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Re Boot Team²20071219

  1. 1. Reboot team = Team² Yves Hanoulle
  2. 2. <ul><li>Agile Project Coach </li></ul><ul><li>Coaching & Consultancy Services on agile & Team practices </li></ul><ul><li>Founder of </li></ul><ul><li>Invented leadership Workshops </li></ul><ul><li>Won .NET Pioneer Developer Contest </li></ul><ul><li>Father of Joppe (2002), Bent (2004), Geike (10/2007) </li></ul><ul><li>Partner of Els Ryssen </li></ul><ul><li>Feedback, Questions & Tomatoes </li></ul><ul><ul><li>Web: </li></ul></ul><ul><ul><li>Blog: </li></ul></ul><ul><ul><li>Slides: </li></ul></ul><ul><ul><li>Books: http:// / catalog.php ?view=YvesHanoulle </li></ul></ul><ul><ul><li>Mail : Firstname at </li></ul></ul><ul><ul><li>Mobile: +32 476 43 38 32 </li></ul></ul><ul><ul><li>Skype: YvesHanoulle </li></ul></ul>Yves Hanoulle.About()
  3. 3. You.About() <ul><li>Who are you? </li></ul><ul><ul><li>Name </li></ul></ul><ul><ul><li>(Company affiliation) </li></ul></ul><ul><ul><li>Title/function </li></ul></ul><ul><ul><li>Job responsibility </li></ul></ul><ul><li>How do you know </li></ul><ul><li>What do you know about the topic? </li></ul><ul><li>Other info you like to share? </li></ul><ul><li>What questions do you want to be answered? </li></ul>
  4. 4. Agenda <ul><li> </li></ul><ul><li>ReBoot team =Team² </li></ul><ul><li>The Core System </li></ul><ul><ul><li>The Core Commitments </li></ul></ul><ul><ul><li>The Core protocols </li></ul></ul><ul><li>Questions </li></ul>
  5. 5. Agenda <ul><li> </li></ul><ul><li>ReBoot team = Team² </li></ul><ul><li>The Core System </li></ul><ul><ul><li>The Core Commitments </li></ul></ul><ul><ul><li>The Core protocols </li></ul></ul><ul><li>Questions </li></ul>
  6. 6. 2 Leadership models <ul><li>Work </li></ul><ul><li>1 manager </li></ul><ul><li>5 to 5000 </li></ul>
  7. 7. 2 Leadership models <ul><li>Home </li></ul><ul><li>2 parents </li></ul><ul><li>1 to 5 children </li></ul>Raising children as a single parent is hard
  8. 8. Who’s right? Try out our leadership day to see if PairCoaching would work inside your company
  9. 9.
  10. 10. <ul><li>Individuals and interactions </li></ul><ul><li>over processes and tools </li></ul><ul><li>Working software </li></ul><ul><li>over comprehensive documentation </li></ul><ul><li>Customer collaboration </li></ul><ul><li>over contract negotiation </li></ul><ul><li>Responding to change </li></ul><ul><li>over following a plan </li></ul>The agile Manifesto
  11. 11. <ul><li>Individuals and interactions </li></ul><ul><li>over processes and tools </li></ul><ul><li>Working software </li></ul><ul><li>over comprehensive documentation </li></ul><ul><li>Customer collaboration </li></ul><ul><li>over contract negotiation </li></ul><ul><li>Responding to change </li></ul><ul><li>over following a plan </li></ul>The agile Manifesto
  12. 12. Team = Product <ul><li>The behavior of the team directly maps to the qualities of its work product, and vice versa. </li></ul><ul><li>If we want a work product with certain characteristics, we must ensure that the team has those characteristics before the work product is developed. </li></ul><ul><li>What is in the team will be in it’s work product </li></ul><ul><li>What isn’t, won’t </li></ul>
  13. 13. 4 phases of any team forming storming norming performing
  14. 14. Self organizing teams <ul><li>Coaching teams is a critical success factor for self organizing teams </li></ul><ul><li>Having coaches that understanding the core process of “teaming” and “team building” is the starting point. </li></ul><ul><li>This is poorly understood in the most “team building.” </li></ul>
  15. 15. Agenda <ul><li> </li></ul><ul><li>ReBoot team = Team² </li></ul><ul><li>The Core System </li></ul><ul><ul><li>The Core Commitments </li></ul></ul><ul><ul><li>The Core protocols </li></ul></ul><ul><li>Questions </li></ul>
