www.PairCoaching.net<br />Reboot your team to Team²<br />Yves Hanoulle<br />
Me.About()<br />Yves Hanoulle<br />Project Coach<br />Training, Coaching  & Consultancy Services <br />on agile & Team pra...
You.About()<br />Who are you?<br />What makes you different?<br />What do you know about the Core?<br />Other info you lik...
Disclaimer<br />You don’t have to believe in the sea to get wet<br />You do have to get <br />IN <br />to get wet<br />
great practices instead of BEST Practices<br />
2 Leadership models<br />Work<br />1 manager<br />5 to 5000 <br />
2 Leadership models<br />Home<br />2 parents<br />1 to 5 children<br />Raising children as a single parent is hard<br />
Who’s right?<br />I propose you try Pair Coaching inside your company<br />
The agile manifesto<br />Individuals and interactionsWorking softwareCustomer collaborationResponding to change<br />over ...
Principles behind the Agile Manifesto<br />Our highest priority is to satisfy the customer through early and continuous de...
Building  great software is easy<br />
Team Life Cycle<br />Norming<br />Storming<br />Forming<br />Performing<br />
Situational Leadership<br />
Shared Vision<br />Please stand if you have ever been on a team with a shared vision<br />Please sit down when what I say ...
Being on a team that has a shared vision is at<br />least ___ times as good<br />as being on a team that doesn&apos;t<br />
Emotions at work<br />Please say Oh my god ! if you ever had a team member hiding how he felt.<br />1<br />2<br />3<br />
Great practice<br />Being on a team that states feelings, <br />is better than<br />being on a team where feelings get in ...
Check in<br />
Exercise<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br /...
Decision Making<br />Please say YES! if you have been on a team that made decisions without pain<br />
Great Practice<br />Being on a team that makes unanimous decisions<br />quickly, without redundant blather, is better than...
Decider<br />
Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk a...
Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single,...
Exercise<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, u...
Motivation<br />
Alignment<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions....
Alignment<br />
Personal Alignment<br />Want. Answer the question: &quot;What specifically do I want?” <br />Block. Ask yourself, “What is...
Evidence<br />Time:<br />Short time: today<br />Mid term: this year<br />Long term: 5 years from now<br />Work/Life balanc...
I want INTEGRITY<br />Professional<br />By the end of 2009 I have 5 personal coaching sessions every week<br />I do my sel...
How to create a shared vision<br />Checking In<br />Deciding<br />Aligning: disclosing motive and setting goals<br />Envis...
Conflict Resolution<br />Please put your hand up if you have experienced conflict within a team<br />
Great Practice<br />Being on a team that is able to use the energy<br />from conflict, and resolves every conflict directl...
Talking Stick Vs Protocol<br />01 A: States Sentence <br />02 B: Repeat Sentence in his own words<br />03 B: Is that Corre...
Asking for help<br />Will you….<br />Will you help me with…<br />Not “Can you”<br />
Trust<br />Whistle if you have been on a team that had a<br />high level of trust among all team members<br />
Great Practice<br />Being on a team that has a high level of <br />among the team members is better .<br />
ReBoot team = Team²/McCarthy BootCamp<br />McCarthy Tech started in 1996<br />Jim and Michele McCarthy left successful lea...
Allison Reeves<br />	I attended BootCamp as a relative &apos;outsider&apos;. As the course was initially conceptualized fo...
Pascal Van Cauwenberghe<br />I&apos;ve wanted to attend a McCarthy BootCamp, ever since I read &quot;Software for your Hea...
Bernard Notarianni<br />The BootCamp was one of the most amazing experience I had, both in professional and private life. ...
Joe Sandy Vice President Haliburton Corp.<br />Working with the McCarthys&apos; technology has been the smartest thing I h...
The Core System V 3.0<br />11 commitments<br />11 protocols<br />
The Core Commitments<br />Engage when present.<br />Know and disclose:<br />what I want,<br />what I think,<br />what I fe...
The Core Commitments<br />Always seek effective help.<br />Decline to offer and refuse to accept incoherent emotional tran...
