ScrumMasters, managers, team/delivery leads,
Grow a Solid Agile Team:
We’ll work experientially: there will be no slides, thick shelfware, or fancy models with mnemonics. Most sessions will involve some teaching, a lot of group discussion, and practice in pairs or triplets. You’ll practice soft skills in a safe environment, with me and with your peers, so you can use what you learn back in the office. Your take-home workshop binder contains 30 pages of checklists, self-assessment tools, summaries, and supplementary reading.
This workshop attracts people with a lot of commonality. You’ll network with peers in similar situations: learn from them, bounce ideas around, collaborate with them, and stay in touch with them for extra support.
Kamran, ScrumMaster / Agile Coach at Cisco, discovered many practical tools to grow his teams and himself:
Like it and want to cut to the chase? Click here to register.
To get the results you want, you’ll need to communicate well, coach folks, and facilitate conversations, among other things. While you can learn these skills in targeted courses elsewhere, they will not cater to your particular needs as a manager, leader, or ScrumMaster to teams that develop technology, and specifically Agile teams.
Moreover, many of those courses presume that you want to become an Agile coach, a facilitator, or something else. I’m assuming the opposite; I’m assuming that you want to continue managing or leading practitioners, improve on the necessary skills, and grow in your role and later ones.
Lastly, while facilitation and coaching courses impart valuable skills, they make another important assumption: to be a great team facilitator or coach, you must be neutral. But you and I know that as their manager, or staff ScrumMaster, complete neutrality is impossible. (Even in my frequent capacity as an external Agile team coach, with no skin in the product game, I cannot assume complete neutrality.)
Here is what Lauren Schell, Manager of IT Analysis at Nationwide Insurance, had to say about the practicality of the material:
This workshop is like a two-day, hands-on version of
my book The Human Side of Agile.
Think about it. What greater value will your team deliver, and how much more productive will they be, if you make just one of the following a reality:
These improvements are hard to quantify, but you’ll know them when you see them. If you want to use hard numbers, consider this. By improving team communication, collaboration, and alignment enough to avoid just one weekly 30-minute meeting, you’ll save at least $10,000 per year in labor cost alone.
Our curriculum/agenda includes the following topics (with the expectation of some on-the-spot customization, depending on who comes!)
Agile favors the servant leadership model; a great and elusive ideal, it means different things for managers, team leaders, project managers, and ScrumMasters. Clarity around this is also vitally important to their teams, especially those who are accountable to two or more of these authority figures! We’ll discuss both the ideal and the reality in the attendees’ context, and identify the qualities and actions that would make the most difference to their teams. Participants will increase their awareness of two key responsibilities of effective leadership: enabling motivation and supporting people through the emotional response to change.
Teams are clearly not an Agile invention, but Agile teams are like “regular” teams on steroids. Investing in an Agile team is like buying a high-risk stock: when they succeed, the return on investment is huge; if they don’t (or until they do), the return can be quite bad. According to the Tuckman model of group evolution, every team has to proceed through forming, storming, and norming on the way to the stage that makes it all worthwhile, performing. However, too many Agile teams never get past storming. To make matters worse, some teams may appear to have normed, but they merely put on a happy face, stifle all conflict and differences, and defer to their product owner and managers.
We’ll analyze the fundamental differences between great, good, and struggling Agile teams. Then, we’ll walk through what it takes for a team to graduate from one stage to the next, what the risks are, and how, as leaders, the participants can help their team along the way to greatness. We’ll discuss their most likely impediments to teamwork and identify possible responses.
“We need to communicate better” and “communication breakdowns” are popular observations in retrospectives and post-mortems. However, micromanagement, nagging, and more emails are not the remedy. Equally unhelpful is traditional communication training, which assumes you can pigeon-hole other people into “types” (e.g. MBTI, DiSC) and adjust your style to that type’s preferences. (Most people don’t walk around with labels on their foreheads announcing their types, and profiling other people is incredibly hard.)
In this half-day segment, you’ll learn powerful ways to get your point across in interactions with staff, colleagues, and managers. You’ll practice effective interactions, giving feedback, handling resistance, and difficult conversations — all without being “touchy-feely”. Along the way, you’ll get help (from me and your peers) for team- and leadership-related problems.
