Raise your hand to speak – Self-Facilitation Basics

For somebody who spends as much time as I do on thinking about what we do at sipgate and why it works, I missed a tiny, big detail for a really long time: Our meetings work much better than at most other places because we raise our hands when we want to speak. And we talk in the order of hands being raised.

There’s this book I’m procrastinating on writing to help teams facilitate their own meeting. And it never occured to me to include raising your hand. I had thought about talking sticks and keeping a visible list for big groups, but not about “queueing” to speak. Which is kind of the basis for all the other things that work well in our meetings and the reason we rarely interrupt each other.

I only realized this, because my colleagues talked about someone who didn’t wait their turn and how super irritating this is. It ruins the flow and also makes it more likely for others to display bad meeting manners: Interrupting others becomes more frequent because everybody is anxious to get their thoughts out.

Even now that I’m writing it down, I feel like it’s too basic, too obvious to be mentioned. I mean: “You want nicer, fairer meetings, in which people are not talking over each other? Gee, have you tried taking turns by raising your hand to get the word when it’s your turn?” Duh.

But then again, I rarely see the hand raising in other environments and meeting flow is worse for it. So, I’ll be happy to state the obvious, if it helps some team, somewhere.

You’re meetings are going smoothly without hand raising? Great! Maybe it’s because you’ve got a facilitator? Facilitators can often guess who wants to speak, based on body language. And give the floor to that person either explicitly or also using subtle body language. I often give somebody the floor, by raising my open palm towards them or just looking at them with my head cocked.

But facilitators are not mind readers so even then the hand raising bit helps. And when there’s no facilitator it helps a lot! If they know who wants to speak, the more confident team members can give the floor to shyer ones, who wouldn’t just talk over someone else to be heard.

So, yeah, queue to speak and get more orderly meetings with a fairer distribution of “air time”. Peace Out 🙂

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Scrum Masters and Agile Coaches need an Emergency Fund

Scrum doesn’t fix an organization’s problems. It makes problems glaringly obvious so that they have a chance to fix them. Except that “glaringly obvious” is relative and sometimes you still need someone to point to the steaming pile o’ shit of a problem and say it out loud. Sometimes to someone that has the authority to fire the messenger.

As a Scrum Master or agile coach it is part of your job to speak truth to power if necessary. And while it’s certainly a good idea to work on delivery, and phrasing hard truths in a way that make it possible for the recipient to accept and stomach them, there’s still a risk involved.

That’s why you need to have a certain level of independence. And a big part of that independence is money. How can you expose someone to an uncomfortable truth, if that person can fire you from a job you depend on? Depend on for rent, for food, for insurance. For your kid.

It’s a whole lot easier to “have guts” if you have an emergency fund, e.g. 3 to 6 months of living expenses in cash in a bank account. How many months you need depends on how fast you think you can land another job. Ultimately it depends on what you need to feel secure. My need for financial security is high, so we’ve got 12 months. This is just living expenses, not fancy vacations. Not that it’s necessary at my workplace but it’s still a very comforting feeling and helps me not be afraid to say what I think needs saying.

If you don’t have an emergency fund, why not start now? If you can’t save big chunks, chip away at it. Small contributions will also help. Having some money in the bank will make you more effective in you job. And it’ll let you sleep better at night.

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Enjoy the Silence

My proudest moment as a facilitator was when I did nothing.

Well, outwardly I did nothing. Inwardly I held the silence. I’m a chatty person. Shutting up is hard for me. Letting silence be. Enduring it. I counted from 10 to 20 in my head and when I had reached 20 I started over. I looked at them intently although they had technically already spoken about the problem. And then the magic happened!

The person that had talked before spoke up again. An additional thought on the topic that made her very concerned. We spend quite some time talking about what she had brought up. It was that important.

I don’t think she would have addressed the issue at all without that long pause. We would have nodded at each other in agreement, closed the topic and started another one, with that issue simmering on. Festering.

Very interesting things happen when you don’t fill an awkward silence with chatter. You’ll hear things that others wouldn’t have come forward with on their own. You’ll give others space to think through thoughts they hadn’t thought through before. It’s magical. Enjoy the silence!

What was your proudest moment as a facilitator?

