WIIFU versus WIIFM

It's a fight meant for the presses. Coaches be prepared because this is going to be one fight you want to see!  

In one corner is the widely recognized and aging acronym WIIFM, or as we like to say, "The ever present, but inaccurate What's in it for me."

In the opposite corner is the newer, younger acronym WIIFU also known as, "Sounding like a sneeze, but a more relevant acronym meaning What's in it for us." 

Let the bout begin!  

WIIFM approaches the center of the ring.  The majority of the audience scream "WIIFM! WIIFM!" due to the popularity growth that change agents, trainers, and leadership established decades ago.  It's hard to change allegiances, and WIIFM knows this.  The alleged power and misdirected authority reigns from WIIFM.  These supporters know that WIFFM  is only out for himself, and yet, surprisingly the emphasis on "Me" doesn't deter the masses. 

WIIFU isn't going to allow WIIFM or all of his supporters deter him.  Approaching the middle of the ring, WIIFU strides confidently up to WIIFM.  The few in the audience screaming "Go WIIFU!" know that this is not going to be an exciting match.  They understand the power of thinking about the team, the organization, the masses. 

WIIFM takes a shot to WIIFU's head and misses.  With one punch, WIIFU swings and lands a big smacker on WIIFM's right cheek. WIIFM stumbles, loses his grounding, and falls back. It's a knockout!  WIIFU is the clear winner.

Implementing any type of change in an organization requires understanding about the wants and needs of a change and the reasons why.  Unfortunately, many still keep the answers to the WIIFM as the guiding factor on how to engage individuals. However, organizations are learning how to be successful by focusing more on teams to get things done.  And, it makes sense. 

Teams are able to throw ideas off each other, allowing for more creativity.  Teams work together to build products faster than one person can.  Teams help quality by having more than one pair of eyes on code. Teams hold each other accountable without management interference to release products/services that customers value.  Teams bring more joy to the workplace as collaboration builds.  

Good teams can be the lifeline of a successful company.

Thus, when coaching a new organization through any transformation, it is important to find the answer to, "What's In It For Us?" The "Us" part should be answered by thinking of every group of individuals that makes up an organization.

Who is this Us?

Us = The entire organization
Us = Upper Management
Us = Teams
Us = Middle Management 
Us = Project Management Office
Us = Any group of individuals who work together

It is important to not put the focus only on individuals' needs, but on team needs. It is the individuals working together who make the most impact and bring success to a company.


 

FTE or Consultant?? Let me Coach!

Oh, the dilemma!

Agile Coach contemplating a new opportunity: "Should I go in as a consultant or an FTE (full-time employee)?

The decision around consulting versus being a full-time employee when it comes to coaching companies in Agile encompasses more than benefits, vacation, salary, etc.  It encompasses what you plan to accomplish, and how successful you want to be at reaching the goals.

In general, there are two coaching paths.

1. Coaching teams already using Agile techniques
2. Coaching a department or entire organization through the transformation to using Agile techniques

If you're about to coach teams already using Agile, choose whatever suits you; FTE or Consultant will work.

However, if you're getting an organization up to speed on adopting, and eventually transforming to Agile, then there are a few things to consider.

Why Consulting Works for an Agile Transformation Coach (or any position that requires an organizational change)

No More Politics Please                                                

As someone who has to influence everyone from the teams to upper management, it is important not to have to report to one department.  We all know how politics play out in a matrix organization.  Some departments don't like other departments, one manager wants something different than the other.  At some companies I have consulted with, I saw full-time employees trying to undermine other employees so  that they can get promoted.

Being a consultant means you don't have to play the company politics.  You're able to stand back and watch, so bring some popcorn and a large cherry coke.

Objectivity                                                                        

If you're an FTE assigned under one manager, that person determines your salary and bonuses.  That tells me that you're going to be biased toward what that person wants.

It is important to set expectations up front, especially to the person who is paying you from their department budget.  It is vital to your livelihood as a Coach to reiterate that you are working for everyone involved in the transformation and that you are an objective party no matter what. If you feel that the company is not for that, don't take the job.

Being a consultant means you answer to the entire organization.

Freedom and Focus                                                             

By freedom, I mean freedom to do your job.  As a consultant, you're brought in for one purpose and you should be given the freedom to accomplish that purpose.  As an Agile Transformation Coach, you want to focus on the transformation, not other tasks that are outside that realm.
As an FTE, there are times when you will be asked to take on something else.  Although, this benefits the organization in the short term, the long term effects of not being able to focus on the transformation will hurt the company as your time is taken away


Being a consultant means you get to focus on the goals that were set forth when you were hired.

Trust                                                                                        

One vital component to bringing about change (and Agile Adoptions & Transformations are all about change) is that people have to trust you.  This means that every point I mentioned above has to be true.  The organization has to believe that you aren't playing company politics, that you are objective, and that you are focused on the transformation of mindsets and practices.
Your goal and purpose is to make this company succeed through the practices you teach and live by.  Your goal is not to sell a tool, not to progress in the company, not to make yourself look good. You are to transform an organization so that they are delivering high quality, valuable products that are within a reasonable range of the schedule, scope, and budget constraints.

Being a consultant means that people can trust you to get the job done and see the change through so that it sticks.