The Core Commitments<br />When I have or hear a better idea than the currently prevailing idea, I will immediately either:...
The Core Commitments<br />Personally support the best idea :<br />regardless of its source.<br />however much I hope an ev...
The Core Commitments<br />Seek to perceive more than I seek to be perceived.<br />Use teams, especially when undertaking d...
The Core Commitments<br />Speak always and only when I believe it will improve the general results/effort ratio.<br />Offe...
The Core Commitments<br />Disengage from less productive situations:<br />when I cannot keep these commitments. <br />when...
The Core Commitments<br />Do now what must be done eventually and can effectively be done now.<br />Seek to move forward t...
The Core Commitments<br />Use the Core Protocols (or better) when applicable.<br />Offer and accept timely and proper use ...
The Core Commitments<br />Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments.<br ...
The Core Protocols<br />Pass / Unpass<br />Check In <br />Check out<br />Ask For Help<br />Protocol Check<br />Intention c...
Passer<br />Problem<br />We “go along” with group activities that we don’t believe in, with increasing cynism and a sense ...
Check-in<br />Problem<br />Results are unsatisfying<br />Solution<br />Publicly commit to rational behavior and efficientl...
Check-in<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br /...
Check-out<br />Problem<br />When we can’t be mentally present we stay in a meeting anyway, regardless of the cost to our f...
Ask for help<br />Problem<br />We act as if help won’t help<br />Solution<br />Use each other as a resource<br />Ask stran...
Asking for help<br /><ul><li>Will you….
Will you help me with…</li></ul>Not “Can you”<br />
Protocol Check<br />Say “Protocol Check”<br />If you know the protocol, state it. If you don’t, ask for help<br />
Work with Intention<br />Problem<br />We don’t know if our behaviour will be what we want<br />Solution<br />Decide on our...
Intention Check<br />Ask “What is your/my intention with X?” Where x equals some type of actual  or pending behavior to th...
Decider<br />Problem<br />Our Team’s decision process does not provide each member with an explicit say, or provide a mean...
Decider<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, us...
Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk a...
Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single,...
Feedback<br />Problem<br />There is no standard way to gain value for our work or personal performance from another person...
The Perfection Game<br />Will you perfect my …<br />I will give it a x out of 10<br />What I like about it is …<br />To gi...
Aligning<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. ...
Alignment<br />Problem<br />We think there are not enough people or other resources to get the job done well.<br />Solutio...
Personal Alignment<br />Problem<br />We don’t know what we want<br />Solution<br />Discover what we want, tell our teammat...
Investigate<br />Problem<br />We see others as better than ourselves<br />Communciation barriers prevent us from stating t...
Shared Vison<br />A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by...
Shared Vision<br />Problem<br />We work without first together deciding what we are going to create<br />Solution<br />Fir...
Far Vision<br />Problem<br />We work hard, burn out, and wonder why we bother<br />Solution<br />Insist that all projects ...
Versions of the Vision<br />Problem<br />We have an unwieldy list of features or demands from our customers<br />Solution<...
Anti-patterns<br />No Hurt feelings<br />Wrong tolerance<br />Team==product<br />Resolution avoidance<br />
No hurt feelings<br />Problem<br />We don’t want to hurt the feelings of our teammates, so we fail to add the value we hav...
Wrong tolerance<br />Problem<br />We tolerate behaviors that don’t work well<br />False Solution<br />We learn to live in ...
Insight: Team == Product<br />All business service clients <br />must call methods of <br />this big static class.<br />Wh...
Resolution avoidance<br />Problem<br />We don’t deal efficiently with conflict because we are afraid of it<br />False Solu...
Typical Questions<br />What is the methodology used?<br />What are the underlying principles<br />
Methodology<br />an experiential workshop <br />a results oriented business simulation <br />using behavioural tools to pr...
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The Core Protocols Zen

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This presentation is about the core protocols.
A way to go sane through the storming fase of a groups life cycle.

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  • JB Tweet had a big impact on my presentation.
  • Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
  • FormingThe “polite”stage in which the team starts to form.􀂆Everyone is trying to figure out what the team concept is.􀂆Initial “silent”leaders may take the rein.􀂆The team is usually positive –for the most part –for the initial meetings.􀂆No one has offended anyone at this point yet! StormingThe honeymoon is over.􀂆The silent leaders may be clashing for control of the group.􀂆People disagree and may blame the team concept, saying it doesn’t work.􀂆Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. 􀂆They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. 􀂆Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.􀂆They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.􀂆At this level, the team is taking on new work on their own, and selling it to other teams.
  • Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
  • Shared Vision is a state, not a statement
  • Shared Vision is a State not a statement
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • Remember the social connections that Juta talked aboutStory of discussion with Els in the morningI’ll check inI’m GLAD that I’m at Agile Eastern EuropeI’m SAD, AFRAID that Tom Poppendieck had a stroke last weekI’m GLAD he’s OK nowI’m SAD I could not play my leadership GameI’m GLAD, AFRAID this gave me the opportunity to create this talkI’m AFRAID as this is the first iteration of this talkI’m GLAD I did a lot of dry run’sI’m MAD & GLAD JB tweet has moved me to change my slidesI’m AFRAID I changed my talk after my last Dry RUNI’m GLAD, AFRAID this talk is captured by Camera’sI’m SAD as I wo’nt see my family for 5 daysI’m GLAD to see so many people in this roomI’m IN
  • How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
  • In eight of the nine tasks we examined across the three experiments higher incentives led to worse performance
  • Instead of adding head count, make the heads we have count
  • Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
  • Seek first to understandThen to be understood
  • How did you recognize that trust?What did that level of trust do for the team?
  • Also known as the law of 2 feet
  • The Core Protocols Zen

    1. 1. www.PairCoaching.net<br />Reboot your team to Team²<br />Yves Hanoulle<br />
    2. 2. Me.About()<br />Yves Hanoulle<br />Project Coach<br />Training, Coaching & Consultancy Services <br />on agile & Team practices<br />in EMEA. <br />Certified Core Trainer<br />Partner of Els Ryssen<br />Father of Joppe 2002, Bent 2004, Geike 2007<br />
    3. 3. You.About()<br />Who are you?<br />What makes you different?<br />What do you know about the Core?<br />Other info you like to share?<br />What would be the successful outcome of this talk for you?<br />
    4. 4. Disclaimer<br />You don’t have to believe in the sea to get wet<br />You do have to get <br />IN <br />to get wet<br />
    5. 5. great practices instead of BEST Practices<br />
    6. 6. 2 Leadership models<br />Work<br />1 manager<br />5 to 5000 <br />
    7. 7. 2 Leadership models<br />Home<br />2 parents<br />1 to 5 children<br />Raising children as a single parent is hard<br />
    8. 8. Who’s right?<br />I propose you try Pair Coaching inside your company<br />
    9. 9. The agile manifesto<br />Individuals and interactionsWorking softwareCustomer collaborationResponding to change<br />over processes and tools<br />comprehensive documentation <br />over contract negotiation <br />over following a plan <br />http://agilemanifesto.org/<br />
    10. 10. Principles behind the Agile Manifesto<br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer&apos;s competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. <br />
    11. 11. Building great software is easy<br />
    12. 12. Team Life Cycle<br />Norming<br />Storming<br />Forming<br />Performing<br />
    13. 13. Situational Leadership<br />
    14. 14. Shared Vision<br />Please stand if you have ever been on a team with a shared vision<br />Please sit down when what I say is NOT true from your experience on that team<br />
    15. 15. Being on a team that has a shared vision is at<br />least ___ times as good<br />as being on a team that doesn&apos;t<br />
    16. 16. Emotions at work<br />Please say Oh my god ! if you ever had a team member hiding how he felt.<br />1<br />2<br />3<br />
    17. 17. Great practice<br />Being on a team that states feelings, <br />is better than<br />being on a team where feelings get in the way<br />
    18. 18. Check in<br />
    19. 19. Exercise<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br />Welcome<br />No other feelings allowed<br />You can pass<br />Nobody can discuss the things said during check in<br />
    20. 20. Decision Making<br />Please say YES! if you have been on a team that made decisions without pain<br />