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And what else?

Have you ever had to broach a difficult topic? You prepare, you make notes and you head for a 1:1. You start by talking about various smaller topics. You avoid the big fat whopper of a topic that you’ve been worrying about. Time is ticking by. You’re stalling. Then at the end of the – inconsequential –  conversation, there’s this little pause when you would usually leave and you have that inner debate on whether to mention THE TOPIC or not.

Well, I can’t help you with plucking up the courage to mention the topic. But I can help you if you’re on the other side of this potential conversation. That is, I’ve got advice for you if you would you like to hear about a serious problem sooner rather than later.

"And what else?” teases out difficult topics

It’s simple. Ask “And what else?”. Ask it often. It invites hesitantly shared information.

Oh, and yes, “And what else?“ is a better phrase to use than “Is there anything else?” It’s open instead of closed and errs on the side of implying that there is indeed something. So, sharing is more likely to happen 🙂

It doesn’t just work in this particular situation. “And what else?” is a great phrase in general, because it gives others the opportunity to reflect and dig a little deeper than the top of their heads. I picked up in an excellent workshop on solution-focused coaching by Sinnvoll Führen.

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So what? – Look for the real problem

Recently this statement raised my inner alarms: “We’ve got lots of problems! For example, nobody is pair programming.”

Why would this rub me the wrong way? That nobody is pair programming? After all, I am indeed a huge fan of pairing up. I witness this practice’s many benefits every single day at work. But no, that’s not the point. My alarms went off because “lack of pair programming” was presented as an actual problem. It’s not.

Let me repeat that: As much as I love pair programming, not doing it is not a problem in and of itself. Rather, pair programming is a possible solution to a host of problems an organization might be having such as:

And depending on the actual underlying problem there are different solutions available, one of which could be pair programming.

Nobody who’s not already a convert will start pair programming just “because”. Instead go looking for the actual problem. Ask “So what?” That phrase is magical and you can use it repeatedly. Just like there’s the Five Whys, dig deeper with five “So what’s”:

“Our problem is that nobody’s pair programming!”
“So what? Why is that a problem?”
“Nobody knows anybody else’s code. It’s 1 system = 1 developer.”
“So what?”
“Whenever a developer is sick or on holiday development in their area comes to a screeching halt. And there’s always someone sick or on holiday. Makes us super slow to release. And I dread the day someone quits.”
“Well, that does seem like a pickle…”

Okay, it weren’t five “So what’s” because I suck at making up examples but you get the point.

"So what" is a magical phrase to find an actual problem

This is not specific to agile practices either, though Agile folks have a reputation for dogmatism. Here’s a recent example from the field of web analytics: “We’ve got a huge problem: We can’t do cross-domain tracking.” Soooo …? What are the questions I want answers to and that we can’t answer because we lack this?

I’ve learned “So what?” in the context of Henrik Kniberg’s Cause-Effect-Diagrams and have since used it whenever I suspect that a “problem” someone presents is actually their (preferred) solution. It’s the same as with product features:

“Love the Problem, Not Your Solution”
Ash Maurya

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My Facilitation Mindset

It all started with a tweet by Tobias Mayer:

“Don’t make assumptions” says one school of wisdom, “Assume positive intent” says another. I choose the first. You?

I’m a card bearing member of the second tribe (at least I thought I was) so I answered:

The second one. Makes me kinder.

Going into difficult conversations assuming positive intent has rarely left me disappointed.

Or as Gitte Klitgaard so beautifully put it:

I find that I get what I expect. So if I expect good, I get good.

My experience is exactly the same. Whenever I don’t manage to assume positive intent and give in to blaming thoughts it leads to more disappointment. My beliefs always always leak into what I say and how I say it.

That’s why I ask someone else to facilitate / mediate in my place when I cannot honestly assume positive intent for each party.

The “don’t assume anything” school of thought has never helped me to prep angry people for constructive conversations. When someone thinks others to be malicious, countering their theories by saying “You don’t know that. Don’t just assume that” only helps for about 2 seconds:

They rake a hand through their hair and say “Yeah, I guess you’re right. I don’t know that for sure.” Pause for effect. “But I swear, they’re just doing that to fuck with us!” Aaaand, back to square one.

