24 Work Hacks – Das Buch

[English summary: We wrote a book at work (in German) and it turned out amazing!!! It's a cross between coffee table and business book. Watch out for "24 Work Hacks"! If you'd be interested in an English version, tell me so that I can make a case for translating it :) ]

Buchcover von "24 Work Hacks"

Endlich, endlich, darf ich es offiziell verkünden: Wir haben auf der Arbeit (ich arbeite bei sipgate) ein Buch geschrieben und es ist fantastisch geworden! Eine einzigartige Mischung aus Business- und CoffeeTable-Buch, d.h. richtig gute Fotos plus knackige Texte.

Wir haben versucht einen Rundgang durch unser Büro in Buchform zu gießen. Im Herbst 2015 haben wir mit Touren angefangen und seitdem Tausende Besucher herumgeführt und ihnen von unserer Arbeitsweise erzählt. Die Themen reichen von agilen Klassikern wie Retrospektiven bis zu innovativen, eigenen Lösungen wie Open Friday, Peer Feedback und vielem mehr.

Die bisherigen Rückmeldungen zu Beta-Versionen des Buchs bestätigen uns, dass “24 Work Hacks” richtig Lust darauf macht, agil und lean zu arbeiten. Ich wünschte, das Buch hätte es gegeben, als wir 2010 mit Scrum anfingen, denn wir hatten damals keine Ahnung, wie das alles aussehen könnte, wenn wir’s durchziehen. Naja, es hat auch so geklappt, aber leicht war’s nicht und die Inspiration und Vision im Buch hätte uns sicher geholfen.

“24 Work Hacks” erscheint am 15. September. Ihr könnt gerne schon mal auf Amazon vorbestellen :)

Mehr Infos, Bilder, ein Kapitel zum Probelesen usw. findet ihr auf der offiziellen Website zu “24 Work Hacks“.

Sense-Making Machines

Once, on our way to the movies our tram stopped at “Heinrich-Heine-Alley”. It’s a popular tram stop in Düsseldorf, especially for tourists. One such (German!) tourist exited there with his family and remarked: “Ah, Heinrich-Heine-Alley, he was mayor here once.”

That tourist was making sense of his surroundings and “previous mayor” seemed like a reasonable reason to name a street and station after. It is reasonable. It is also wrong. Most Germans (and surprisingly Russians) know that Heinrich Heine was a poet. (I think Heine was born in Düsseldorf, but I don’t really know. I’m just sense-making here ;) )

Humans are sense-making machines in search of a narrative. If facts are missing, we’ll often make them up. Once we got the narrative established it’s hard to let go. It’s why we keep going in the wrong direction, despite disagreeing signage. I love this episode as a reminder of how (made-up) context is everything in Usability. There’s no telling where users end up if they start with a warped context and it’s not their fault. It’s surprising to me that a fellow German doesn’t know Heine, but I’m also aware that it’s entirely possible to be smart and live a good life without knowing that tidbit. It’s not essential. Neither are the ins and outs of your software and its context. Be as obvious as you can.

PS: Fact-checked Heine: Yes, he was born in Düsseldorf, died in Paris. He was never mayor :D

Visualize remaining time with TimeTimer

How do you keep track of time when you facilitate a retrospective or other meeting? How do you make sure you all keep short timeboxes? A timer on a smart phone is one way to do it, but for me it lacks visibility. I forget the timebox and only remember it, when it’s used up.

TimeTimer

What works beautifully are TimeTimers. With a TimeTimer you set the timebox by pulling out a red disk. As soon as you let go, the red disk slowly starts retreating back below the white parts. That way you always have a pie chart of the remaining time. Elegant, easy to use and it communicates time very effectively!

