 Welcome everyone to the session 50 great shades of retrospective, your guide to continuous improvement. Of course, we all do this by Chris Stone. Chris is an enterprise agile coach fostering successful organizations through high performing teams. So without any further delay, I'm just handing over to Chris. Thank you, Sundari pleasure to be here at agile India. India has a very special place in the heart because I've actually been and visited the country I was fortunate enough to travel to India. In 2019, I've been to Mumbai, New Delhi and Navgarh National Park. I've never seen more people in my life because I visited during the first full season and the adjunct tree and everything everyone had on and the excitement and passion people were showing was amazing. I'm here to talk about continuous improvement. So anyone who doesn't know anything about me, I'm hugely passionate about continuous improvement and retrospectives. In particular, you may hear that in my voice and you may notice sometimes I speak quite fast. So if I do speak a little bit fast, it's just because I'm excited. But I need you to tell me so being a message in the chat and just say slow down and I will do my best slow down a bit about me. I've been involved in agile ways of working for over 10 years now working with with enterprises and teams from the smallest companies in the world to some of the largest ones so a wide range of experience there. And I'm most known for for retrospective. So I've shared some 94 retrospective templates as of today. I'm a fan believer in workplace being fun and exciting and continuous improvements as a key part of that. I don't like just talking at people. So I want you to engage with me and how you'll do that is we're going to be using mirror. Let me share my screen so that everyone can follow along. If you click on that link I've just shared in the zoom chat you will be taken to our mirror boards where you can interact with me today. There are no sign ups required so it's freely accessible. If you just click that link you'll be taken to a board and it's the way you can interact. If you prefer to do so you can interact by typing in the zoom chat or speaking aloud if you feel comfortable doing so. So I'm just going to pause for a few moments just to allow people time to get into that mirror boards. The link has just been shared Medari. In the past I will list it once more. Oh sorry I think it went to hosts and panellists. There was a filter on my chat saying hosts and panellists I've now shared with everyone. So it should come through to everyone now. Anyone who hasn't used mirror before let's make sure that on the left hand side here you've got this little filter selected that will allow you to interact. Left click on any of these little objects will allow you to move them around double clicking on a poster notes will allow you to type inside those booster notes. If you're seeing all of these curses flying around the screen collaborators curses like I'm seeing right now you can turn that off if it's a distraction so just press this button here. Now where I'd like you to start is a little bit of a little bit of an icebreaker so using these little cute post it note icons here. I would like you to drag them onto this scale there's a number of duality lines here. If you feel retrospectives are magical experiences drag a little post it note to the right hand side of the scale if you feel their thumbs down experiences. Put it on the left hand side then you feel retrospectives are light bulb moments they're they're great for ideas then again put one of these post it notes on the the scale next to the light bulb. But also if they're confusing in your eyes. Yeah this is this is all about your own perspectives and then lastly retrospectives are either powerful experience or they're they're frustrating. So starting with that will use these duality lines to gauge and temperate check the audience's experiences with retrospectives. Once you've shared your view there with these little post it's a little bit further below there's a number of white poster notes what I'd like you to do it just a single word maybe a couple of words to the tribe retrospectives mean to you. So these little poster notes here just type inside them. There we go. Of course for your awareness I'm someone who likes to interact with the audience so whilst I will allow time at the end for questions if you have a question. Don't hesitate to ask throughout what we're going to do here is cover a number of my tips and tricks and strategies and agile hacks for enabling continuous improvement in the workplace. We have around about 45 minutes so we'll cover as many as we can in the time frame. But you the audience will get to choose the direction of this talk I could deliver this talk 50 times and every time would be different because it's all down to what the audience wants to hear about. So you will imagine those those adventure books you read as a child where you would my character and you would be reading through and then at the end of that page it would say if you want to choose this direction. Turn to page 212 then you get to page 212 and find out your character had suffered an injury or died and you'd be like no I want to turn back to the previous page. This talk is a bit like that you get to choose the direction. So in general we're seeing that retrospectives are more magical. On the middle scale here there's quite a mix and the same with the bottom scale there so the audience is put perspectives or experiences here