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Reboot team = Team² Yves Hanoulle PairCoaching.net

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<ul><li>Agile Project Coach </li></ul><ul><li>Coaching & Consultancy Services on agile & Team practices </li></ul><ul><li>Founder of PairCoaching.net </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: http://www.PairCoaching.net </li></ul></ul><ul><ul><li>Blog: http://PairCoaching.spaces.live.com </li></ul></ul><ul><ul><li>Slides: http://www.slideshare.net/YvesHanoulle </li></ul></ul><ul><ul><li>Books: http:// www.librarything.com / catalog.php ?view=YvesHanoulle </li></ul></ul><ul><ul><li>Mail : Firstname at PairCoaching.net </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()

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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 PairCoaching.net? </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>

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Agenda <ul><li>PairCoaching.net </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>

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Agenda <ul><li>PairCoaching.net </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>

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2 Leadership models <ul><li>Work </li></ul><ul><li>1 manager </li></ul><ul><li>5 to 5000 </li></ul>

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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

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Who’s right? Try out our leadership day to see if PairCoaching would work inside your company

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www.PairCoaching.net

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<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

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<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

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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>

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4 phases of any team forming storming norming performing

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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>

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Agenda <ul><li>PairCoaching.net </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>

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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. www.mccarthyshow.com/Default.aspx?tabid =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. www.mccarthyshow.com/Default.aspx?tabid =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>

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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>

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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>

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Bernard Notarianni <ul><li>The BootCamp was one of the most amazing experience I had, both in professional and private life. </li></ul>

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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>

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Agenda <ul><li>PairCoaching.net </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>

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The Core System V 3.0 <ul><li>11 commitments </li></ul><ul><li>11 protocols </li></ul><ul><li>http://www.themccarthyshow.com/Portals/11/docs/TheCoreV3.pdf </li></ul>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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Agenda <ul><li>PairCoaching.net </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>

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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>

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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>

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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>

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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

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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>

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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>

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Asking for help <ul><li>Will you…. </li></ul><ul><li>Will you help me with… </li></ul>Not “Can you”

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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>

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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>

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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>

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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>

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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>

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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>

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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

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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>

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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

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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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>

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Typical Questions <ul><li>What is the methodology used? </li></ul><ul><li>What are the underlying principles </li></ul>

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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>

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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.
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>http://www.themccarthyshow.com/Portals/11/docs/TheCoreV3.pdf </li></ul></ul><ul><li>Read “Software for your head” </li></ul><ul><ul><li>http://www.amazon.com/gp/product/0201604566%3ftag=hanoulle-20%26link_code=xm2%26camp=2025%26dev-t=00CEHVVVV0X0EBNYDHR2 </li></ul></ul><ul><li>Take the Team IQ test </li></ul><ul><ul><li>http://www.themccarthyshow.com/TheMcCarthyShow/WhatsyourteamIQ/tabid/1479/Default.aspx </li></ul></ul><ul><li>Ask me for help </li></ul><ul><li>Come to BootCamp </li></ul><ul><ul><li>http://www.paircoaching.net/workshop_en.php?cursusID=3 </li></ul></ul>

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Questions? <ul><li>Feedback, Questions & Tomatoes </li></ul><ul><ul><li>Web: http://www.PairCoaching.net </li></ul></ul><ul><ul><li>Blog: http://PairCoaching.spaces.live.com </li></ul></ul><ul><ul><li>Slides: http:// www.slideshare.net /YvesHanoulle </li></ul></ul><ul><ul><li>Books: http:// www.librarything.com / catalog.php ?view=YvesHanoulle </li></ul></ul><ul><ul><li>BootCamp: http://www.paircoaching.net/workshop_en.php?cursusID=3 </li></ul></ul><ul><ul><li>The Core Protocols: http://www.themccarthyshow.com/Portals/11/docs/TheCoreV3.pdf </li></ul></ul><ul><ul><li>Mail : FirstName at Paircoaching.net </li></ul></ul><ul><ul><li>Mobile: +32 476 43 38 32 </li></ul></ul><ul><ul><li>Skype: YvesHanoulle </li></ul></ul>

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Thank you!! <ul><li>PairCoaching: the way to leading greatness </li></ul><ul><li>www.PairCoaching.net </li></ul>