5 hans van loenhoud - master-class the 7 skills of highly successful teams

© 2018, 7skills.org –http://www.7skills.org
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Communicate
2
Empathize
4
Collaborate
7
Sell
3
Explore
6
Tell
5
Ideate 7 Skills

• Hans van Loenhoud
• 35+ yrs ICT, 20 yrs test, 5 yrs RE
• Active as trainer | coach | consultant
• Business Analysis
• Requirements Engineering
• Testing
• Member of the
•  hans.vanloenhoud@taraxacum.nl
•  http://www.taraxacum.nl
Pleased to meet you
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The 7 Skills of highly effective teams
7 Skills
Collaborate
Sell
3

Route
4
Communicate Empathize Explore Collaborate Ideate Tell Sell

• As long as IT development exists,
stakeholders have been
complaining
• Too long
• Too expensive
• Too complex
• Too many bugs
• Not matching business needs
• Not user friendly
What is the problem?
5

• Standards
• Norms
• Methods
• Techniques
• Approaches
What did we do about it?
6
Mwah…

Now we are Agile …
• and still we fail to make
the customer happy
7
Agile frog (Rana dalmatina)

Because
• They
• Don’t know what they want
• Don’t take enough time to explain
• Don’t pay enough attention to our
designs
• Run away during our tests
• Call futilities a bug
• Keep changing their minds
• Have other priorities
• Have hidden agendas
• Like to play the victim’s role
• Like to blame us for their
incompetence
• …
• We
• Are professionals
• Follow all relevant trainings
• Keep up with all innovations
• Know what’s good for the
business
• Use standards and norms
• Use sophisticated tools
• Manage ourselves
• Can play planning poker
• Stand up every morning
• Are completely transparent
• …
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Tear down the wall
9

Route
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• aren’t made by
individuals
• They are made by teams
• Good teamwork
is the key to success
Real achievements
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• are built of individuals
• working together to reach a
common goal
• Improving teamwork is
psychology because
• it’s all in our minds
Teams
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• hard skills …
• we need soft skills
On top of our
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Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
… in two dimensions
14

Route
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We developed a model
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7 Skills
Olivier
Denoo (FR)
Karolina
Zmitrowicz (PL)
Bernard
Rulmont (BE)
Hans van
Loenhoud (NL)
… as a team

We were inspired by different sources
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Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Communicate
18

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Empathize
19

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Explore
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Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Collaborate
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Collaborate

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Ideate
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Collaborate

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Tell
23
Collaborate

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
Sell
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Collaborate
Sell

We all work …
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Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
somewhere
along these axes

Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
… and we all communicate
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to each other

… so we all benefit
27
Solution
Team
facing
Customer
facing
Demand facing
Supply facing
Problem
from better
soft skills

Route
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▪ The core skill
▪ Transfer concepts between
the minds of individuals
COMMUNICATE
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The Shannon-Weaver model
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Sender Encode Message Decode
Re-
ceiver
“Green tree”

• Make teams of 2 pairs of participants not knowing each other (too) well
• (Sender + Observer) and (Receiver + Observer)
• Sender thinks of an event to communicate to Receiver
• About something that happened yesterday
• Sender writes it down and shows it to his/her Observer(don’t speak out loud)
• Sender draws a picture as an encoding of the messagethat describes the event
(no words)
• Receiverlooks at the drawing and decodes the message, adding words to the picture
• Receiverwrites it down and explains to his/her Observerhow he/she decoded the
message
• All discuss the process of coding, sending a message and decoding
• Did you recognize the steps in the communication process?
• Was the event correctly communicated?
[5 min.] I’d say: Just do it!
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Schramm’s circular model
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Mes-
sage
Encode
Interpret
Decode
Decode
Interpret
Encode
Mes-
sage
Feedback
Redundancy

EMPATHIZE
▪ Look through the eyes
of your customer
34

Persona – give them a face
35
Picture
Name, town, profession, income, education, status, etc.
Behavior ChallengesGoals

• Same teams (Never change a winning team!)
• Think of 2 or 3 typical types of congress attendants
• Young – old; professional – commercial; company – government; etc.
• Give them a name, a job, a home, a family, …
All fictitious, but realistic, as if they were sitting right next to you
• Describe their typical behavior. Could you recognize them? How?
• Goals: What are they here for? What do they expect to take home?
• Challenges: When would they be disappointed? What would make them leave?
• So you have created a few persona’s!
• Discuss the results in your team
• What did you learn about the persona’s?
• Do you know / understand them better by now?
[5 min.] Look around and see!
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Empathy map – stand in their shoes
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Pain
Picture
Think & Feel
Hear See
Say & Do
Gain

EXPLORE
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▪ Stimulate curiosity
▪ Dig deeper

The landscape of problems and goals
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• Same teams (Why not?)
• Imagine you are to develop an app to capture workshop evaluations
• What could be the goal?
• Can you think of a higher goal? Ask the Why?-question.
• Would this goal have sub-goals? Ask How to?-questions.
• What current problems inhibit the goal? And the sub-goals?
• Any other problems for the higher goal?
• Relate these problems and goals to the persona’s of the previous exercise
• Do all persona’s havethe same (view on the same) problems and goals?
• Can a goal for one persona be a problem for another one?
• Discuss the results in your team
• What did you learn about the relation between problems, goals and persona’s?
[5 min.] Dr. Livingstone, I presume?
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The Problem-Goal-Solution trinity
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A negative
present state
A positive
future state
An idea about
a possible
state transition