  16. 16. ReBoot team = Team² <ul><li>McCarthy Tech started in 1996 </li></ul><ul><ul><li>Jim and Michele McCarthy left successful leadership positions at Microsoft to form an innovative teamwork laboratory. =323 </li></ul></ul><ul><ul><li>Since 1996 they have rigorously studied and codified the “best practices” for teams to get into and maintain a state of shared vision. These best practices are called The Core Protocols. =325 </li></ul></ul><ul><li>+200 BootCamps </li></ul><ul><ul><li>15 certified core trainers </li></ul></ul><ul><li>Booted Installshield </li></ul><ul><li>Booted Maxis after SimCity before Sims </li></ul><ul><li>Booted 750 people at Haliburton </li></ul>
  17. 17. Allison Reeves <ul><li>I attended BootCamp as a relative 'outsider'. 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's Health! I quickly learned that BootCamp is for everyone. It is about team building, connecting with others, dreaming 'big' dreams about the world - and in extension - realizing your place in it.  </li></ul><ul><li>I learned about my own strengths and capabilities. </li></ul><ul><li>  </li></ul><ul><li>Warm Regards, Allison. </li></ul>
  18. 18. Pascal Van Cauwenberghe <ul><li>I've wanted to attend a McCarthy BootCamp, ever since I read &quot;Software for your Head&quot;, more than five years ago. </li></ul><ul><li>This was the most useful and life-changing training I've ever attended. </li></ul><ul><li>I'm glad Yves managed to organize Bootcamp </li></ul><ul><li>I'm IN” </li></ul>
  19. 19. Bernard Notarianni <ul><li>The BootCamp was one of the most amazing experience I had, both in professional and private life. </li></ul>
  20. 20. Joe Sandy Vice President Haliburton Corp. <ul><li>Working with the McCarthys' technology has been the smartest thing I have done in years. </li></ul><ul><ul><li>The 600+ people who work for me have drastically increased productivity and have shown incredible results.  </li></ul></ul><ul><ul><li>In 6 months, a problem team that hadn't successfully delivered for years started finishing on time (or early) and earned rave reviews from customers.  </li></ul></ul><ul><ul><li>Another team who was building heavy machinery shipped in 8 months instead of the typical 18 month time period.  </li></ul></ul><ul><ul><li>Our meetings are much more efficient, with the average size down from 15 people to 5 people, and accomplishing much more in less time. </li></ul></ul><ul><li>The investment to date in the McCarthys' technology was easily paid back by results in only a few months. </li></ul>
  21. 21. Agenda <ul><li> </li></ul><ul><li>ReBoot team = Team² </li></ul><ul><li>The Core System </li></ul><ul><ul><li>The Core Commitments </li></ul></ul><ul><ul><li>The Core protocols </li></ul></ul><ul><li>Questions </li></ul>
  22. 22. The Core System V 3.0 <ul><li>11 commitments </li></ul><ul><li>11 protocols </li></ul><ul><li> </li></ul>
  23. 23. The Core Commitments <ul><li>Engage when present. </li></ul><ul><ul><li>Know and disclose: </li></ul></ul><ul><ul><ul><li>what I want, </li></ul></ul></ul><ul><ul><ul><li>what I think, </li></ul></ul></ul><ul><ul><ul><li>what I feel . </li></ul></ul></ul>
  24. 24. The Core Commitments <ul><ul><li>Always seek effective help. </li></ul></ul><ul><ul><li>Decline to offer and refuse to accept incoherent emotional transmissions. </li></ul></ul>
  25. 25. The Core Commitments <ul><ul><li>When I have or hear a better idea than the currently prevailing idea, I will immediately either: </li></ul></ul><ul><ul><ul><li>propose it for decisive acceptance or rejection, and/or </li></ul></ul></ul><ul><ul><ul><li>explicitly seek its improvement. </li></ul></ul></ul>
  26. 26. The Core Commitments <ul><ul><li>Personally support the best idea : </li></ul></ul><ul><ul><ul><li>regardless of its source. </li></ul></ul></ul><ul><ul><ul><li>however much I hope an even better idea may later arise. </li></ul></ul></ul><ul><ul><ul><li>when I have no superior alternative idea. </li></ul></ul></ul>