Coaching is the leader’s best tool for helping people embrace the Agile mind-set. And in the course of daily work, leaders use coaching to help their followers, peers, and even superiors improve their results. But what does that mean? What can you and can’t you do in an environment of autonomy, trust, and self-organization? When should you be teaching, facilitating, mentoring, or coaching? Why do logical arguments rarely work as well as you’d expect them to? And do you really have to ask for permission to coach?
We’ll explore the 9 stances of helpfulness and to increase the likelihood of your offers of help being accepted. We’ll then zero in on the coaching stance, study the GROW model, and bring it to life with useful techniques. The instructor will demonstrate expert coaching with one of the participants, and debrief the experience with the audience. Attendees will practice and receive feedback on their coaching. We’ll see what leaders do to support their team’s Agility in a coaching capacity, and discuss useful techniques for creating quick shifts in teams.
The #1 complaint about Agile is that there are too many meetings. In most cases, the complaint is less about the number of meetings than about their quality and value. But meetings, and all forms of conversation, are vital for a self-organizing team that values communication, collaboration, and consensus.
Whether in a formal meeting or in the hallway, whether in person or distributed, you must do certain basic things to make conversations meaningful and worthwhile. (And they don’t necessarily involve flipcharts, stickies, or markers.) You’ll practice with — and get tons of feedback on — two elements you must absolutely get right if your meetings are to succeed.
The people you lead experience two types of change: product and work changes, and growth as an Agile team. As exhilarating as such leadership can be, it can also be frustrating. You will encounter blame, justification, guilt, and other coping stances. You’ll learn a useful model and perspective for identifying and overcoming the frustration. Along the way, we’ll examine a powerful technique to inspire people to take responsibility.
Mirroring our first topic — your role and mind-set — we’ll now explore your own personal growth path and specific steps forward.
Jennifer Bleen, IT program manager and the president of the Central Ohio Agile Association, attended the workshop in November 2013. Here she is saying what difference it’s made for her:
Working on your PMP / PMI-ACP certification renewal? You’ll earn 14 Category B PDUs from this workshop.
Working on your CSP credits? You’ll earn 14 Category B SEUs from this workshop.
Upon registration, you will receive access to Gil’s self-study course, Individuals and Interactions: How to Put People Before Process for Outstanding Results. This course comprises 10 interviews that Gil conducted with world-renowned experts, all of whom have been successfully implementing the most elusive statement from the Agile Manifesto. The lineup includes Johanna Rothman, Christopher Avery, Ellen Gottesdiener, Rick Ross, and others. For each interview, both mp3 recording and transcript are provided. You’ll be able to claim 10 PDUs from this course. (Value: $79)
This workshop is particularly geared to active Lean/Agile practitioners who have the opportunity to apply what they learn here. I expect you to know the Agile basics and to have at least a couple of months’ experience applying them. You don’t have to be "an Agile convert" :-)
Craig Dial, Lead ScrumMaster at cPanel, had this to share about the experience and mind-set shift:
This is an advanced specialty workshop, so I don’t teach it publicly often. These are the only sessions in 2017.
Note: People have derived great value from attending with one or more peers. In all courses, the tickets for the 3rd and 4th attendees in your group are at a 30% discount.
COPENHAGEN: April 24-25: Click to register.
Venue: The BestBrains office in central Copenhagen.
Note: This workshop is given in English and is accessible to people from neighbouring countries.
LONDON, UK: April 26-27: Click to register.
Venue: TBD (Hosted by Adventures With Agile)
As you might know, I regularly speak in front of large audiences, live as well as virtual. The effect for each participant, however, is somewhat limited. I can’t promise you a high-touch experience if you’re sitting in a large room with 100 people, listening to me and watching slides.
I know first-hand the amazing influence the small-scale, experiential format has on learning. In order to serve you at the highest level, I picked a number that’s small enough so you get lots of individual attention, and high enough so you can have a good cohort of colleagues to network with.