What did help multiple times is giving a couple of scenarios in which the enraging behaviour is a result of good helpful intentions of the other party and doesn’t manifest their evil and / or stupid nature.

Giving examples of how something might have had positive intent opens the door to really talk. I’ve established a possible alternate reality 🙂

What’s really going on is something we can try to find out during the facilitated conversation.

After I laid out these thoughts, Tobias remarked:

Talking “of how this might have had positive intent” is very different to making the assumption, isn’t it?

Huh? Hm, I guess that’s true. Apparently I fall inbetween the two schools of thought and my mindset when preparing to facilitate is “I assume that positive intent is possible (while not actually assuming any particular motive)”. And I can come up with at least 2 positive intent scenarios for any given situation.

Assume positive intent is possible

Learned something about myself there. It’s a mindset that has served me well so far. What’s your mindset for crucial conversations?

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How to get a very dirty whiteboard sparkly clean

When you let the writing on whiteboards stay on for long enough – say, a couple of month –  dry-erase markers stop being “dry-erase” and start being “leave unwipeable shadowy traces behind”. You’re left with an unsightly board, no matter how often you wipe. Water doesn’t help, at least not against dried up German Edding markers.

Even worse are traces of the slim tape that some teams use to create tables on their boards. Its remains are stickier than candy floss and way uglier.

wepos-kunststoffreiniger Fear not, my colleague Frieda has the miracle cure: Clean your whiteboard with “Wepos Kunstoffreiniger” (= Wepos plastics cleaner) and it will become perfectly clean and smoother than a baby’s butt. Way smoother, actually.

That’s also the catch: After wiping your board with the cleaner you have to wipe it with water. Otherwise no sticky note will stick to the board. Try it, it’s quite fascinating. The sticky notes fall right off of the infinitely smooth surface.

If you don’t have tape traces you can also get rid of the old marker markings with a wet microfibre cloth. Again, kudos to Frieda for finding this trick.

The very last resort, for people without any equipment, is ye olde overwriting trick: Retrace the old writing with a whiteboard marker. The solvents in the marker’s color will also work on the old markings and make them wipeable again. It’s works, it’s just tedious.

Do you have any neat tricks for cleaning dried-in markers?

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Bonus shape for sticky notes

One of the topics in Darci Dutcher’s session “Running Killer Workshops Without Killing Yourself” at Agile on the Beach was promisingly called ‘Sticky note party tricks’.

“Don’t really use them at a party. Other people do not get excited about sticky notes.”
– Darci Dutcher

Well, I’m the kind of person who does get excited about sticky notes and that’s why I present to you the sticky note bonus shape: Diamonds! (Is “Diamonds are forever” now stuck in your head? You’re welcome! *evil laughter*)


This is super handy for when you want to color code stickies and don’t have enough different colors. Yeah! I’m excited! Aren’t you? 😉

Credits: Learned it from Darci Dutcher who learned it from Adrian Howard who learned it from Jeff Patton

Self-Regulating Discussions with Jeff Patton’s Cups

Do you know this inner debate when you’re facilitating and somebody keeps monologuing: “Is this still relevant? Should I stop him? Do the others look bored? I should cut him off …”

That makes me judge and jury about whether something is still relevant to the whole group. I don’t like to make that call. If you’ve got a team (or team member) that’s prone to rambling you can make the team facilitate themselves with Jeff Patton’s Cups (Jeff himself credits “Katrina”):

Write “Tangent” on several styrofoam cups and distribute them around the table. Whenever someone verbally wanders off one of the other team members can signal it unintrusively by raising one of the cups. Upon the signal ramblers usually cut themselves off and the team can decide whether to park the topic for later.

Other possible cups are “Sold” for people still arguing when they’ve already convinced everyone, “Too much detail”, “No solving” when you’re still trying to frame the problem, and so on.

Keep cups and pens ready. Whatever the team is struggling with, approriate signal cups will evolve.

Obviously the signal doesn’t have to be cups. Paper would also do it. But cups stand out more (figuratively and literally) and are a great visual reminder that each team member can help keep the discussion going.

PS: For something more specific and even more playful check out the Rathole technique by Sandy Mamoli.

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“.