  27. 27. The Core Commitments <ul><li>Seek to perceive more than I seek to be perceived. </li></ul><ul><li>Use teams, especially when undertaking difficult tasks. </li></ul>
  28. 28. The Core Commitments <ul><li>Speak always and only when I believe it will improve the general results/effort ratio. </li></ul><ul><li>Offer and accept only rational, results-oriented behavior and communication. </li></ul>
  29. 29. The Core Commitments <ul><li>Disengage from less productive situations: </li></ul><ul><ul><li>when I cannot keep these commitments. </li></ul></ul><ul><ul><li>when it is more important that I engage elsewhere. </li></ul></ul>
  30. 30. The Core Commitments <ul><li>Do now what must be done eventually and can effectively be done now. </li></ul><ul><li>Seek to move forward toward a particular goal, by biasing my behavior toward action. </li></ul>
  31. 31. The Core Commitments <ul><li>Use the Core Protocols (or better) when applicable. </li></ul><ul><ul><li>Offer and accept timely and proper use of the Protocol Check Protocol without prejudice. </li></ul></ul>
  32. 32. The Core Commitments <ul><li>Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments. </li></ul><ul><li>Never do anything dumb on purpose. </li></ul>
  33. 33. Agenda <ul><li> </li></ul><ul><li>ReBoot team = Team² </li></ul><ul><li>The Core System </li></ul><ul><ul><li>The Core Commitments </li></ul></ul><ul><ul><li>The Core protocols </li></ul></ul><ul><li>Questions </li></ul>
  34. 34. The Core Protocols <ul><li>Pass / Unpass </li></ul><ul><li>Check In </li></ul><ul><li>Check out </li></ul><ul><li>Ask For Help </li></ul><ul><li>Protocol Check </li></ul><ul><li>Intention check </li></ul><ul><li>Decider </li></ul><ul><li>Resolution </li></ul><ul><li>Perfection Game </li></ul><ul><li>Personal Alignment </li></ul><ul><li>Investigate </li></ul>
  35. 35. Passer <ul><li>Problem </li></ul><ul><li>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 </li></ul><ul><li>Solution </li></ul><ul><li>Explictly decline to participate when we don’t want to do something </li></ul>
  36. 36. Check-in <ul><li>Problem </li></ul><ul><li>Results are unsatisfying </li></ul><ul><li>Solution </li></ul><ul><li>Publicly commit to rational behavior and efficiently disclose our feelings at work </li></ul>
  37. 37. Check-in <ul><li>I’m checking in </li></ul><ul><ul><li>I’m Glad … </li></ul></ul><ul><ul><li>I’m Sad… </li></ul></ul><ul><ul><li>I’m Mad… </li></ul></ul><ul><ul><li>I’m Afraid… </li></ul></ul><ul><li>I’m in </li></ul><ul><li>Audience: </li></ul><ul><ul><li>Welcome </li></ul></ul>No other feelings allowed You can pass Nobody can discuss the things said during check in
  38. 38. Check-out <ul><li>Problem </li></ul><ul><li>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 </li></ul><ul><li>Solution </li></ul><ul><li>When we are not contributing, we must leave the environment without distracting our teammates </li></ul>
  39. 39. Ask for help <ul><li>Problem </li></ul><ul><li>We act as if help won’t help </li></ul><ul><li>Solution </li></ul><ul><li>Use each other as a resource </li></ul><ul><li>Ask strangers for help </li></ul><ul><li>Ask children for help </li></ul><ul><li>Ask for help when you don’t think you need help </li></ul>
  40. 40. Asking for help <ul><li>Will you…. </li></ul><ul><li>Will you help me with… </li></ul>Not “Can you”
  41. 41. Protocol Check <ul><li>Say “Protocol Check” </li></ul><ul><li>If you know the protocol, state it. If you don’t, ask for help </li></ul>
  42. 42. Work with Intention <ul><li>Problem </li></ul><ul><li>We don’t know if our behaviour will be what we want </li></ul><ul><li>Solution </li></ul><ul><li>Decide on our intention before we act or speak </li></ul><ul><li>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 </li></ul>