    21. 21. Great Practice<br />Being on a team that makes unanimous decisions<br />quickly, without redundant blather, is better than<br />being on a team that does not<br />
    22. 22. Decider<br />
    23. 23. Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk about what it will take to get the outlier “in”.<br />
    24. 24. Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single, short, declarative sentence the precise modification required to be in.<br />3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.<br />Only outliers can talk<br />
    25. 25. Exercise<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, using either <br />Yes (thumbs up), <br />No (thumbs down), <br />Support-it (flat hand), <br />vote simultaneously with other voters.<br />
    26. 26. Motivation<br />
    27. 27. Alignment<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. <br />Visions are derived from personal goals.<br />
    28. 28. Alignment<br />
    29. 29. Personal Alignment<br />Want. Answer the question: &quot;What specifically do I want?” <br />Block. Ask yourself, “What is blocking me from having what I want?” <br />Virtue. Figure out what would remove this block by asking yourself “What virtue – if I had it – would shatter this block of mine?” <br />Shift. Pretend the virtue you identified is actually what you want. <br />Again. Repeat steps 2 to 4 until this process consistently yields a virtue that is powerful enough to shatter your blocks and get you what you originally thought you wanted. <br />Done. Now write down a personal alignment statement in the form “I want [virtue].” For example, “I want courage”.<br />Signal/Response/Assignment. Create a signal to let others know when you are practicing your alignment and a response they can give you to demonstrate support. For example, “When I say/do, ‘X’ will you say/do, ‘Y?’” Optionally, turn it into an assignment by saying you will do X a certain number of times per day, where X equals an activity that requires you to practice living your alignment. <br />Evidence. Write, in specific and measurable terms, the long-term evidence of practicing this alignment. <br />Help. Ask each member of your group for help. They help by giving the response you would like when you give your signal that you are practicing your alignment. <br />
    30. 30. Evidence<br />Time:<br />Short time: today<br />Mid term: this year<br />Long term: 5 years from now<br />Work/Life balance<br />Personal Evidence<br />Work Evidence<br />How can we check?<br />
    31. 31. I want INTEGRITY<br />Professional<br />By the end of 2009 I have 5 personal coaching sessions every week<br />I do my self-organisation session @ Agile 2010<br />Personal<br />I will check in with each family member at least once a day<br />I use the perfection game for all feedback in my relation<br />In 2010 the rebuilding of our house is started<br />
    32. 32. How to create a shared vision<br />Checking In<br />Deciding<br />Aligning: disclosing motive and setting goals<br />Envisioning: creating shared vision <br />
    33. 33. Conflict Resolution<br />Please put your hand up if you have experienced conflict within a team<br />
    34. 34. Great Practice<br />Being on a team that is able to use the energy<br />from conflict, and resolves every conflict directly<br />and efficiently, is better ...<br />
    35. 35. Talking Stick Vs Protocol<br />01 A: States Sentence <br />02 B: Repeat Sentence in his own words<br />03 B: Is that Correct?<br />04 A: that is correct!<br />05 B: Is there more?<br />04 A: that is NOT correct<br />05 GOTO 01<br />06 A: YES<br />07 GOTO 01<br />06 A: NO<br />07 C=A<br />08 A=B<br />09 B=C<br />10 GOTO 01<br />
    36. 36. Asking for help<br />Will you….<br />Will you help me with…<br />Not “Can you”<br />
    37. 37. Trust<br />Whistle if you have been on a team that had a<br />high level of trust among all team members<br />
    38. 38. Great Practice<br />Being on a team that has a high level of <br />among the team members is better .<br />
    39. 39. ReBoot team = Team²/McCarthy BootCamp<br />McCarthy Tech started in 1996<br />Jim and Michele McCarthy left successful leadership positions at Microsoft to form an innovative teamwork laboratory. www.mccarthyshow.com<br />Since 1996 they have rigorously studied and codified the “great practices” for teams to get into and maintain a state of shared vision. These great practices are called The Core Protocols.<br />+200 BootCamps<br />16 certified core trainers<br />Booted Installshield <br />Booted Maxis after SimCity before Sims<br />Booted +600 people at Haliburton<br />
    40. 40. Allison Reeves<br /> I attended BootCamp as a relative &apos;outsider&apos;. As the course was initially conceptualized for people in IT, I was unsure of the benefit it would bring to a graduate student in Women&apos;s Health! I quickly learned that BootCamp is for everyone. It is about team building, connecting with others, dreaming &apos;big&apos; dreams about the world - and in extension - realizing your place in it. <br /> I learned about my own strengths and capabilities. <br /> <br /> Warm Regards, Allison.<br />