COLLABORATE
▪ Foster balance
▪ Group dynamics
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• Within a team, people
tend to show in a
specific, recognizable
behavior: a role
• In a successful team,
roles are complementary
to cover all needs
Working together in a team
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Belbin team roles
44source: www.belbin.com

• Same teams (You know each other by now …)
• Look at your teammates
• Individually, take a piece of paper for each of your teammates, and write her/his
name on it and (without telling)the Belbin role that you think would fit best
• Now (anonymously), collect your notes from your fellows
• No discussion; do not try to figure out who attributed which role to you
• Study the notes and try to interpret them: this is the waythey see you!
• Similar with your own idea of your role or not?
• All the same or many differences?
• Do you understand why certain roles were attributed to you?
• Next discuss your team composition
• All rolls staffed? (a person can fulfil more than one role!)
• Well balanced team?
[5 min.] Who are you, anyway?
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• You PLAY a role – it is not that you ARE that role
• Most people have a ‘preferred’ (dominant) role and
some ‘manageable’ (secondary) roles
• You will be more successful if you are able to play
more roles, depending on the needs of team
• Your team will be more successful if all roles are
adequately staffed
Remember:
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▪ No limits
▪ Guarantee freedom,
safety, trust
IDEATE
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Diamonds are forever
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Convergent
thinking
Divergent
thinking
Yes, and …
Yes, and …
Yes, and …
Yes, and … Yes, we can …
Yes, we can …
Yes, we can …
Yes, we can …

• Still the same teams (sigh …)
• You already worked on an app to capture workshop evaluations
• Go on, let’s make it fantastic!
• No limits but your own imagination
• Enough time and money, top-of-the-bill hardware/software, all specialists at hand
• Each of you writes down her/his best idea for the app on a piece of paper
• Take the paper of your teammate at your right hand
• Based on that idea, add some thoughts to it and pass it to the left (= diverge!)
• Go on until every idea is processed by all members
• Now get them all together and discuss them in the team
• Back to earth!
• Agree on one final solution (= converge!)
[5 min.] Let a hundred flowers bloom
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• A mind map is a technique used to organize information
• It is created around a single concept, drawn as an image in the center,
to which associated representations of ideas are added
• Mind maps are used to generate, visualize,
structure, and classifyideas, as an aid to studying
and organizing information, solving problems, and
making decisions
• It has with many applications business situations,
including brainstorming, summarizing, or to sort
out a complicated idea
• As ideas are inserted radially around the center node,
they do not suffer from the implicit prioritization that comes
from hierarchy or sequential arrangements
• Grouping and organizing is reserved for later stages
Mind map
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Source: Wikipedia

• Look to an issue
from different
perspectives
• Consider all
perspectives before
taking a decision
Six thinking hats
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source: www.debonogroup.com

▪ Tell a story instead of a feature list
▪ Let the product speak for itself
TELL
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• Immerse your audience in a story
• Tell a personal story
• Create suspense
• Bring characters to life
• Show. Don’t tell
• Build up to a S.T.A.R. moment
• End with a positive takeaway
Storytelling
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source: blog.visme.co

A good story
• Essential elements
• Character: the specific persona
involved in your story
• Scene: a real-world contexts that
involve place and people
• Plot: The flow of actions
• Things to remember
• Authenticity: keep the focus on real
humans in real contexts
• Simplicity: cut out any unnecessary
extras
• Emotion: communicatethe
emotional stateof your personas
throughout their experience
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Source: @bencrothers
Freytag’s Pyramid

[5 min.] Once upon a time …
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• We keep the same teams (yeah, yeah, …)
• You have a fantastic solution to capture workshop evaluations
• What are you going to tell about it to your potential customers?
• As a team, imagine how one of your persona’s is using this app
• Of course, she is delighted about it!
• Tell the story of your persona with your app
• Draw a comic strip to show the story
• Show the events that occur, her actions, screen shots of the app
• Don’t forget her emotions
• Just roughly, quickly sketch – it’s not the Mona Lisa

• Through prototyping, your stakeholders can
experience certain aspects of your product at an
early stage
• You will receive
more and better
feedback
• LoFi prototypes
ASAP!
Prototyping
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SELL
▪ Show benefits
▪ Remove impediments
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• Even with a fantastic solution, you will meet
change resistance
• Your customers will feel
• Fear
• Uncertainty
• Doubt
• Listen to their problems and take them seriously
• Mitigate the issues and turn them into benefits
FUD
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• You will have only one chance to convince your
customers
• You will have only one minute to catch their
attention
• In this one minute, you must explain
• What solution you can offer
• What benefits this will bring to them
• What next step you expect from them
Elevator pitch
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[5 min.] Special offer!!
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• Time to split up (finally!)
• First half stays in the role of customer
• The others go out to another team as sales
• [Sales] You have a great solution to capture workshopevaluations
• Use an elevator pitch to get the attention of other team
• Next, use the story that your team developed to convince them
• [Customers] You need something that helps you to capture workshop
evaluations
• You invited a group that seems to offer a good solution
• You are willing to consider their offer, but want to make sure that it will work
• Did you come to an agreement?

Cialdini’s 6 principles of persuasion
61source: www.influenceatwork.com

• I hope you enjoyed this workshop, I did my best to
develop it
• It’s unique: no other IT workshops on soft skills on
the market
• It’s based on scientific research of renowned experts
• You always knew intuitively that soft skills are the key
to your success
• Together, we made it work. We are a real team!
• And a workshop is the best way to practice
Let’s be soft to each other!
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That’s all, folks!
63 hans.vanloenhoud@taraxacum.nl

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