 Yeah, so average is about seven point five eight and I'll try and keep it that way right so it's it's good that We all happy and surrounded by happy people what happens in agile teams is p teams don't just become happy magically like this after having lunch Right a lot of effort goes into making them that way so Here are five Motivated tools. There's a shadow at the back. This is a guy There are five motivated tools that Leaders normally use and these are one of the five of the most popular ones So what I'd like you to do is have a look at these five motivator tools and have a think about the environments the teams that you come from There's a guy who is walking behind it's now disconnected. Yeah, thanks so What I'll get you to do is think about the factors that You think is the number one. They're all important pretty important, right? They're all equally good, but there's one that I want to call out. That's above the rest of the five Right, so what I'll do is again get you to stand up because it's after lunch So it's an agile session you lose some weight. It's good So if you were to rank one of these as the number one highest of all Which one would you rank? So if you think providing clear goals is the number one motivator, you may sit down now If you think providing interpersonal support is the number one motivator. You may sit down now Interesting if you think providing rewards and incentives is the number one motivator. You may sit down now Providing support for making progress if you think that's the number one motivator. You may sit down now Wow And then providing recognition for good work if you think that's the number one motivator, you may sit down now There's still some people standing There were only five interpersonal support Or that was the first one. Okay, and you've got something that's not here All are required but one above the other ones All are equally important Yep, so and it's Let me let me get back to you. Oh, you've got another way Yes Okay, so it depends on the teams and the individuals in the teams good point, right? But generally I'll get back to these motivators soon. Let me show you this first It's of the goodies that they get back from China, right? And every time I go to China after a few visits Started running out of options as to what to bring back this time And after a while the Hello Kitty bags and the novelty chopsticks are not so novel anymore Right, so last time when I was going I thought I'll do something smart I'll ask them before I go. What do they really want after all there the product owners, right? So I asked my five-year-old son first What do you want back from China this time and he gave me three words clear and explicit just three words remote control helicopter So that's good. That's gonna be easily sorted in no time. I'll get that fixed Right, then I asked my daughter is a couple years your older said ember. What do you want from China this time? And she goes, oh, you know Papa Well something that's fun And I said, what do you mean? Oh, you know when you look at it when it looks like fun You just buy it for me And I'm thinking why do girls have to be so complex Right, so I go to China and then after a week's work I Start panicking because I've only got a day left hit the markets And I remember the acceptance criteria that they've given me remote control helicopter sorted in five minutes first shop Get it by done check and then I'm thinking about my daughter's acceptance criteria when you look at it It looks like fun. You buy it And I'm thinking I'm gonna be in trouble when I go back home And then I suddenly remembered that she's in love with these guys Right, and then just by sheer fluke I spotted this toy here, which is a miniature Model of one of the minions. I thought this looks like fun I'm sure I am was gonna like it. So after a bit of haggling and negotiating I buy this toy and I bring it back home give it to ember and she's full of excitement Opens it up immediately lays it all on the floor and starts playing with it And I'm thinking what a wonderful dead iron. I know exactly what my daughter wanted And then in the couple of minutes It's a small problem She's lost all interest. She's frustrated and walks away from the toy And I'm getting a bit concerned ember. What happened? This is too hard. I can't do this Why? Oh That's it's not I can't do this and this is the reason This is the actual toy That I got from China and it's got 200 pieces in it Right, and you can imagine for a little kid Each of the pieces are so tiny can't pick it up Let alone fit two pieces together and it's got 200 pieces and I'm I'm now a little bit concerned and I said ember ember come back. I Said look at the photo here What's your favorite part of the minion and she reluctantly comes back and says oh Guess what? The eye right so it's a minions eye. I said let's do one thing of the 200 pieces They're only 15 pieces that are gray. Let's see about all the gray pieces and we'll just focus on the eye bit And let's get the eye done. I'm sure you can do that and I helped her great Find all the gray pieces and then she put the eye together in about five minutes Right, and then now she's filled with excitement again runs to mommy mom mom look look I've got the eye done I've got the minions eye done said ember ember come back Look at the arms. They're long and small I'm sure you can do that in no time, too and then she starts finding the yellow bits that are straight and ground and gets the arms done and Pi Pi piece by piece. She eventually eventually gets the whole minion belt and it was just sheer Achievements the small wins that she was celebrating every so often Realizing our how her own achievements regularly motivated to keep her or to complete the task Now imagine if I had used one of the other motivated techniques Just standing behind her ember you can do it ember you can do it Somehow I don't think that would have worked right and then in a more recent article Just following on from the theory the power of small wins, which was published by amable and Kramer in 2012 2011 They also said that of all things that can