    41. 41. Pascal Van Cauwenberghe<br />I&apos;ve wanted to attend a McCarthy BootCamp, ever since I read &quot;Software for your Head&quot;, more than five years ago. <br />This was the most useful and life-changing training I&apos;ve ever attended. <br />I&apos;m glad Yves managed to organize Bootcamp <br />I&apos;m IN” <br />
    42. 42. Bernard Notarianni<br />The BootCamp was one of the most amazing experience I had, both in professional and private life. <br />
    43. 43. Joe Sandy Vice President Haliburton Corp.<br />Working with the McCarthys&apos; technology has been the smartest thing I have done in years. <br />The 600+ people who work for me have drastically increased productivity and have shown incredible results.  <br />In 6 months, a problem team that hadn&apos;t successfully delivered for years started finishing on time (or early) and earned rave reviews from customers.  <br />Another team who was building heavy machinery shipped in 8 months instead of the typical 18 month time period.  <br />Our meetings are much more efficient, with the average size down from 15 people to 5 people, and accomplishing much more in less time.<br />The investment to date in the McCarthys&apos; technology was easily paid back by results in only a few months.<br />
    44. 44. The Core System V 3.0<br />11 commitments<br />11 protocols<br />
    45. 45. The Core Commitments<br />Engage when present.<br />Know and disclose:<br />what I want,<br />what I think,<br />what I feel .<br />
    46. 46. The Core Commitments<br />Always seek effective help.<br />Decline to offer and refuse to accept incoherent emotional transmissions.<br />
    47. 47. The Core Commitments<br />When I have or hear a better idea than the currently prevailing idea, I will immediately either:<br />propose it for decisive acceptance or rejection, and/or<br />explicitly seek its improvement. <br />
    48. 48. The Core Commitments<br />Personally support the best idea :<br />regardless of its source.<br />however much I hope an even better idea may later arise.<br />when I have no superior alternative idea.<br />
    49. 49. The Core Commitments<br />Seek to perceive more than I seek to be perceived.<br />Use teams, especially when undertaking difficult tasks.<br />
    50. 50. The Core Commitments<br />Speak always and only when I believe it will improve the general results/effort ratio.<br />Offer and accept only rational, results-oriented behavior and communication.<br />
    51. 51. The Core Commitments<br />Disengage from less productive situations:<br />when I cannot keep these commitments. <br />when it is more important that I engage elsewhere.<br />
    52. 52. The Core Commitments<br />Do now what must be done eventually and can effectively be done now.<br />Seek to move forward toward a particular goal, by biasing my behavior toward action.<br />
    53. 53. The Core Commitments<br />Use the Core Protocols (or better) when applicable.<br />Offer and accept timely and proper use of the Protocol Check Protocol without prejudice.<br />
    54. 54. The Core Commitments<br />Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments.<br />Never do anything dumb on purpose.<br />
    55. 55. The Core Protocols<br />Pass / Unpass<br />Check In <br />Check out<br />Ask For Help<br />Protocol Check<br />Intention check<br />Decider<br />Resolution<br />Perfection Game<br />Personal Alignment<br />Investigate<br />
    56. 56. Passer<br />Problem<br />We “go along” with group activities that we don’t believe in, with increasing cynism and a sense of powerlessness for our self and our team<br />Solution<br />Explictly decline to participate when we don’t want to do something<br />
    57. 57. Check-in<br />Problem<br />Results are unsatisfying<br />Solution<br />Publicly commit to rational behavior and efficiently disclose our feelings at work<br />
    58. 58. Check-in<br />I’m checking in<br />I’m Glad …<br />I’m Sad…<br />I’m Mad…<br />I’m Afraid…<br />I’m in<br />Audience:<br />Welcome<br />No other feelings allowed<br />You can pass<br />Nobody can discuss the things said during check in<br />
    59. 59. Check-out<br />Problem<br />When we can’t be mentally present we stay in a meeting anyway, regardless of the cost to our false presence to our self and our team<br />Solution<br />When we are not contributing, we must leave the environment without distracting our teammates<br />
    60. 60. Ask for help<br />Problem<br />We act as if help won’t help<br />Solution<br />Use each other as a resource<br />Ask strangers for help<br />Ask children for help<br />Ask for help when you don’t think you need help<br />
    61. 61. Asking for help<br /><ul><li>Will you….
