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- 1. The #1 tool to be Agile Listening Hina Popal Principal Agile Practitioner Red hat
- 6. Step 1: Become Agile Be Agile Scrum Kanban What is Kanban? Create a card! Meetings all day Daily standup What is a card?
- 7. Step 2: Really Become Agile
- 8. Manifesto
- 11. Rule of the land ● Communication is nothing without effectively listening ● In order to feel valued, one needs to feel listened to ● Listening enables people to feel included and have ownership of their contributions
- 14. The impact of not being heard “I would say that I would probably feel neglected, not respected or valued for the contribution that I want to bring to the team. On the other hand I would question my contribution, if it is the right contribution at the right time. “I wonder if I've been unclear, if I'm missing something, if I misunderstand who isn't listening, or what the actual situation is. It's both motivating and demotivating: Something is wrong, and I need to understand and fix it.” “Frustration and insecurity starts creeping up when I feel i'm not being listened to.” “I feel not respected/valued but I do then examine my messaging and message to ensure it is not on my end.” “Annoyed.” “When I am not listened to in the workplace, it can trigger my imposter syndrome and make me feel like my input isn’t valuable.” “I tend to point the finger at myself first: Did I say something wrong? Am I reading the situation wrong? I'll just listen and not say anything, and hopefully the situation will get better.” “I think fundamentally, people want to be understood. They want to be seen and they want to feel like they matter. When I’m not listened to, I hear the antithesis of these statements…”I’m not seen, because I don’t matter.””
- 15. Listening as a tool applied
- 16. Fundamental of Listening Without following through, there is no listening. ● Prove you are listening ● Enable trust that when something is brought up it will be addressed ● Encourage individuals to air their thoughts and ideas
- 18. Make Listening Safe ● Its ok to admit you weren't listening and need something to be repeated ● Repeat the information in your own words to ensure you are on the same page ● Provide multiple ways to communicate so everyone can insert their voice ○ Meetings ○ Chat channels ○ Emails ○ Design documents
- 19. Listening in Meetings Listen to ensure the purpose of the meeting is being met ● Is there a reason to meet? ● Are the participants finding value out of the meeting? ○ Survey ○ Ask directly ○ Suggest optimizations ● Observe to see how people are communicating ● Does everyone who wants to speak have a chance? ○ Use features like the hand raise function in a video call. ○ Have a facilitator monitor the chat and ensure questions or concerns are brought up
- 20. Listening for Process Definition ● Ask the team how they want to work ○ “Do you want to start with a framework” ● Ask for the team to define how they want to measure themselves ○ “Which metrics will be good for use to measure our progress?” ● Leverage team working agreement ○ List out how the team wants to communicate and where ■ Slack ■ Google Chat ■ Email ○ List when they are meeting and who needs to be involved ■ Standups ■ Weekly syncs ■ Open discussions ○ If applicable roles and responsibilities
- 21. Listening for Change Resistors Change should happen for a reason ● Explain what needs to change ● Explain why it needs to change, how is the team currently being impacted ● Ask for potential solutions ○ If there is indifference, offer a solution in the absence of one and ask for objections
- 22. Listening for Indifference Sometimes no one cares but you see the team needs something. How can you approach this? Example: Hina thinks scrum will be very helpful for the team. In order to get buy in she needs to approach it this way. 1. State the problem or purpose: a. We want to sync daily for x reason. What do you think of a daily standup? 2. Ensure members understand why this is being suggested. a. Can you all see the value in this? Are there any questions? 3. Allow teams to suggest the format a. How would you like to sync? Traditionally it is a daily meeting. How do we want to satisfy the purpose? 4. Listen if there is pushback and new ways to meet the purpose of the initial proposal
- 23. Listening for Feedback Don't wait for retrospectives! Common questions that can be asked: ● Do you find value in this? ● Is there anything we can do to make life easier? ● Are there any bottlenecks in your daily work life? ● Is “x” still relevant to us?
- 24. Tools to help show you are listening ● Value stream maps ● Surveys ● Whiteboard sessions ● 1:1 interviews/meetings ● Observing how teams work (sit in meetings, look at how they document and share info, etc) ● Leverage metrics for conversations and not test scores
- 25. Key Takeaways ● Agile is not and never will be a framework. Your team can be agile without ever looking at frameworks like Scrum or Kanban. ● Listen to what your team wants, verify along the way that it is what they want, and ensure everyone is heard when they want to bring something up.