boost Boost emotion and motivation the single most important is making progress in meaningful work So the progress principle has clear implications where our efforts should lie now What I want to do today in this session is share with you five secret tips They are very simple tips and this is the first one of the tips the power of small wins The five tips that I want to share with you are going to help you create or mold a culture in which agile teams will thrive and These five tips are not things or theories that have been published by everybody in one package The baton. Yeah Have you ever seen even on tally? Have you ever seen the camera being focused on the guy who's waiting on the hundred meter mark? For the baton. What's he doing? What I or girl with the baton? now Let's have this race here Now track one Japan track to Canada take three Jamaica track for USA Track five will make it India because all of a sudden India's got good at running Track six is even more amising IBC consulting IBC consulting because they claim that they can have four runners on the track who can run hundred meters sub 10 seconds So this is how IBC consulting is going to conduct this right As the race is about to start they'll introduce a track manager on the track And the track manager is going to come around Are you the guy with this girl with this block the baton? This is start line all good. I'm happy with you Hundred meters down the track you here. It's gonna be 10 seconds by the time But the baton gets to you. You know what there's a high jump happening just here beside here In 10 seconds, can you do that high jump quickly come back in time to continue on the race to give the baton to the 200 meter guy 200 meter guy there 20 seconds at least by the time the baton gets to you a Long jump's happening just behind you there Can you do that long jump and be back in time to take the baton to the 300 meter guy there who will finish the Race for us, but 300 meter guy, you know what it's gonna be ages by the time the baton gets to you Track two There's a hundred meter race happening and you'll do that in 10 seconds You'll be back in no time to finish the race for us And that way we are all fully utilized and the race starts Go to this the baton gets to the hundred meter guy He's still huffing puffing back from the high jump that he's just done he runs to the 200 meter guy who is just Finishing off the the long jump coming back has no context of this race starts running that way And it's oh, no no no the other way the other way So he runs does a U-turn goes the other way to the 300 meter guy who's nowhere to be seen Because his hundred meter race on track two is still to be started and in the meantime all the other races are completing the race and What's happening here is we are focusing on keeping the runners running rather than keeping the baton moving And it's not just consulting organizations a lot of organizations are see operating this way where Things are being measured on how fast as our run is running Rather than delivering value Now there are three aspects of any good agile environment Transparency inspection and adoption and we all know that Yet When I go to a team and ask them as a coach Okay, so you are the same guys that we're working on a waterfall traditional waterfall project last month This month now you've suddenly started doing agile What's different? How do you think differently? How do you operate differently? What's the answer? Stand up. Yeah, that's a classic one. Yeah, or we do fastest we sprint faster Or we do shorter sprints. Are those the answers you're looking for? No So what's one thing that agile teams do differently? What's the fundamental difference? Yeah, that's smaller sprint, right? Yeah, I'm looking for something different and I'll tell you Yeah inspecting and adapting that's right And that's that's what I was looking for One thing that agile teams do differently or think differently about is how can we get better? There's nothing more important for agile teams to to constantly think about is how can we get better? delivering value to for our customers, how can we improve and Then those teams say, oh, yeah, we have PRs post implementation reviews Also known as a post-mortem post-mortem The person's already died The project's finished It's too late for this project and then I get told. Oh, no, it's for the next project. I Haven't seen many projects where the learnings have been applied from a previous project. Have you? yet to see one and Then we all know that we should do it retrospectives like we need to go to the doctors and have checkups while We're still alive. It's more helpful and yet I get leaders and managers who are pushing back and Not allowing their teams to do retrospectives because it's not seen as productive time We are not writing code a team of 20 people for one. This project hasn't even started Imagine what effect such an article would have on the employees that are reading this article, especially the ones That will be working on this project They all now know what's keeping the CIO awake They're all now share his vision and his dreams Talking about dreams. This is my favorite quote by Dr. Martin Luther King, Jr. And that's the only reason I've got this slide here but I want to talk about Dr. Martin Luther King, Jr. in 1963 he gave I have a dream speech and there were a quarter of a million people who turned up to listen to him and Simon Sinek talks about the story where he talks about leaders and why people turned up to listen to him So why did all of them turn up? Because they all believed in his dreams as well and Simon talks about they are leaders and they are those who lead leaders are those that have an authority a power and Institutional authority and those who lead are people who inspire us and in this case here Everyone was inspired to go and listen to dr. Martin Luther King, Jr. because they shared his dreams and They wanted to go not because of him because of them and Also, they were not there because of what he was doing, but why he was doing it now They were all sharing his dreams and I can't do justice to