    62. 62. Will you help me with…</li></ul>Not “Can you”<br />
    63. 63. Protocol Check<br />Say “Protocol Check”<br />If you know the protocol, state it. If you don’t, ask for help<br />
    64. 64. Work with Intention<br />Problem<br />We don’t know if our behaviour will be what we want<br />Solution<br />Decide on our intention before we act or speak<br />Use Intention Check to clarify the purpose of your own or another’s behavior. Use it when you can’t imagine a positive outcome resulting from the current behavior<br />
    65. 65. Intention Check<br />Ask “What is your/my intention with X?” Where x equals some type of actual or pending behavior to the persons whose intention you want to know?<br />If it would be helpfull, ask ”What response or behavior did you want from whom as a result of X?”<br />
    66. 66. Decider<br />Problem<br />Our Team’s decision process does not provide each member with an explicit say, or provide a means to hold members accountable for the result<br />Solution<br />Use a reliable, unanimity-driven process within the team.<br />
    67. 67. Decider<br />1. Proposer says “I propose [concise, actionable behavior].”<br />2. Proposer says “1-2-3.”<br />3.Voters, using either <br />Yes (thumbs up), <br />No (thumbs down), <br />Support-it (flat hand), <br />vote simultaneously with other voters.<br />
    68. 68. Resolution<br />Problem<br />We have difficulties reaching unanimous support for a proposal<br />Solution<br />Only talk about what it will take to get the outlier “in”.<br />
    69. 69. Resolution<br />Steps<br />1. Proposer asks outlier “What will it take to get you in?”<br />2. Outlier states in a single, short, declarative sentence the precise modification required to be in.<br />3. Proposer offers to adopt the outlier’s changes or withdraws the proposal.<br />Only outliers can talk<br />
    70. 70. Feedback<br />Problem<br />There is no standard way to gain value for our work or personal performance from another person<br />Or to add our value to the work product or the personal performance of another person<br />False Solution<br />We give or seek feedback<br />Actual Solution<br />Use the perfection game when asked<br />
    71. 71. The Perfection Game<br />Will you perfect my …<br />I will give it a x out of 10<br />What I like about it is …<br />To give it a ten I would need…<br />If you have nothing to make it better, you have to give a 10<br />
    72. 72. Aligning<br />Personal goals motivate people; <br />team goals motivate teams. <br />Team goals are derived from Visions. <br />Visions are derived from personal goals.<br />Tie Goals to Vision<br />Tie Vision to Goals<br />
    73. 73. Alignment<br />Problem<br />We think there are not enough people or other resources to get the job done well.<br />Solution<br />Align the team around what each member wants<br />Instead of adding head count, make the heads we have count.<br />
    74. 74. Personal Alignment<br />Problem<br />We don’t know what we want<br />Solution<br />Discover what we want, tell our teammates what that is.<br />Ask for their help<br />Expect them to do likewise<br />
    75. 75. Investigate<br />Problem<br />We see others as better than ourselves<br />Communciation barriers prevent us from stating this clearly<br />Solution<br />Inquire into one another as a naïvely curious and nonjudgmental investigator <br />
    76. 76. Shared Vison<br />A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by a mature team<br />
    77. 77. Shared Vision<br />Problem<br />We work without first together deciding what we are going to create<br />Solution<br />First and always, make sure our team is aligned around our vision<br />
