
Sharing ‘models’ for maturation and improvement
Patterns
Anti-patterns; often we can learning more from what didn’t work
Solving problems
Listen to our customers; take & accept feedback

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5 Dysfunctions of a Team -- Lencioni
Inattention to
Fear of
Lack of
Commitment
Avoidance of
Accountability
Results
Absence of
Trust
Fear of
Conflict
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“Values-in-Action”
Stories
Playing back “actions” stories
Team members helping each otherTeam members helping each other
Projects under ‘stress’ and how teams’ seemed to rise to the
occasion
Character checking / building events
Agile teams holding to their “quality commitments” and time-box
agreements
Persistence, patience, staying the course

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“I Know What You’re Thinking”
Stories
This is your opportunity to address
Fear Uncertainty and DoubtFear, Uncertainty, and Doubt
Dissention
Historical patterns
Trust in leadership vs. Trust in your teams
Undermining, lack of true support, waiting things out
We don’t address performance issues
Everyone treated the same
Nobody is ever fired or released based on poor performance
New ‘Sheriff’ in Town; new rules and a new spirit
Story Telling Model
Stephen Denning
The Leader’s Guide to Storytelling
published in 2005. Author of Squirrel Inc.
Similarities to The Story Factor, but with a leadership
and more in-depth focus.
Denning has gone on to become immersed in
innovation, leadership reinvention, and agile methods.

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8 Narrative Patterns
Stephen Denning
1. **Motivate Others to Action
Using narrative to ignite action and implement new ideas
2. Build Trust in You
Using narrative to communicate who you are
3. Build Trust in your Company
Using narrative to build your brandUsing narrative to build your brand
4. Transmit your Values
Using narrative to instill organizational values
8 Narrative Patterns
Stephen Denning
5. **Getting Others Working Together
Using narrative to get things done collaboratively
6. Share Knowledge
Using narrative to transmit knowledge and understanding
7. Tame the Grapevine
Using narrative to neutralize gossip and rumorUsing narrative to neutralize gossip and rumor
8. Create and Share Your Vision
Using narrative to lead people into the future

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Tell to Win
Peter Guber
1. Motivation
Your, be intentional, passion, engage
2. Audience
Render an experience, connect, align with
3. Goal
Purposeful, build an ongoing relationship (not a point
transaction)
4. Interaction
For them to own, secret sauce
5. Content
Its everywhere, your own experiences, what moves you
General
Techniques

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Basic Framework
Still quite effective…
Tell them what you’re about to tell them
Tell themTell them
Tell them what you just told them
Oreo Cookie Model (sandwich)
From a Planning and a Strategy perspective, consider:From a Planning and a Strategy perspective, consider:
Opening Moves
Middle Game
End Game
The “One Thing”
When it comes to risky, controversial, and emotional
conversations, skilled people find a way to get all
relevant information out into the open.
That’s it. At the core of every successful conversation lies
the free flow of relevant information. People openly and
the free flow of relevant information. People openly and
honestly express their opinions, share their feelings, and
articulate their theories.
They willingly and capably share their views, even when
their ideas are controversial or unpopular.
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The Pareto Principal
Crossing the Chasm
Communicate mostly to the 80%
Communicate mostly to the Early Adopters and theCommunicate mostly to the Early Adopters and the
Majority
Tailor your message to these folks; reach out to their
interests, connecting to them
Turning Points
Major shift points or nexus points can be useful in stories
A major shift or turning point in your life
A major external turning point to you personally, your group, your
organization; M&A activity
A major turning point in a project
A key player leaving your team
Example: I’ve often used lay-offs as transition points for
major shifts in my career. From the ashes…rises another
chapter.
My two books have resulted from these transitions…