the way that the story is told If you haven't watched this Ted talk by Simon Sinek It's one of the highly most rated Ted talk ever start with why have a look at it Now talking about dreams When was the last time that you shared your dreams with somebody else? especially with somebody at work Sharing with them all your career aspirations. What do you want to achieve in your career? Have you ever shared what do you want to achieve in personal lives with someone at work a team member? How many of you Two out of all of it now three right sharing dreams Can be quite risky Because it makes us more vulnerable Sharing dreams takes a lot of courage and We find that it's easier to share our dreams with our loved ones Our close family and friends Why? Why not with our teammates why only three people in the room have only shared dreams with our teammates Why trust because we trust them Yeah They don't judge you they don't ridicule you and that's the first step to achieving your dreams If you are able to share your dreams with people surrounded you surrounded with They will help you achieve your dreams and if you can't trust people To share your dreams with how are you gonna achieve anything with surround? But if you're surrounded by people you don't trust Now here's the thing if there's only one message you want to take out of this session here today make it this one as leaders and managers Create an environment where it is safe for our team members to share their dreams with everybody else Have a ritual sharing of the dreams ritual that's a frequent event in your teams and Then notice the difference Because for that to happen you will have to build trust in the teams and Then you see how efforts of all the team members magically align and become in sync Takes a lot of effort But try now Talking about dreams It's not just the team members who want to share most importantly the leaders need to share their dreams and We all know that leaders have to do two things doing the work right and doing the right work and we all know that It's the leaders that have to share their vision their strategies their dreams to cascade it down to the lowest of the levels For teams to achieve those shouldn't be that difficult. I'll tell you my my top three weaknesses are number three stubborn I told you that already number six shy and 13 indecisive That's what my wife tells me anyway Right you got your three biggest weaknesses Yeah, ready to move on. Okay, don't get too depressed the next bit much better Right now look at the traits on the right-hand side of your three biggest weaknesses Because I'm stubborn. I'm dedicated because I'm shy. I'm reflective because I'm indecisive. I'm patient Hidden in each of my Weakness is a hidden strength and the message here is simple instead of focusing on fixing my weaknesses or we all weaknesses Embrace your hidden strengths So, how do you use this in teams? This is what I do When we get a new agile team, we will be setting up a new agile team together get them to do this openly So that everyone she is there Weaknesses and strengths with each other because an agile team is only is Effective if everyone in the team knows who to go to for a certain weakness and where to help with for a certain strength If they don't know that within the team They're gonna struggle So you've got to make sure that everyone knows each other strengths and weaknesses and for that to happen You will have to have a team Where the values have a huge overlap for example for this exercise to work Each team member will have to be transparent We'll have to trust each other and have respect for each other And nothing it's all normal common agile values So and when it comes to the strengths You've got to make sure that as leaders building a team of people with a Wide broader horizon of strengths within the team. Don't get everyone with the same strengths in one team now Let me ask you another question In your organization when there is someone who's just been successfully Who's been successful in completing an experiment? Are they rewarded? You don't have to answer that. I just want you to think about this And what about when that experiment fails? Are they still rewarded or are they punished? Just think about this Are there still as willing to participate in another experiment after failure? Are they encouraged to participate in another experiment after failure? And this is What I want to talk about this is the next bit is all about the the thing we do the interactive Clapping game that we've done twice already today, right? Now how many people have had those kind of surveys asked by your organization saying we want to just see how engaged you are How happy you are at work today? How many people have had those kind of surveys? Most of us, right? It's good How many people have had those surveys where at the bottom says this is an anonymous survey? You can say whatever you like it's safe Most of you, right? Very good now This is the thing why is it anonymous? This is my theory It is anonymous because it's not safe to openly speak out in that organization it underscores the fear of speaking up It underscores the risk of speaking up That's why it's anonymous It says a lot about your culture. I'll take it at the end if you have time and this is where I Start to cause disruption and make a lot of people uneasy about oh, it's anonymous because people won't speak up anyway So create a culture where you can Easy no, it's not Takes a lot of effort where you can have an anonymous surveys Abolished and have open surveys where people feel can safely say what they want to say That's when you have achieved the optimal culture that's conducive to the agile way of working. Sorry, so It gets more personal with my questions now We'll get to know each other quite well by the end of the session Think about your KPIs. How you measured are you measured on delivering value rather than just projects? Just don't think about just your own ones think about your manager's ones or your peers and your reports How are they measured? Are they measured on delivering value rather than just projects now? Here's