    78. 78. Far Vision<br />Problem<br />We work hard, burn out, and wonder why we bother<br />Solution<br />Insist that all projects have a long term noble purpose<br />
    79. 79. Versions of the Vision<br />Problem<br />We have an unwieldy list of features or demands from our customers<br />Solution<br />Create a sequence of “Solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer<br />
    80. 80. Anti-patterns<br />No Hurt feelings<br />Wrong tolerance<br />Team==product<br />Resolution avoidance<br />
    81. 81. No hurt feelings<br />Problem<br />We don’t want to hurt the feelings of our teammates, so we fail to add the value we have to our team’s work product<br />False Solution<br />If we can’t find a way to tell the truth without upsetting people, we don’t speak<br />Actual Solution<br />Focus on team results, not on team member’s feelings<br />
    82. 82. Wrong tolerance<br />Problem<br />We tolerate behaviors that don’t work well<br />False Solution<br />We learn to live in the “real world” or complain to others who we think can fix the problem<br />Actual Solution<br />Acknowledge that if we tolerate it, we insist on it<br />
    83. 83. Insight: Team == Product<br />All business service clients <br />must call methods of <br />this big static class.<br />Why is it so ?<br />You would have <br />to ask Steve. <br />Oh that is <br />impossible, <br />he is always <br />busy...<br />OK, let’s ask him.<br />
    84. 84. Resolution avoidance<br />Problem<br />We don’t deal efficiently with conflict because we are afraid of it<br />False Solution<br />Lay low<br />Don’t cause problems<br />Avoid conflict<br /><ul><li>This does not avoid conflict, it postpones it</li></ul>Actual Solution<br />Seek resolution<br />
    85. 85. Typical Questions<br />What is the methodology used?<br />What are the underlying principles<br />
    86. 86. Methodology<br />an experiential workshop <br />a results oriented business simulation <br />using behavioural tools to provide structured empowerment<br />
    87. 87. Underlying principles<br />self and group alignment<br />tight accountability<br />shared vision<br />timely delivery <br />
    88. 88. Resources:Books<br />Software for your head<br />The Speed of Trust<br />The 7 habits of highly effective people<br />The five dysfunctions of a team<br />Situational Leadership<br />Teamwork is an individual skill<br />Wave Rider<br />X-Teams<br />Leading Geeks<br />
    89. 89. Resources: URL<br />The Core Protocols: http://alturl.com/b9fn<br />Bruce Tuckman<br />http://en.wikipedia.org/wiki/Forming-storming-norming-performing<br />Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory<br />Dan Pink on TED about Intrinsic vs Extrinsic motivation <br />http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/<br />
    90. 90. Copyright Pictures:<br />© Hamed Saber http://www.flickr.com/photos/hamed<br />© Ed Yourdon http://www.flickr.com/photos/yourdon/<br />© Jan Tielens http://www.flickr.com/photos/neleenjan/<br />
    91. 91. Free Lifetime support<br />Twitter: http://twitter.com/YvesHanoulle<br />SlideShare: http://slideshare.net/YvesHanoulle<br />Linkedin: http://www.linkedin.com/in/YvesHanoulle<br />Web: http://www.PairCoaching.net<br />Blog: http://PairCoaching.wordpress.com<br />Flickr: http://www.Flickr.com/YvesHanoulle<br />Books: http://www.librarything.com/catalog.php?view=YvesHanoulle<br />Mail : FirstName at Paircoaching dot net<br />Mobile: +32 476 43 38 32<br />Skype: YvesHanoulle<br />
    92. 92. PairCoaching.net the way to leading greatness<br />Thank you !!<br />www.PairCoaching.net<br />

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