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Connecting to Your Audience
Reference their perspectives
Reference their contextReference their context
What would you want to hear IF you were in their shoes
What sorts of history relates to your topic
Walk about, make eye contact
Talk about what you’d like to help the audience do, howTalk about what you d like to help the audience do, how
you’d like to serve them
Keep the Servant Leadership mindset in mind
throughout
Admiration
Someone you knew when you were growing up
Someone in the organization who has met a lot to youSomeone in the organization who has met a lot to you
The person you admire most in your organization
Someone who did better in the organization than anyone
expected
Someone who mentored you (showed you the ropes) in
the organization
Someone who handled adversity incredibly well in the
organization
Someone who is a humble servant leader

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Goals & Objectives
You can’t force collaboration. You can encourage it
towards specific expectations surrounding Goals &
Objectives…
Major initiative
Major project
Major new methodology
Challenging new
technology
Q t l / A lQuarterly / Annual
goal-setting
Connecting alignment to the top-line strategies
We’re all being measured together
Clarifying & Listening
Were you listening?
Play it back to me…what were the key points?
What do you think will be the most challenging parts of
the strategy?
Is this the right direction? Does anyone see crucial
adjustments that need to be made?

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Humor
Self deprecating humor can be incrediblySelf deprecating humor can be incredibly
powerful in stories— particularly as an introductory
device
Share internal stories that are commonly views as
humorous
Twist questions around, be playful with your audience
You don’t have to be a comedian; be yourself
Adding Context
Add appropriate breadth and depth to the context that
folks normally wouldn’t have—folks normally wouldn t have
Risk context
Organizational context
Impact context
Customer context
Dependency context
Quality context
Leadership context
Technical context
Revenue context

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Power of Transparency
13 Behaviors that Foster &
Increase Trust
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
Sh L l
8. Confront Reality
9. Clarify Expectations
10. Practice Accountability
5. Show Loyalty
6. Deliver Results
7. Get Better
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
Visualization
Try to paint a picture
Directionally committed – Burn the ships behind you
Let pictures do some of your talking for you
Mine the organization for supportive “pictures”
Defect reports, project failures, M&A intentions, success & failure
email, metrics, virtually anything that adds to the imagery

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Group-based Stories
Engaging multiple story-tellers
Defining a strategy around a group with differentDefining a strategy around a group with different
Perspectives
Stories
Audience Connections
For example, we’re “ Going Agile”
E D l t Q lit P d tEngage Development + Quality + Product
Engage team member(s) from pilot team(s)
Engage leadership to speak to the core drivers
When trying to make a point…
Let it emerge…
Don’t start with it:
This is a story about incredible courage. At the end, you will
aspire to be like me
Or end with:
And now I expect you all to be like me
Allow everyone to come to their own conclusions.
Of course, you can recount what it means to YOU

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Safety
In order to get feedback the environment has to be
considered ‘Safe’considered Safe
Commit to “What happens in Vegas…” for all story telling session
Don’t be afraid to disagree or debate, just don’t take follow-on
actions
Tell stories about how much you appreciate candor, feedback,
and truth-telling
It will take time to establish trust, but well worth it. Safety
needs to be 100%
What to try?
Find opportunities for stories
Keep a diary; remember key eventsKeep a diary; remember key events
When in doubt or when there’s a ‘void’…start
Remember: we can all tell stories, think about your
interviews
When it feels like its time to stop…stop
Walk around, make eye contact, take questions
Be yourself; don’t try to be someone else
It’s better to tell a story badly, than to not tell one at all
when the opportunity is there

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What to avoid?
Ridicule
Lying or stretching the truthLying or stretching the truth
Poking fun
Mean spiritedness
Getting personal
Complexity – multi-threaded stories
Making it about youMaking it about you
Negativity, pessimism, excessive realism
Group-based Workshop
Storytelling