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After the transformation, taking an FTE position or staying a Consultant is up to you.  If you think you've achieved all of the above, and that being an FTE won't change anything because you've set your ground, go ahead.  There are times when being an FTE will work.  My take is, in the beginning especially, it is important to stay away from politics, be objective, have the freedom to focus, and be trusted.  This happens best as a Consultant.

What do you think?  Do you think that when transforming an organization, being an FTE is better?  If so, let me know. I'd love to hear your feedback and experiences. 



 

Team Fever? Grab the Thermometer!

With symptoms ranging from runny noses, to dry coughs, to fevers that put you in terrible sweats, getting sick is never fun. Being sick is even more disruptive to a team when someone has to miss work and others have to pick up slack, work later, or come up with other innovative ideas on how to continue at the same pace.

The same applies when team members are "sick" at work and have negative symptoms in their work environment; their productivity and quality are negatively impacted.  So how do I gauge how a team feels? I take their temperature.  A temperature gauge is my favorite way to start conversations and anonymously see how team members feel.  I do this before starting a retrospective, but this can be used in other meetings, at a wider level, or even at home for family meetings.

STEP 1

Create a thermometer with a scale, and feel free to make it fun.  With a recent team, someone saw my thermometer and thought I had the junior high girl I mentor work on it. In reality, I was the horrible artist, but the team loved it. We knew what it was for and it served it's purpose.

STEP 2

Create a measurable scale for the thermometer.  I like to use 1-10, though I have also used 1-5 to make it less convoluted.  You can also use words like "Perfect", "Not the Best", "Lousy", "Can I go Home and Never Come Back."  The point is to have some way of measuring how people are feeling.

STEP 3

Identify and document what the scale means and what is being measured so that there is no confusion. What does 1 really mean versus a 5? Am I allowed to use 5.5 or other fractions?
What are we measuring (the last iteration, the release, external factors, etc)?

STEP 4

Have each team member vote anonymously.  I like to hand out post it notes on which individuals write their temperature and hand it in.

STEP 5

Average the responses to get the temperature.

STEP 6

Follow up immediately on why the team thinks the temperature is the way it is.  What factors brought us to a 6?  How do we get to a lower temperature so we don't have a fever?

Document and decide as a team how to resolve any issues that were brought up.

STEP 7

Keep a rolling graph in the team area on the temperatures throughout the project.  You will mostly notice that as velocity lowered or things weren't getting done that the team temperature was worse.  

Let me know in the comments if you have been doing something like this or will be trying it, and what your result is.

TIPS:

• If a team  has low temperatures all the time, it could be a good thing or it can be that your team doesn't feel like they can be open. Evaluate the cause.

• Do not call people out if you think they put a bad temperature in.  Keep the conversations objective and allow for openness among the team members.

• If issues come up that will continue to impact the project, put those items in the backlog so they can be mitigated or resolved. 

Ghosts, Ghouls, and Estimations

Lurking behind the ominous shadows is something so scary that the shadows cringe in fear.  The mere mention of it sends people running and screaming as they trip over each other in their best efforts to get away.
If  you are one to get scared easily, I recommend you stop here because this is a word that sends chills down spines, makes people cower, automatically arches cats' backs in a defense stance.  The word is:

             Estimation

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Estimating within an Agile project is an easy thing to do, but one of the hardest concepts to grasp.  We just don't get it.  If using points, we want to try to correlate points to days.  If using ideal days, we want to use that to understand why something we said would take "two days" really took three or four.

Attack of the Cop Out Words

We say about 10,000 to 25,000 words a day, according to the latest statistic I could find. Well, here's what I have to say to that...

If we're saying all these words, let's make them valuable. Let's make sure they do not minimize our intentions.  Let's make sure they are powerful.

Below is my list of words to stay away from (in day-to-day work contexts). 

Iron Man's Initial Resistance to Teamwork

Walking through the front entrance where I'm currently consulting as a transformation coach, stands a life size replica of Iron Man. I don't yet know the significance of why it is there, but i

Iron Man's existence begins with a child prodigy who grew up to be a pretentious, mostly egocentric engineering genius named Tony Stark.  During the movies, comics, and books, Stark takes on the Iron Man persona, saving people, being a hero, and letting his selfishness shine through.  He can do it all.  He is the one who is the genius. He doesn't want anyone else involved.

However, as things progress, it becomes apparent that Stark cannot do everything by himself.  He needs his friends, his assistant/lover, his community to help him.

As I work with and coach teams, and organizations, I see this same mentality.  Famous quotes I'm used to include:
     "We're getting the product out the door, something must be right..."
     "I'd rather just get my work done than have to worry about a process..."
     "Having code reviews is a waste of time; I know what I'm doing..."
     "I don't want anything else added that takes up more time..."

ACT on Adaptability

A = Adaptability
C = Consistency
T = Teamwork 

Applying Adaptability, Consistency, and Teamwork is important when it comes to delivering a successful project. 

Being able to Adapt is the first and major part of successfully delivering a high quality, valuable product within a realistic time frame that still meets the customers' needs.

Changes come at all times during a project:

• Requirements change due to the market's demands. 
• Resources leave or get transferred.
• Organizations go through mergers or acquisitions.
• Tools get introduced mid-project.
• Schedules change. Scope changes.  Budget changes.

Adapting means that we have to be able and willing to open our minds to thinking outside the box, to allow ourselves to take that step down a road we are not yet accustomed to.

How we adapt at work can be seen by how we adapt in our everyday lives.