have been a mixture of frustration confusion light bulb moments powerful. And what about some of the words we're seeing so it's about improvement absolutely it's about finding pain areas. It's about inspecting and adapting course. We could discover the reason for failures we can it can be a very powerful technique if you as well it can be about helping a team discover and promote willingness to change. Finding out the 1% improvements I like that and there is a play that we're going to talk about in this this talk today about 1% improvements marginal games. Yes, absolutely. Okay, so we've got some different experiences from from the audience here. What I want you to do now is help me choose the direction of this talk. The way you can do so is coming here on the board. Again, we'll use a little post notes to vote this is a dot vote. You can hear first about the foundations for continuous improvements. Retrospective formats or finishing up and finishing up is that all important part of the end of the retro where you identify those actions the things that team are going to do differently to bring about change. So you can dot votes for those sections here by dragging them to the one you most want to hear about let me just make sure that these are all brought to the front so I think they might be hanging behind the back. You let it go now. You get two votes each. Let's see what we're going to come up with the one the section that gets the most votes is where we will start and will cover as many of these sections as we have time for. If anyone is struggling to access the link just just watch my my shared screen and you could choose to interact via the zoom chat. By the look of things at the moment we're looking at facilitation styles or facilitation approaches taking the lead followed by finishing up. So another another 15 seconds or so to get your votes in. And then we're going to start with facilitation starts by looking so it's looking close now finishing up is a is catching up here. Oh, I think finishing up sorry sedition styles first and then finishing up our looks of it. So bringing your attention to here on the board now writes first question. How does silence feel during a retrospective on the left hand side of the scale here you've got so uncomfortable on the right hand side of the scale you've got this it feels great. Again vote with these poster notes a few early votes for uncomfortable. Yeah, it looks like the majority of people here are feeling uncomfortable when we face silence and retrospectives. Now this is a play all about silence and embracing silence. I will I will admit to you folks I'll be very honest and vulnerable with you. I was exactly the same in the past I hated silence when I heard silence in retrospective and I was the facilitator. My my most immediate thought was, oh wow, I'm doing something wrong. I've asked the wrong question. Maybe people are bored, maybe they don't care what am I doing wrong. When I've since learned that actually people process information in very different ways. I personally I like to talk to think I will cork out loud and I'm a talker and that's my preferred stance. Some people need to pause to reflect take some time before responding. And that's okay. Everyone is different. There is another few things I want to share with you and silence can be your ally. It can be something you use to create great results and retrospectives and I'll tell you why the FBI famous for obviously interrogating people. They use silence to their advantage. What they do is they will ask a question and then they'll count in their head. So someone, you know, the person will respond they'll talk and then when silence hits they'll count in their head. They'll count to seven plus 10 seconds and they'll just wait and the reason for that is as you observe silence is uncomfortable and people want to fill that silence. I felt it myself when when those thoughts began going through my head about silence and I was saying I've done something wrong here. My immediate thought was I need to fill that silence. I need to add another thought in. I need to ask another question and see if it results in change. Silence is your ally. So when you're when you're facing silence in a meeting, pause a moment, allow people the time to speak. Another person will probably add more context, add more detail and we can use that silence. It can be it can be a great ally for you. There is a technique that you can know and you can read a little bit more about called silent retrospectives. It was introduced me to me by a gentleman named Dov Sal. They're in a YouTube video and you can follow the link here. It's on where we're going to show you the three little pigs image on this board. You pick that link you will be taken to the video and you can learn a little bit more about silence retrospectives. But essentially the way it works is you create a space a bit like this a mirror board a white board of some kind. And the only rules are you can't speak. And the reason that can be powerful is because when you can't speak you can't ask clarifying questions. You can't steer perhaps the direction of conversation towards your own very own view. And you have to focus on the way you interact as you add another post it with a question next to it just asking for a clarification. It's a very different way of you of doing a retrospective and it can results in the team coming together a little bit further. I'll just jump into the. There we go. The YouTube video has just been pasted into the chat there. So