  43. 43. Intention Check <ul><li>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? </li></ul><ul><li>If it would be helpfull, ask ”What response or behavior did you want from whom as a result of X?” </li></ul>
  44. 44. Decider <ul><li>Problem </li></ul><ul><li>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 </li></ul><ul><li>Solution </li></ul><ul><li>Use a reliable, unanimity-driven process within the team. </li></ul>
  45. 45. Decider <ul><li>1. Proposer says “I propose [concise, actionable behavior].” </li></ul><ul><li>2. Proposer says “1-2-3.” </li></ul><ul><li>3.Voters, using either </li></ul><ul><ul><li>Yes (thumbs up), </li></ul></ul><ul><ul><li>No (thumbs down), </li></ul></ul><ul><ul><li>Support-it (flat hand), </li></ul></ul><ul><li>vote simultaneously with other voters. </li></ul>
  46. 46. Resolution <ul><li>Problem </li></ul><ul><li>We have difficulties reaching unanimous support for a proposal </li></ul><ul><li>Solution </li></ul><ul><li>Only talk about what it will take to get the outlier “in”. </li></ul>
  47. 47. Resolution <ul><li>Steps </li></ul><ul><ul><li>1. Proposer asks outlier “What will it take to get you in?” </li></ul></ul><ul><ul><li>2. Outlier states in a single, short, declarative sentence the precise modification required to be in. </li></ul></ul><ul><ul><li>3. Proposer offers to adopt the outlier’s changes or withdraws the proposal. </li></ul></ul>Only outliers can talk
  48. 48. Feedback <ul><li>Problem </li></ul><ul><li>There is no standard way to gain value for our work or personal performance from another person </li></ul><ul><li>Or to add our value to the work product or the personal performance of another person </li></ul><ul><li>False Solution </li></ul><ul><li>We give or seek feedback </li></ul><ul><li>Actual Solution </li></ul><ul><li>Use the perfection game when asked </li></ul>
  49. 49. The Perfection Game <ul><li>Will you perfect my … </li></ul><ul><ul><li>I will give it a x out of 10 </li></ul></ul><ul><ul><li>What I like about it is … </li></ul></ul><ul><ul><li>To give it a ten I would need… </li></ul></ul>If you have nothing to make it better, you have to give a 10
  50. 50. Aligning <ul><li>Personal goals motivate people; </li></ul><ul><li>team goals motivate teams. </li></ul><ul><li>Team goals are derived from Visions . </li></ul><ul><li>Visions are derived from personal goals. </li></ul><ul><li>Tie Goals to Vision </li></ul><ul><li>Tie Vision to Goals </li></ul>
  51. 51. Alignment <ul><li>Problem </li></ul><ul><li>We think there are not enough people or other resources to get the job done well. </li></ul><ul><li>Solution </li></ul><ul><li>Align the team around what each member wants </li></ul><ul><li>Instead of adding head count, make the heads we have count. </li></ul>
  52. 52. Personal Alignment <ul><li>Problem </li></ul><ul><li>We don’t know what we want </li></ul><ul><li>Solution </li></ul><ul><li>Discover what we want, tell our teammates what that is. </li></ul><ul><li>Ask for their help </li></ul><ul><li>Expect them to do likewise </li></ul>
  53. 53. Investigate <ul><li>Problem </li></ul><ul><li>We see others as better than ourselves </li></ul><ul><li>Communciation barriers prevent us from stating this clearly </li></ul><ul><li>Solution </li></ul><ul><li>Inquire into one another as a naïvely curious and nonjudgmental investigator </li></ul>
  54. 54. Shared Vison <ul><li>A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by a mature team </li></ul>
  55. 55. Shared Vision <ul><li>Problem </li></ul><ul><li>We work without first together deciding what we are going to create </li></ul><ul><li>Solution </li></ul><ul><li>First and always, make sure our team is aligned around our vision </li></ul>
  56. 56. Far Vision <ul><li>Problem </li></ul><ul><li>We work hard, burn out, and wonder why we bother </li></ul><ul><li>Solution </li></ul><ul><li>Insist that all projects have a long term noble purpose </li></ul>