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Example Stories / Situations
I want to mine everyone for story examples
Situations where you told a story effectively
Situations where a story would have worked, but you
didn’t leverage it
Observations from your history that could be re-framed
into an effective story
This is NOT storytelling, but just brainstorming & mining
examples from each other…
I want you to break out into groups of three
We’ll rotate around 3 primary roles
The notion of a Triad
We ll rotate around 3 primary roles
Story-teller
Story audience
Story observer
We’ll explore each of you telling a story
One of you volunteers with a potential story
One of you volunteers with a potential story
All three will strategize on the structure of the story
Tell the story
Debrief the story
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Introductions
You have 6 minutes, two minutes each
Properly introduce yourselves to your Triad teamProperly introduce yourselves to your Triad team
Professional introduction: work, how long, career path, current
title, current responsibilities, likes & dislikes
Personal introduction: family, children, where you live, vacation,
hobbies, volunteering, recent books you’ve read
In the last year, what are compelling truths you’ve discovered?y , p g y
What do the next five years hold in store for you?
Imagine you’ve just joined your current group as a leader
or senior contributor
Story #1
Introduction
or senior contributor
The group is tight-nit and tenure of quite long, so you
want to make a good first impression to
You decide to tell a story about yourself—as a means of
sharing some insights as a way of introduction
One that – shares more about who you are (either
professionally personally or both)
professionally, personally, or both)
Also, one that sets the stage for some changes you plan
on making within the organization
48

25
Think of your toughest, most challenging projects that
you’ve encountered in your career
Story #2
Confidence & Direction
you ve encountered in your career
Think of what made it challenging, and more importantly,
what were the factors that you brought to bear to deliver
the project
Get down to the essence of that made it work out.
Now translate these lessons to a current project and
share a story relating the pervious to this
share a story relating the pervious to this
one…connecting the dots and trying to inspire
confidence and direction
49
Your current organization has decided to go agile
Leadership is basically driving it down from above so
Story #3
Vision – “Going Agile”
Leadership is basically driving it down from above, so
you and your team have little choice but to “get on
board”
You do feel it’s the right decision, but for your own
reasons. You also realize it will be a great cultural
challenge for your team. Many of whom have been
around for 20+ years
around for 20+ years
This is your first exposure to them of what's about to
happen, why, and how you expect it to evolve…
50

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Your interviewing a new test manager for within your
team. She’s come wildly recommended and the interview
Story #4
Interview
team. She s come wildly recommended and the interview
has proven the accolades to be understated. She’s
outstanding
You’ve been given the closing position on the interview
She asks you about the culture and why you get up in
the morning. What’s exciting about your job and why are
you there
you there.
Here’s your chance to WOW her and close the deal…
51
Quite frankly, you wish they would cancel this project.
It’s over schedule by 6 weeks and testers on it need to
Story #5
Project Status
It s over schedule by 6 weeks and testers on it need to
move onto their next effort—so everyone is multi-tasking
and stretched
The software doesn’t meet the clients needs and the
development team doesn’t know what they’re doing
Each release has more defects than the last and your in
a death spiral of fix test refix
a death spiral of fix – test – refix
The VP of Product Development has asked you for an
assessment of the situation from a “QA perspective” for
himself and the rest of the leadership team—now…
52

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You’ve been on-board as a senior test manager for 3
months.
Story #6
Agile Automation Initiative
months.
You were initially shocked that there was no automation
strategy in place and that only about 10% of the
regressions suite was automated
It’s a tremendous resource and time waste and you’ve
just sold management on your ideas for investing in
automation
automation
You now want to share your vision with the testing team
and created a shared strategy that will quickly change
the dynamics…
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Wrap-up
Hope we challenged your existing• Hope we challenged your existing
assumptions a bit
• Inspire you to change your view towards Automation ROI
and investment
• What did I miss?
• Final questions or discussion?
Thank you!
5454

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Contact Info
Bob Galen
Principal Consultant,
RGalen Consulting Group, L.L.C.
Experience-driven agile focused training,
coaching & consulting
Cell: (919) 272-0719
bob@rgalen.com www.rgalen.com
bgalen@velocitypartners.net www.velocitypartners.net
BlogsBlogs
Project Times - http://www.projecttimes.com/robert-galen/
BA Times - http://www.batimes.com/robert-galen/
Podcast on all things ‘agile’ - http://www.meta-cast.com/
55Copyright © 2014 RGCG, LLC 55

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