yes, if you haven't tried a silent retrospective, I encourage you to do so. If you feel uncomfortable during silent periods, I invite you to just pause a little bit longer than you think. Don't try and fill the silence with with noise will now people the space to think and respond. Obviously, if every time you facilitate something, it's always quiet. That might be a sign of something wrong that silence is not always a bad thing. Okay, moving on to the next play, fixing the formats. Okay, now this is probably going to be a surprise to some of you given that I share and well almost 100 retro templates and I encourage creating new ones all the time. Fixing the format and staying with the same one over and over would be exactly what the team needs. The key outcome from a retrospective is improvements actionable improvements. And if the team is using a consistent format, either starts or continue or sad, mad, glad or whatever format resonates with the team. And the end of the retro there are actionable improvements then the format doesn't matter the format can actually be a distraction. Okay, so what I tend to recommend here is if you're working with a team and the retro works with them stick with it. If we start to struggle we start to see actions aren't coming out of it. People are disengaged. We invite the teams to experiment with something different a different format. Working with a consistent format can help new teams establish the habits behind retrospections. So start stop continue can be great for just being simple and getting a team started. But the all important thing is the actions always ask the team how they prefer to proceed. Okay, the opposite of that is flexing the format. And this is the one that I'm most a fan of. So by flexing the format what we do is we change it we don't keep it the same every every iteration every sprint we don't just do start stop continue or sad mad glad. Because sad mad glad makes me sad mad and glad and not glad sorry. So I have created lastly 94 retro templates all of which are freely accessible on my website there are links to my websites later on in the talk. But here's just a few examples so I created the Diwali theme retrospective a retro for good over evil I worked with the grandmaster who is who is from Indian descent and we created this. It's Diwali themed retrospective I've also done a Diwali themed agile game to introduce agility to a team. There's the dog mean retrospective there's squid games which was a very popular TV show there was the ticket retrospective I shared recently so rather than asking your team. And went well in the last sprint you could say hey what do we hit the six or what what bold us out for a duck or how's that what do we need an extra pair of eyes on where do we need some additional support. There are so many ways of asking questions that provoke different answers. So if a team is being asked start stop continue every sprint. What I have observed is that often the same things come up over and over because it's the same question. Whereas if you ask the question slightly differently. If you build a format that resonates with team that aligns to what they enjoy doing. You can get very different answers. So something I encourage you do is flex the formats. What you might do is rotate it every iteration. You might choose a format and use it for four iterations in a row and then try a new one. There's lots of ways of doing it but by changing the format periodically what we do is we create an environment where new insights can be gained. Of course, as I mentioned last questions throughout this if you prefer to do so, you can do so by speaking the zoom chat typing I know some diaries keeping an eye on the chat for me. All right, another another play I'm going to recommend to you the dealers choice so and again another question for you. We are now here on the board. How does it feel when you are in a meeting and one person calls out one by one. It's a chair progress of something how does how does that feel. You can share your view by typing in these post-it notes. Oh my God, uneasy. Yeah, something is wrong. You can feel like a blame game. Yeah. So what I'm seeing here a lot of negative responses forced interaction you're being held on the spot. Okay. No, not me. Don't choose me. Yes, absolutely. The thing is this happens all the time. This is the status report syndrome. So what happens is a meeting is being scheduled. The facilitator is trying to be inclusive. They're trying to make sure everyone has the opportunity to share. The way they do so, they call out, they will say, hey, Sundari, can you share your update or hey, Mike, your turn now. And it can feel very one way because what happens is the person who shares that passes back to the facilitator, the facilitator then calls out the next person so it can feel very much like a states report. The conversation doesn't feel like a shared meeting. So I call this status report syndrome. It happens in daily stand-ups. It happens in retrospectives. The intent is often good. We want to be inclusive. But at the same time, it can be uneasy, forced. It can feel less like a conversation. So something I recommend whenever I facilitate meetings is what once I call the dealer's choice. So the last to speak, the next person to speak. So let's say we're in a daily stand-up right now and I have been called out by the scum or I volunteered to speak first and I've shared my plan for the day. What I would then do is choose the next person to speak. And what we do by doing