  57. 57. Versions of the Vision <ul><li>Problem </li></ul><ul><li>We have an unwieldy list of features or demands from our customers </li></ul><ul><li>Solution </li></ul><ul><li>Create a sequence of “Solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer </li></ul>
  58. 58. Anti-patterns <ul><li>No Hurt feelings </li></ul><ul><li>Wrong tolerance </li></ul><ul><li>Team=product </li></ul><ul><li>Resolution avoidance </li></ul>
  59. 59. No hurt feelings <ul><li>Problem </li></ul><ul><li>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 </li></ul><ul><li>False Solution </li></ul><ul><li>If we can’t find a way to tell the truth without upsetting people, we don’t speak </li></ul><ul><li>Actual Solution </li></ul><ul><li>Focus on team results, not on team member’s feelings </li></ul>
  60. 60. Wrong tolerance <ul><li>Problem </li></ul><ul><li>We tolerate behaviors that don’t work well </li></ul><ul><li>False Solution </li></ul><ul><li>We learn to live in the “real world” or complain to others who we think can fix the problem </li></ul><ul><li>Actual Solution </li></ul><ul><li>Acknowledge that if we tolerate it, we insist on it </li></ul>
  61. 61. Resolution avoidance <ul><li>Problem </li></ul><ul><li>We don’t deal efficiently with conflict because we are afraid of it </li></ul><ul><li>False Solution </li></ul><ul><li>Lay low </li></ul><ul><li>Don’t cause problems </li></ul><ul><li>Avoid conflict </li></ul><ul><li>This does not avoid conflict, it postpones it </li></ul><ul><li>Actual Solution </li></ul><ul><li>Seek resolution </li></ul>
  62. 62. Typical Questions <ul><li>What is the methodology used? </li></ul><ul><li>What are the underlying principles </li></ul>
  63. 63. Methodology <ul><li>an experiential workshop </li></ul><ul><li>a results oriented business simulation </li></ul><ul><li>using behavioural tools to provide structured empowerment </li></ul>
  64. 64. Underlying principles <ul><li>self and group alignment </li></ul><ul><li>tight accountability </li></ul><ul><li>shared vision </li></ul><ul><li>timely delivery </li></ul>
  65. 65. Need more? <ul><li>Try this at home with your children & partner </li></ul><ul><li>Read the Core protocols </li></ul><ul><ul><li> </li></ul></ul><ul><li>Read “Software for your head” </li></ul><ul><ul><li> </li></ul></ul><ul><li>Take the Team IQ test </li></ul><ul><ul><li> </li></ul></ul><ul><li>Ask me for help </li></ul><ul><li>Come to BootCamp </li></ul><ul><ul><li> </li></ul></ul>
  66. 66. Questions? <ul><li>Feedback, Questions & Tomatoes </li></ul><ul><ul><li>Web: </li></ul></ul><ul><ul><li>Blog: </li></ul></ul><ul><ul><li>Slides: http:// /YvesHanoulle </li></ul></ul><ul><ul><li>Books: http:// / catalog.php ?view=YvesHanoulle </li></ul></ul><ul><ul><li>BootCamp: </li></ul></ul><ul><ul><li>The Core Protocols: </li></ul></ul><ul><ul><li>Mail : FirstName at </li></ul></ul><ul><ul><li>Mobile: +32 476 43 38 32 </li></ul></ul><ul><ul><li>Skype: YvesHanoulle </li></ul></ul>
  67. 67. Thank you!! <ul><li>PairCoaching: the way to leading greatness </li></ul><ul><li> </li></ul>

Editor's Notes

  • White paper : manufacturing enterprise system by object management 2.1.1. Current Environment Successful businesses understand customer needs, they develop product to meet customer needs, and they bring product to the market quickly, priced for value . These successful businesses are able to convince users that their product will improve their productivity, quality and profitability. These successful businesses manage to do this at a time when global competition is more ruthless and unforgiving than ever before. In fact, they sometimes achieve success by cooperating with these competitors through the formation of Virtual Enterprises. Businesses not only need to be ready for change, they must be adaptable and flexible, striving for continuous improvements. It is uncomfortable but necessary. Bron white paper manufacturing enterprise system by object management group