The presentation was delivered in Kjiv (AgileEE) Geneve (AgileTourGeneve), Agilis2009 (Iceland) Scandinavian Developer Conference 2010 Agile Tour Bordeaux 2010

1. Tips for creating a self-organizing team Yves Hanoulle

2. PairCoaching.net 2

3. Me.About() Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices in EMEA. Certified Core Trainer Social Media YvesHanoulle Partner of Els Ryssen Father of Joppe 2002, Bent 2004, Geike 2007 3

4. You.About ( 3 minutes) Who are you? What makes you different? What would be the successful outcome of this talk for you? 4

5. Disclaimer You don’t have to believe in the sea to get wet You only have to get IN to get wet 5

6. 2 Leadership models Work 1 manager 5 to 5000 6

7. 2 Leadership models Home 2 parents 1 to 5 children (or 17) Raising children as a single parent is hard 7

8. Who’s right? I propose you try Pair Coaching inside your company 8

9. The agile manifesto Individuals and interactionsWorking softwareCustomer collaborationResponding to change over processes and tools comprehensive documentation over contract negotiation over following a plan http://agilemanifesto.org/ 9

10. Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 10

11. great practices instead of BEST Practices 11

12. Building great software is easy 12

13. Team Life Cycle Norming Storming Forming Performing 13

14. Situational Leadership 14

15. Satir 15

16. Shared Vision Please stand if you have ever been on a team with a shared vision Please sit down when what I say is NOT true from your experience on that team 16

17. Being on a team that has a shared vision is at least ___ times as good as being on a team that doesn't 17

18. Please share with us... what, in your experience, is a shared vision? what is it like to be on a team with a shared vision? what does it take to get to a shared vision? 18

19. Emotions at work Please say Oh my god ! if you ever had a team member hiding how he felt. 1 2 3 19

20. Great practice Being on a team that states feelings, is better than being on a team where feelings get in the way 20

21. Check in 21

22. Decision Making Please say YES! if you have been on a team that made decisions without pain 1 2 3 22

23. Great Practice Being on a team that makes unanimous decisions quickly, without redundant blather, is better than being on a team that does not 23

24. Decider 24

25. Motivation 25

26. 26

27. There is a mismatch between what science knows and what business does 27

28. Minimizing the damage Get awards out of people’s faces Offer rewards after the fact (As a surprise) Never turn the quest for rewards into a contest Make rewards as similar as possible to the task Give people as much choice as possible about how rewards are used Try to immunize individuals against the motivational killing effects of rewards 28

29. The Praise problem Don’t praise people, only what people do Make praise as specific as possible Avoid phony praise Avoid praise that sets up a competition 29

30. Alignment Personal goals motivate people; team goals motivate teams. Team goals are derived from Visions. Visions are derived from personal goals. 30

31. Alignment 31

32. I want INTEGRITY Professional By the end of 2009 I have 5 personal coaching sessions every week I do my self-organisation session @ Agile 2010 I am coaching a team in EMEA before 2010 Personal I will check in with each family member at least once a day I use the perfection game for all feedback in my relation In 2010 the rebuilding of our house is started 32

33. How to create a shared vision Checking In Deciding Aligning: disclosing motive and setting goals Envisioning: creating shared vision 33

34. Conflict Resolution Please put your hand up if you have experienced conflict within a team 34

35. Great Practice Being on a team that is able to use the energy from conflict, and resolves every conflict directly and efficiently, is better ... 35

36. Talking Stick 36

37. Talking Stick Vs Listen Protocol 01 A: States Sentence 02 B: Repeat Sentence in his own words 03 B: Is that Correct? 04 A: that is correct! 05 B: Is there more? 04 A: that is NOT correct 05 GOTO 01 06 A: YES 07 GOTO 01 06 A: NO 07 C=A 08 A=B 09 B=C 10 GOTO 01 37

38. Asking for help Will you…. Will you help me with… Not “Can you” 38

39. No Rescueing 39

40. Trust Whistle if you have been on a team that had A high level of trust among all team members 40

41. Great Practice Being on a team that has a high level of among the team members is better . 41

42. Relationship Trust Talk Straight Demonstrate Respect Create transparency Right Wrongs Show Loyality Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend trusts 42

43. Talk Straight 60%

44. Demonstrate Respect

45. Create transparency

46. Right Wrongs

47. Show Loyality

48. Deliver Results

49. Get Better

50. The Perfection Game

51. Confront Reality

52. Clarify expectations

53. Practice accountability Succes has many fathers, Failure is an orfen

54. Insight: Team == Product All business service clients must call methods of this big static class. Why is it so ? You would have to ask Steve. Oh that is impossible, he is always busy... OK, let’s ask him.

55. Listen first 55%

56. Keep Commitments

57. Extend Trust

58. Meals

59. Make me responsible

60. Agile Hitler

61. Responsibility Space

62. Trim tabber

63. Christopher Avery

64. One day in my life

65. Formal (Positional) Power Sanctional Power Competence Power Informational Power Reference Power (Charisma) 5 types of Power

66. Tipping Point

67. The Five dysfunctions of a team Absence of Trust Fear of Conflict Lack of Commitment Avoidance of accountability Inattention to Results

68. Griefwork

69. Resources:Books Software for your head The Speed of Trust The 7 habits of highly effective people The five dysfunctions of a team Situational Leadership Teamwork is an individual skill Wave Rider X-Teams Leading Geeks

70. Resources: URL http://agilemanifesto.org/ The Core Protocols: http://alturl.com/b9fn Bruce Tuckman http://en.wikipedia.org/wiki/Forming-storming-norming-performing Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory Dan Pink on TED about Intrinsic vs Extrinsic motivation http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/ Agile Hitler http://paircoaching.wordpress.com/2009/05/21/the-downfall-of-agile-hitler/

71. Copyright Pictures: © Hamed Saber http://www.flickr.com/photos/hamed © Ed Yourdon http://www.flickr.com/photos/yourdon/ © Jan Tielens http://www.flickr.com/photos/neleenjan/

72. PairCoaching.net the way to leading greatness Thank you !!

73. Conferences History Kjiv (AgileEE) Geneve (AgileTourGeneve), Agilis2009 (Iceland) Scandinavian Developer Conference 2010 Agile Tour Bordeaux 2010

74. YvesHanoulle Promoting PairCoaching Organizing Coach Retrait Agile Retroflection of the Day: https://twitter.com/#!/Retroflection Agile Calendar: http://www.hanoulle.be/2010/11/agile-conferences-calendar/ Agile Games Google group: www.agilegames.org Who Is: http://www.hanoulle.be/who-is/ Agile T-shirts: http://www.flickr.com/groups/1703249@N24/ Agile Booklists: http://www.hanoulle.be/2011/08/agile-2011-booklist/ All comments on books I read: https://kindle.amazon.com/profile/Yves-Hanoulle/192415 Personal Twitter: https://twitter.com/YvesHanoulle Contact me on Linkedin: http://www.linkedin.com/in/yveshanoulle Phone: 0032 476 43 38 32 www.hanoulle.be 74