this is we make it more like a conversation and we create a shared responsibility for the team, ensuring everyone speaks rather than one person ensuring everyone speaks. So we do diversity, inclusivity becomes a collective responsibility rather than just the responsibility of the facilitator, but also can make it feel more conversational. Now, if I were in a physical room doing a stand-up with a team, one way I might have got around this in the past would be we have an object. I've got a mouse here like you'd just grab a random object and you'd throw that to the next person to say, hey, it's your turn now. We're often working digitally now. So the dealer's choice is a way around that. Nominate the next person to speak. You build a shared responsibility for facilitating group involvement and you can make it feel more conversational rather than just a one-way interaction. Give that a go. Right. Another thing to the format style, the facilitation styles. We've talked about fixing the format. We've talked about flexing the format. Another one here is excuse my language, the format. Sometimes you don't need a format. Sometimes you don't need a template. You don't need something that's going to distract people. All that's needed is an open and honest conversation with the people involved. What's the most important thing we need to improve? I'll share a bit of feedback with you here. I once shared a Home Alone themed retrospective. This is based on obviously the famous Christmas movie. And a Scrum Master used that retrospective with a few of their teams. One of them loved it. However, one person in another team said they didn't like it. It wasn't working for them. One of the prompts in that retro was keep the change of filthy animal. And they responded this retro board. So what I'm trying to highlight here is that sometimes a format isn't needed. Maybe it's been a very tense few weeks. Maybe all this needed is an open and honest conversation. And you can abandon the format and you can just say, hey, team, where do we most need to improve right now? What is causing us the most pain? And just have that conversation. Create the space where people can share their thoughts. You're still trying to identify improvements. Format could be distracting in that respect. Okay. Another option you have is to block the facilitator. So rotate the facilitator. I've got an image here of musical chairs. I'm interested. Has anyone tried this before? Obviously, what tends to happen is that retrospectives are facilitated by a Scrum Master or an agile coach. Has anyone tried rotating who facilitates a retrospective? Absolutely not a silent thing. Possibly not. Possibly not. That's okay. So what I recommend this is that each facilitator brings their own style, energy, stance of doing, of doing meetings. And by rotating who facilitates a meeting, what we actually do is we begin to build a capability, a skill for facilitation into the team. So what this means is that a Scrum Master or agile coach is less relied upon. If they're on holiday, if they're unwell for a day, the team can still facilitate the meeting successfully. So how you can do this? Yeah, and I can see Appay has shared that they've tried it, but they saw a few takers. How you can do this is you can ask volunteers. You can try and try and try the experiment and say, hey, what we'd like to do here is rotate who's doing the facilitator and everyone will get a go. And I, the traditional facilitator, provide you coaching and supporting how to do so. Even that there are so many freely accessible templates around there nowadays. It's not like that person has a lot of work and practice to do to create something. So their starting point might be grabbing a template and trying it. So again, the reason I encourage this is to build a collective responsibility for facilitation, to build the skill for facilitation into the team and reduce the reliance. But also it can refresh a team. And that new person brings their own starts and energy. When I've done this in the past, I'll tell you a story. I was working with the team in South Africa and they used this technique. They rotated and we had a Pokemon retrospective from one of the younger developers. We had a retrospective that was centered around the technical lead Christopher Murray. So someone created a tech lead Christopher Murray theme retrospective with some of his mannerisms and quotes and it was just a very funny, enjoyable experience for those involved. So again, something you could try is rotating the tater. Here's a question for you folks. How much does a polar bear weigh? This is very much a dad joke, but enough to break the ice is the answer. How much does a polar bear weigh? Enough to break the ice. It's a dad joke. It's a dad joke to be an ice breaker. Now ice breakers are used to learn more about people, your teams may provoke a fun and enjoyment in the workplace. I'm a big fan of ice breakers because I think the problem is so often we work with teams and it's all work, work, work, work. Now work is important, but if it's all work, work, work, then it can be very easy to forget that the people, the people of our teams, our colleagues are actually beating hearts behind their laptops. They are individuals of passions and interests. They enjoy different things. I have found that using ice breakers, I have learned more about my teams and the people I work with. And it's built a sense of community. It's built a, it's engendered trust. It's helped our relationship grow. There are so many ways you