 

 

Host Leadership is the better metaphor

Whenever someone mentions “Servant Leadership” it triggers an almost Pavlovian reflex in me to say: “Have you heard of ‘Host Leadership’? IMHO it’s the much better metaphor for Scrum Master work.”Host-Leadership

Part of SM work is enforcing rules. How can you do that as a servant? The metaphor breaks. As a host it makes perfect sense: You have to make sure that everybody is having a great time and not one person ruining it for many. As the host you set house rules.

Despite being a big fan I haden’t even mentioned Host Leadership in this blog, yet. Until now :) If you’d like to know more, here’s the 6 roles of Host Leadership and the official webpage for Host Leadership.

Open Up Solution Space by Reframing

Last year I shared Reframing advice from Esther Derby, about how you can change your own thinking about “difficult” people.

This year it’s advice from Veronika Kotrba and Ralph Miarka about how to open up solution space in other people’s thinking:

When someone says “My boss never listens to me” this is a very definite statement. “Never” and “always” imply that it’s a done deal, no use trying. You can open up possibilities by reframing this to “Aha, up until now, you  have not succeeded having your boss listen to you.” “Up until now” introduces the idea that this can change. There’s hope, hooray!

Mein rechter, rechter Platz

[English summary: Armin Schubert suggested a super nice "Set the stage" activity for Retromat that doesn't translate well, so I present it in the original German.]

Immer wieder bekomme ich tolle Vorschläge für Retromat, die ich schweren Herzens ablehnen muss, meistens weil es bereits eine sehr ähnliche Aktivität im Retromaten gibt. Bei der folgenden Idee von Armin Schubert war der Grund, dass die Aktivität nur auf Deutsch funktioniert. Aber wozu habe ich ein Blog ;)

Hier kommt also Armins “Mein rechter, rechter Platz”: Diese Aktivität ist für den Anfang einer Retro und läuft wie folgt ab:

Die Teilnehmer sitzen im Kreis und starten mit dem bekannten Kinderreim “Mein rechter, rechter Platz ist leer, ich wünsche mir den $Name her!” mit einer entscheidenden Änderung im Text:

“Mein rechter, rechter Platz ist voll und der $Name, der ist toll!” Dann noch drei positive Eigenschaften des rechten Nachbarn und schon ist derjenige selbst dran.

Die Idee dazu ist in einer Retrospektive entstanden, weil wir einen schnellen aber positiven Einstieg gesucht haben. Das wirkte am Anfang etwas hölzern, war dann aber ein grosser Erfolg, auf dem im Nachgang immer wieder referenziert wurde.

(Falls jemand den (neuen) Kollegen rechts von sich nicht kennt, kann er gerne die anderen Anwesenden um Hilfe bitten. Hat bei uns mehrfach super funktioniert!)

Thanks for sharing with us, Armin!

My friend, the time clock

This little exchange happened on Twitter:

twitter_no-overtime

I thought the topic might be worth elaborating on, as “no overtime” seems to be a rare thing. It’s time to confess my undying love for our time clock:

Time Clock

Obviously, it’s not its looks that secured the clock my affection. In fact, whenever I take visitors on a tour through the sipgate offices, the time clock is an unexpected sight. An young-ish company with foosball, ping pong and hammocks and then a time clock? Isn’t that a bit backwards?

No, the time clock is what prevents me from working overtime! When I was working trust-based hours, I always did overtime. When there was something to finish, I would stay to finish it, but I wouldn’t leave earlier, when there was nothing immediate to do. I didn’t really keep track of my overtime so I was unsure, when it would have been okay to leave.

At my current workplace, whenever I swipe my little card in front of the time clock to check in or out it tells me if I’m on track for 40h a week or not. You see, the 40h week did not come about because factory owners in the early 1900s thought how nice it would be if everybody got home at a reasonable hour and had 2 days of weekend. No, it happened because Ford’s tests showed that humans have about 40h of productive work per week in them. Working more does not lead to more results. At least not middle and long term. That’s why we don’t want overtime at sipgate at all.