I’m confident that when you dig in to the deep learnings in the Grow a Solid Agile Team workshop, you’re going to be thrilled. If you truly participate and apply yourself, you — as well as your team and organization — will see the difference.
Just to back that up, if you decide at the end of the first day that it’s not for you, tell me. Return all the materials you received, and I’ll refund your ticket less a 20% reversal fee. No questions asked.
My mission is to make software development more effective, humane, and responsible. I help people and organizations pick up where Scrum left off, especially on the technical and the human sides of Agile. I’ve recently published The Agile Mind-Set: Making Agile Processes Work. In 2012, I published The Human Side of Agile: How to Help Your Team Deliver, the definitive practical book on leading Agile teams to greatness. Any given day, you can find me coaching, consulting, training, speaking, facilitating, and writing. More than 1,000 people have already signed up for my free 20-session mini-program, Something Happened on the Way to Agile.
You get depth. I have programmed professionally for 18 years. I was a development manager for three of those. Since 2004, I’ve introduced and facilitated change from the technical and management perspectives. Lastly, I’m pragmatic; I’m not focused on just one part of the solution (such as process) and you won’t hear me parroting dogma.
If you need to cancel more than 30 days before the workshop, feel free to find someone to take your place. If you can’t find a substitute within this time frame, we’ll refund all but $400 to cover our administrative costs.
If you cancel within 30 days before the workshop, we can’t provide a refund. However, you may find a substitute.
No matter when you need to cancel, if you find a substitute, please let us know ASAP who that person is. It’s up to you to take care of payment arrangements with that person. Bonuses are not transferable between registrants.
Q: Can’t I just buy your book, The Human Side of Agile?
A: The book will give you a great start. But no book can reflect to you what you’re feeling, so you can learn in the moment. You can’t network with a book. And learning about coaching, facilitation, and communication from a book is quite different from practicing them with peers and experts.
Q: Can’t I just soak up the knowledge at a conference?
A: Conferences are great, and I often speak at them. But they are structured for knowledge transfer, and for the most part, you have little in common with other participants. Conferences are not a means for solving your pressing problems. Moreover, they tend to be lean on the soft skills side. This workshop is not about knowledge transfer or theory; it’s intended and structured to catalyze your performance as an Agile manager or ScrumMaster in the real world.
Q: Is the guarantee for real? Nobody ever guarantees a conference or a workshop!
A: The guarantee is most definitely for real. I’ve guaranteed my work before, and nobody has ever made a claim on it. If the workshop is right for you, I want you to feel confident about attending, and I want you there, so I’m happy to back up my work. I know I can be agile enough to deliver the goods.
Q: How does this differ from your other workshops and events?
A: I teach several public workshops and courses a year, each one focusing either on the human or the technical side of Agile. The only other event that’s somehow close to this one is Influential Agile Leader, which I co-lead with Johanna Rothman every spring. That one is a deeper, more transformative experience around leadership and influence in an Agile setting. In contrast, Grow a Solid Agile Team is focused more on building soft skills — namely, coaching, facilitation, and communication — among a narrower audience.
Q: I’m an Agile coach. Will this workshop be useful for me?
A: This workshop covers several skills that Agile coaches require throughout their day. However, we only take those skills to the level managers, team leaders, and ScrumMasters need them. If you’re a new Agile coach, this workshop would be great for you.
Q: Is this workshop also available for teaching at my company?
A: Absolutely. If you have 8+ managers/leads/ScrumMasters, I can teach this workshop on your premises and customize it to your specific needs.
If you’re really interested in joining, but still have some doubts or open questions, feel free to reach out and ask me anything about the workshop. My full contact info is at the bottom of the page.
To your success,
Legal Disclaimer: Every effort has been made to accurately represent our course and its potential. The testimonials and examples used are from previous clients relying on our service, not on this particular packaging of it. There is no guarantee that anyone will achieve the same or similar results. Your organization’s, team’s and individual success depends on your situation, context, motivation, dedication and actual use of the material.
|3P Vantage, Inc.
572 Bedford Park Ave.
Toronto, ON M5M 1K3
E-mail: click here
© 2013-2016 3P Vantage, Inc.