can do ice breakers. And again, I'll tell you a story. I once worked with a team in Mexico and they were very, it was a very work, work focused culture. And I began introducing ice breakers. And one of the questions asked one day was, what was your favorite childhood video game? Now from that question, what we learned was that two people from that same team who had worked together for over a year actually enjoyed the same type of video games. And the consequence of that question was that they both arranged that evening to play games together. So their relationship immediately strengthened based on asking a question that took less than five minutes of their day to answer. There are so many ways of building ice breakers into your meetings. I try to do them as many as I can, but I always build them into my retrospective templates. A few examples here. I had people building tacos, images of creating what a taco would be for them. I've had, what meme represents the last iteration. What's your favorite thing about Halloween? You can make it topical. You can make it about, again, the Diwali theme retrospective had something you know about Diwali. There are so many ways of building ice breakers into the workplace, into how you work with your teams. There's a consequence learning about them which strengthens the relationship. If you do that at the beginning of a retrospective, you've enlightened the moves and again, creates the space, the environment for interaction, speaking up a safe environment where people feel more comfortable sharing things. Now, I'm conscious of time. We've got 15 minutes left. I know there were lots of votes for the other section which was finishing up. I'm going to bring you into there and we'll share a few things around finishing up. Okay. So what I'm showing here is a concept called retroception. If anyone has seen the film inception, that was all about a dream within a dream within a dream. What I'm suggesting here is build a retro within your retro. So we should be continuously improving how we continuously improve. We should be retrospecting on whether our retrospectives add value at all. So there's ways you can do this, and I've shared a few examples here. This was the Matrix movie retrospective. And at the bottom, what you've got is these little sentinel images, and it's simply a fista 5 system. At the end of the retro, take a few minutes and ask the team, how was that retro for you on a scale of one to five? And if it was a one, a retro took place. Maybe some of the team was missing. We identified some improvements, but maybe we ran long of the time box all the way to five, where everyone contributed without fear of judgment. So psychological safety was in place. We respected the time box. We identified actions with owners, and we celebrated success as well as reflected on our challenges. So if we've done that at the end of a retro, and we've seen that, well, actually, the average score is a three, we could then be saying, okay, what should we try differently in the next retrospective to try and make it better? And that might be, well, something we spotted here was not everyone was speaking up, and we could ask the question, what is holding people back from speaking up? So we should be continuously improving the way we retro ourselves. There are so many ways you can do it. I've shared an image here of a gent called Steve Samson-Jones. He had an image, he was using a Harry Potter themed retrospective, and he had some nice images that he drew to what happened to rates on a scale of one to five ones. What I'm trying to reinforce here is that every meeting should be subject to continuous improvement, particularly retrospectives. So try and retrospect within your retrospectives. Someone mentioned marginal gains earlier, those 1% improvements. Is anyone familiar with the story of sky cycling, the team in the UK and what they did in 2003? Let me know in the chat if you are familiar with the story. Yes, okay. So basically what sky did is they were one of the worst performing cycling teams. A British cyclist had never won the Tour de France, one of the most famous cycling events throughout the world. So they were relatively unknown on the international scale for success. Now, they had a new technical director come in, and what he did was say, right, we need to make improvements here, but we're not going to try and make huge improvements on certain areas. What we're looking for is a 1% improvement in lots of different areas. So they made a 1% improvement in the sleep quality the team got. They made a 1% improvement in the weight of a certain part of the bike. They made a 1% improvement in the way the team recovered in the sports therapy they received after their events. They had a 1% improvement in a certain training technique, and all of those 1% improvements aggregated to make great results. A consequence of all of these small changes was that within, I think, five years, we had a British Tour de France winner. We had the British cycling team being one of the most successful at the time. So those small changes made great results. The reason this is in the finishing up section, because at the end of the retro, it can be difficult to get people to commit to actions. So one of the things I recommend you do at the end of retro is just ask, okay, what would a 1% improvement in that look like? It's easier to commit to smaller changes than it is large. It's easier to complete smaller changes than it is large. There's a reason why agile splits things into smaller