And we follow up on that directive. We talk to colleagues who work too much. Sometimes we force people to take their annual leave (which is 30 days btw. It’s beyond me how anyone gets by with less than 25 days of paid leave. Poor US folks…)

Despite the time clock we don’t have core hours. Everyone can arrive and leave at any time they want. That’s super practical for doctor’s appointments and such. You just have to co-ordinate with your team. Missing the daily stand up should be an exception, because otherwise it’s difficult to work together ;)

Some of our customer supporters works in shifts, staffing a hotline. They have to be on time for their shift. But other than that, we’re pretty free to distribute our time as it fits ours and the company’s needs.

What system is in place at your work? Do you like it?

Cluster stickies next to each other

Here’s another tiny facilitation coconut for something I’ve handled wrong suboptimal in the past:

When it’s clustering time, related stickies often ended up on top of each other. Veronika Kotrba and Ralph Miarka remarked that this is not very appreciative of the bottom sticky and its author. It’s just a tiny detail but it makes sense to me. Most people probably don’t mind, but some might, especially in power imbalanced situations. Since it’s not making things worse for those who don’t mind and makes it better for those who do, I vow to cluster related stickies next to each other from now on.

This will also create a more accurate visualization of support for a topic :)

Letting go of decisions

When building self-organizing teams, one of the hardest things for their (former?) managers is to pass power on to the team. Power as in “the possibility, ability and duty to take decisions”. If you pass a decision on, you have to let go of your “solution”. There are infinite solutions out there. Don’t expect the team to pick the exact same one that you would have. The chances are rather slim.

Unfortunately this is how I sometimes see it go down:

Manager thinks: “The solution is obvious. But I’m supposed to empower them, so I can’t just tell them what to do.”
Manager to team: “It’s your decision. Figure It out. You can do it.”
Team goes and figures it out.
Team to manager animatedly: “Look, here’s our solution :)
Manager: “Umm, no. No, it ain’t. <Some leading questions> It’s your decision. Figure It out.”
Team goes and figures it out. Again.
Team warily: “Sooo. Here’s our solution attempt.”
Manager: “Umm, wouldn’t it make sense to … <Some more leading questions>”
“Together” they arrive at a new solution.
Team is quietly steaming.

This is the opposite of empowerment. Having to reverse engineer a fixed solution by trial and error is painful, disheartening and teaches a terrible lesson. As someone who used to be on the receiving end of this, I’d love for the manager to just straight out say what they want. They are the boss. It’s okay for them to dictate the solution, if there’s no wriggle room. But making teams guess over 3 rounds, because they don’t want to dictate a solution? That achieves the opposite of want they intended. Plus, they blur the line. It becomes harder for teams to tell when they really own the solution and when they secretly don’t.

Sometimes the solution mismatch stems from the manager having more information than the team. As the team, strive to become good at asking questions about constraints.

As the manager pass information on to your team as soon as you notice they’re missing. If it’s classified information, you probably shouldn’t that particular decision on to the team.

And check out Delegation Poker. It can help managers and teams figure out, how much power is really conveyed for each pending decision.

All eyes not on you – Chain Question

As a facilitator, I think it is my job create opportunities for others to speak. I try to keep in the background as much as possible, which isn’t always easy. Participants focus on me more often than I’d like. That is to say, not only when I talk about meta information like instructions, but also when they themselves talk about the subject matter.

One simple technique to connect participants to each other, rather than to you, is to create a questioning chain. This works well when the group forms a circle and there’s a question everyone should answer. As the facilitator you can start it of by asking the question to your neighbour. Then they ask their neighbour on their other side. It works best, when the asker actually waits and listens to the answer ;)

Just like Role Play for One this technique is popular with language teachers. I relearned it in Veronika Kotrba and Ralph Miarka’s workshop on solution-focused coaching.

I hope it’ll help you get attention off of you and on the content your participants bring to the table.

Do you have tricks you’d like to share?