The Core Protocols Zen

www.PairCoaching.net Reboot your team to Team² Yves Hanoulle

Me.About() Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices in EMEA. Certified Core Trainer Partner of Els Ryssen Father of Joppe 2002, Bent 2004, Geike 2007

You.About() Who are you? What makes you different? What do you know about the Core? Other info you like to share? What would be the successful outcome of this talk for you?

Disclaimer You don’t have to believe in the sea to get wet You do have to get IN to get wet

great practices instead of BEST Practices

2 Leadership models Work 1 manager 5 to 5000

2 Leadership models Home 2 parents 1 to 5 children Raising children as a single parent is hard

Who’s right? I propose you try Pair Coaching inside your company

The agile manifesto Individuals and interactionsWorking softwareCustomer collaborationResponding to change over processes and tools comprehensive documentation over contract negotiation over following a plan http://agilemanifesto.org/

Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Building great software is easy

Team Life Cycle Norming Storming Forming Performing

Shared Vision Please stand if you have ever been on a team with a shared vision Please sit down when what I say is NOT true from your experience on that team

Being on a team that has a shared vision is at least ___ times as good as being on a team that doesn't

Emotions at work Please say Oh my god ! if you ever had a team member hiding how he felt. 1 2 3

Great practice Being on a team that states feelings, is better than being on a team where feelings get in the way

Exercise I’m checking in I’m Glad … I’m Sad… I’m Mad… I’m Afraid… I’m in Audience: Welcome No other feelings allowed You can pass Nobody can discuss the things said during check in

Decision Making Please say YES! if you have been on a team that made decisions without pain

Great Practice Being on a team that makes unanimous decisions quickly, without redundant blather, is better than being on a team that does not

Resolution Problem We have difficulties reaching unanimous support for a proposal Solution Only talk about what it will take to get the outlier “in”.

Resolution Steps 1. Proposer asks outlier “What will it take to get you in?” 2. Outlier states in a single, short, declarative sentence the precise modification required to be in. 3. Proposer offers to adopt the outlier’s changes or withdraws the proposal. Only outliers can talk

Exercise 1. Proposer says “I propose [concise, actionable behavior].” 2. Proposer says “1-2-3.” 3.Voters, using either Yes (thumbs up), No (thumbs down), Support-it (flat hand), vote simultaneously with other voters.

Alignment Personal goals motivate people; team goals motivate teams. Team goals are derived from Visions. Visions are derived from personal goals.

Personal Alignment Want. Answer the question: "What specifically do I want?” Block. Ask yourself, “What is blocking me from having what I want?” Virtue. Figure out what would remove this block by asking yourself “What virtue – if I had it – would shatter this block of mine?” Shift. Pretend the virtue you identified is actually what you want. Again. Repeat steps 2 to 4 until this process consistently yields a virtue that is powerful enough to shatter your blocks and get you what you originally thought you wanted. Done. Now write down a personal alignment statement in the form “I want [virtue].” For example, “I want courage”. Signal/Response/Assignment. Create a signal to let others know when you are practicing your alignment and a response they can give you to demonstrate support. For example, “When I say/do, ‘X’ will you say/do, ‘Y?’” Optionally, turn it into an assignment by saying you will do X a certain number of times per day, where X equals an activity that requires you to practice living your alignment. Evidence. Write, in specific and measurable terms, the long-term evidence of practicing this alignment. Help. Ask each member of your group for help. They help by giving the response you would like when you give your signal that you are practicing your alignment.

Evidence Time: Short time: today Mid term: this year Long term: 5 years from now Work/Life balance Personal Evidence Work Evidence How can we check?

I want INTEGRITY Professional By the end of 2009 I have 5 personal coaching sessions every week I do my self-organisation session @ Agile 2010 Personal I will check in with each family member at least once a day I use the perfection game for all feedback in my relation In 2010 the rebuilding of our house is started

How to create a shared vision Checking In Deciding Aligning: disclosing motive and setting goals Envisioning: creating shared vision

Conflict Resolution Please put your hand up if you have experienced conflict within a team

Great Practice Being on a team that is able to use the energy from conflict, and resolves every conflict directly and efficiently, is better ...

Talking Stick Vs Protocol 01 A: States Sentence 02 B: Repeat Sentence in his own words 03 B: Is that Correct? 04 A: that is correct! 05 B: Is there more? 04 A: that is NOT correct 05 GOTO 01 06 A: YES 07 GOTO 01 06 A: NO 07 C=A 08 A=B 09 B=C 10 GOTO 01

Asking for help Will you…. Will you help me with… Not “Can you”

Trust Whistle if you have been on a team that had a high level of trust among all team members

Great Practice Being on a team that has a high level of among the team members is better .

ReBoot team = Team²/McCarthy BootCamp McCarthy Tech started in 1996 Jim and Michele McCarthy left successful leadership positions at Microsoft to form an innovative teamwork laboratory. www.mccarthyshow.com Since 1996 they have rigorously studied and codified the “great practices” for teams to get into and maintain a state of shared vision. These great practices are called The Core Protocols. +200 BootCamps 16 certified core trainers Booted Installshield Booted Maxis after SimCity before Sims Booted +600 people at Haliburton

Allison Reeves 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. I learned about my own strengths and capabilities. Warm Regards, Allison.