the thing a lot of organizations have embraced edge all and say we're doing edge all retro Performance reviews and things like that But the underpinning way that the success is measured for employees is still on the old style all metrics And what I'm seeing is a behavior which I've coined together as PDD Which is Is becoming more and more challenging in our environments today and we need to make sure that we are not seeing edge or leadership as just providing approvals but providing true support to make progress to Provide true support to empower people not just on paper say oh, yeah, you've got the rights to do everything Now I want to tell you one last story before I wrap up. Have you got time for another story? Yeah, you're keen to hear another story. Yes. Okay, so What I I've got here is Again, this was in Melbourne last year This is more recent where I was invited to help out a project team that was struggling because they had a fixed-code fixed-time delivery Sounds normal, right? Yeah, and they said oh, we'll do agile and we'll get an agile coach and guess who the lucky one was So I went there spent two weeks with the team And I noticed that there was no sign of leadership or any any people from the leadership team ever in the team area I had never ever seen the exec managers or the delivery managers or anybody like that in the delivery areas, so In my next catch-up with the EGM of the domain I said, you know what it would be really good if you could one day show up in our stand-ups or after the stand-ups to just give a Brief on why we're doing this project and motivate people so that they know that they they're doing it for somebody And he goes oh, yeah, yeah next Tuesday. I'm in the building. I'll come around And I'm all excited happy good So I prepped the team all the EGM is going to show up today make sure you all well behavioral blah blah blah so and then We have this Tuesday morning stand-up and then after the stand-up the EGM scored in comes in What he said in that motivational talk the November date is fixed There is no room for negotiation with the date The scope is fixed and socialized with the business. I Empower you all to do whatever is necessary to deliver their grid scope by this date You are empowered to make all decisions with regards to how you want to implement the new product If for any reason You are not able to deliver deliver your piece or if I find that you are delaying your pieces by waiting for answers I will crucify you these were the exec words of the EGM Empowering the team I'm and I'm standing beside him in that Team where I've brought this guy to motivate the team and now everyone's like scared Is someone's gonna get hurt real bad soon? And I was scared scared for myself as well. So Notice how some words that we use Just drag the energy down and there's some words just project energy upwards and outwards and as leaders We want to be we've got a choice of words We want to use the words wisely so that we project that energy outwards But I hear words like headcount execute and terminate All being used in the same sentence And it seems like It's the scene from the Terminator movie where Arnold's gonna be back and someone's gonna get hurt real bad so We as leaders we need to use the words wisely So that we project out that good energy because our world needs our good energy Our organizations need our good energy The individuals and teams around us need that good energy Let's use our words to project out that good energy so That's the last one the number five I have is Use the power of words to project out that good energy to motivate teams and create a culture an environment that suit those words and vice versa and As leaders we need to be careful and aware of in wrapping up outside we'd have to be careful of All the things the five things that we we're using all to do with our actions our attitudes our behaviors and also our words The first one to create use the power of small wins to create that motivation Second one amplify good behavior to create that good Good culture the last one this the third one is use the power of dreams To align everyone to the same thinking Measure what matters So that you can get where you want to be with that culture Because you only get what you measure and the last one use the power of words to project out that good energy And finally in wrapping up. I'd like to urge you to use the simple ingredients to mold and shape not create and We can't create culture but we can mold and shape that culture in which edge all teams will thrive And I can assure you that you will start reaping the full benefits of your edge all teams then thanking you any questions We got one at the back You need a mic or can shout should love their jobs How do you make people love their jobs though if you think that people should be loving What's that? Passionate about it right and this this is what I'm I'm saying here is to create that passion is All of these things will help that passion being cascaded up and down and sideways Right, it's only when people share the same passion the same dreams the same vision That's when the teams teams become successful as a unit Right if you're not sharing that passion with the other team members because the teams only as good as the individuals within the teams and vice versa Right, so if you're not sharing the same passion The team's not going to function as a unit, right? It's same as a sporting field a sporting team Right, so you all you your goal should be one to win as the team not to shine as a individual Good question. Yeah one more Yes Yes Well good question Yeah, so One of the things I think it's a good question You're highlighting that they are 90% of the organizations that fall into the bit pitfall and that 10% they're doing it really well Right and the idea here is to to learn from those 10% and see what they are doing really well To employ and employ that in the other 90% right because life's too short to make all our mistakes ourselves Right, but I don't have there people who are coming in and out here. We need to wrap up now. So thank you all. Thanks for