Pascal Van Cauwenberghe I've wanted to attend a McCarthy BootCamp, ever since I read "Software for your Head", more than five years ago. This was the most useful and life-changing training I've ever attended. I'm glad Yves managed to organize Bootcamp I'm IN”

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

Joe Sandy Vice President Haliburton Corp. Working with the McCarthys' technology has been the smartest thing I have done in years. The 600+ people who work for me have drastically increased productivity and have shown incredible results. 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. Another team who was building heavy machinery shipped in 8 months instead of the typical 18 month time period. Our meetings are much more efficient, with the average size down from 15 people to 5 people, and accomplishing much more in less time. The investment to date in the McCarthys' technology was easily paid back by results in only a few months.

The Core System V 3.0 11 commitments 11 protocols

The Core Commitments Engage when present. Know and disclose: what I want, what I think, what I feel .

The Core Commitments Always seek effective help. Decline to offer and refuse to accept incoherent emotional transmissions.

The Core Commitments When I have or hear a better idea than the currently prevailing idea, I will immediately either: propose it for decisive acceptance or rejection, and/or explicitly seek its improvement.

The Core Commitments Personally support the best idea : regardless of its source. however much I hope an even better idea may later arise. when I have no superior alternative idea.

The Core Commitments Seek to perceive more than I seek to be perceived. Use teams, especially when undertaking difficult tasks.

The Core Commitments Speak always and only when I believe it will improve the general results/effort ratio. Offer and accept only rational, results-oriented behavior and communication.

The Core Commitments Disengage from less productive situations: when I cannot keep these commitments. when it is more important that I engage elsewhere.

The Core Commitments Do now what must be done eventually and can effectively be done now. Seek to move forward toward a particular goal, by biasing my behavior toward action.

The Core Commitments Use the Core Protocols (or better) when applicable. Offer and accept timely and proper use of the Protocol Check Protocol without prejudice.

The Core Commitments Neither harm - nor tolerate the harming of - anyone for their fidelity to these commitments. Never do anything dumb on purpose.

The Core Protocols Pass / Unpass Check In Check out Ask For Help Protocol Check Intention check Decider Resolution Perfection Game Personal Alignment Investigate

Passer Problem 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 Solution Explictly decline to participate when we don’t want to do something

Check-in Problem Results are unsatisfying Solution Publicly commit to rational behavior and efficiently disclose our feelings at work

Check-in I’m checking in I’m Glad … I’m Sad… I’m Mad… I’m Afraid… I’m in Audience: Welcome No other feelings allowed You can pass Nobody can discuss the things said during check in

Check-out Problem 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 Solution When we are not contributing, we must leave the environment without distracting our teammates

Ask for help Problem We act as if help won’t help Solution Use each other as a resource Ask strangers for help Ask children for help Ask for help when you don’t think you need help

Asking for help ,[object Object]

Will you help me with…Not “Can you”

Protocol Check Say “Protocol Check” If you know the protocol, state it. If you don’t, ask for help

Work with Intention Problem We don’t know if our behaviour will be what we want Solution Decide on our intention before we act or speak 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

Intention Check 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? If it would be helpfull, ask ”What response or behavior did you want from whom as a result of X?”

Decider Problem 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 Solution Use a reliable, unanimity-driven process within the team.

Decider 1. Proposer says “I propose [concise, actionable behavior].” 2. Proposer says “1-2-3.” 3.Voters, using either Yes (thumbs up), No (thumbs down), Support-it (flat hand), vote simultaneously with other voters.

Feedback Problem There is no standard way to gain value for our work or personal performance from another person Or to add our value to the work product or the personal performance of another person False Solution We give or seek feedback Actual Solution Use the perfection game when asked

The Perfection Game Will you perfect my … I will give it a x out of 10 What I like about it is … To give it a ten I would need… If you have nothing to make it better, you have to give a 10

Aligning Personal goals motivate people; team goals motivate teams. Team goals are derived from Visions. Visions are derived from personal goals. Tie Goals to Vision Tie Vision to Goals

Alignment Problem We think there are not enough people or other resources to get the job done well. Solution Align the team around what each member wants Instead of adding head count, make the heads we have count.

Personal Alignment Problem We don’t know what we want Solution Discover what we want, tell our teammates what that is. Ask for their help Expect them to do likewise

Investigate Problem We see others as better than ourselves Communciation barriers prevent us from stating this clearly Solution Inquire into one another as a naïvely curious and nonjudgmental investigator

Shared Vison A shared vision is not a statement or a goal, it is a “state of being” which is intentionally created by a mature team

Shared Vision Problem We work without first together deciding what we are going to create Solution First and always, make sure our team is aligned around our vision

Far Vision Problem We work hard, burn out, and wonder why we bother Solution Insist that all projects have a long term noble purpose

Versions of the Vision Problem We have an unwieldy list of features or demands from our customers Solution Create a sequence of “Solution versions” that must be accomplished in a step-by-step manner in order to satisfy the customer

Anti-patterns No Hurt feelings Wrong tolerance Team==product Resolution avoidance

No hurt feelings Problem 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 False Solution If we can’t find a way to tell the truth without upsetting people, we don’t speak Actual Solution Focus on team results, not on team member’s feelings

Wrong tolerance Problem We tolerate behaviors that don’t work well False Solution We learn to live in the “real world” or complain to others who we think can fix the problem Actual Solution Acknowledge that if we tolerate it, we insist on it

Insight: Team == Product All business service clients must call methods of this big static class. Why is it so ? You would have to ask Steve. Oh that is impossible, he is always busy... OK, let’s ask him.

Resolution avoidance Problem We don’t deal efficiently with conflict because we are afraid of it False Solution Lay low Don’t cause problems Avoid conflict ,[object Object],Actual Solution Seek resolution

Typical Questions What is the methodology used? What are the underlying principles

Methodology an experiential workshop a results oriented business simulation using behavioural tools to provide structured empowerment

The Core Protocols Zen

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