pieces, because we deliver smaller pieces more frequently, more iteratively. We get to learn from them just accordingly. So the question I have for you here is just have a reflection point, how to think about how you could help your teams commit to smaller actions in your retrospectives. Add your thoughts on these post-it notes. Again, what I tend to do is ask that question, what would a 1% improvement look like? See someone's typing in, it looks like they're saying, show how previous things have added value or how I've improved things. Absolutely. Let's show the successes of the past of getting the team to commit to smaller actions. Appreciate the small improvements, yeah? Completely. Make them visible. If we don't make our improvements visible, they'll be forgotten about. So the absolute key thing people should do at the end of a retro is take those actions that agreed and put them somewhere visible. Add them to your backlog. Make them be prioritized alongside other things. Someone said Kaizen here. Kaizen here is the Japanese term, not for continuous improvement. Mis-translation. The actual translation is make change for the better. Make change for the better I've been told. So Kaizen is about make change for the better. Small improvements. And the thing about Kaizen is it happens everywhere with everybody and all the time. So it doesn't matter what it is, you can make small improvements to everything and everyone is responsible for it. Yes, you can share success stories. You can show metrics of previous things. And if you see an action that's big, break it down completely. One qualifying question I'd like to ask is if you've got an action on retrospective, you could ask is that achievable in the next few weeks? And if it's not, can we make it smaller? Can we reduce the scope of it? Can we make it a bit more incremental? Okay. Here's a question for you. Has anyone recognized this behavior? Action avoidance. You ask a question, who wants to change and everyone puts their hand up. And then who wants to change? Science. No one puts their hand up. No one volunteers. Has anyone recognized that? Have we seen this before? Can you still hear me, folks? Yeah. So I saw someone say lost audio. So who wants to change? Everyone wants it, but nobody wants to do it. One of the questions I ask all the time when I see this, when I'm working with teams and I see a reluctance to do retrospectives or I see a reluctance to take on actions is I remind them that taking no action is a decision. So if a team is aware that something isn't right, something needs improvement and they do nothing about it, that is a decision. You are deciding not to do anything about it and you are aware that in the future, same thing will happen. So taking no action is in itself a decision. Einstein's definition of insanity is doing the same things over and over and executing different results. So if a team is reluctant to commit to action, odds are they'll be frustrated about the same things next time you do a retrospective. So if you've got a team that are reluctant to commit to actions, obviously there's lots of approaches you can try. We've talked about making things smaller. It's easy to commit to things smaller doesn't feel as dangerous and scary, but also just remind them that if you're taking no action, that's a decision. We are collectively aware that that is a decision and that nothing will change. Let's give that a go. Use that as a response. Now, we've seen dot voting in this session today. I've had you using a lot of post-it notes to vote on the most important areas to you. When it comes to the end of a retrospective and in fact during retrospectives that I facilitate, the way I do it is I use creative consensus. I build the team's responsibility to vote on the most important thing to them. So let's imagine a retrospective. In fact, I'll take you back to the Diwali theme retrospective because I think that one may well resonate with you folks. So if I was facilitating this retrospective right now, I would ask the team which prompt would you like to start with? So let's say the team started with lights or DS. What's guiding our path? What's our vision for the next iteration? People would then respond on these post-it notes. We'd focus on just this one. People would respond on the post-it notes and then once the time has run out and I tend to allow three to five minutes for this, I would ask the team to vote on the most important thing for them. What is most guiding our path? What is most like our vision for the next iteration? So I get a consensus for you and from that single thing, I would ask the team to create an action. Now by doing this, what I avoid is a situation where you do a retrospective and you talk about all the possible things that you can improve upon and you wait right till the end to capture retrospective actions and you run out of time. By doing it in this way, what we're doing is we are collecting actions iteratively, but we are allowing the team, the team that are affected by these changes to decide on the most important thing to them first and from that we pull an action. Now the beauty of modern tools we have available to us, whiteboards and otherwise, if you don't just have to use dots to vote, you could use tiny Freddie Mercury's to vote, you could use little images of poster notes, you could choose whatever you want, whatever you want, and you could allow and trust the team to decide on the most important area to address in their eyes. So try creative dot voting. Okay, we're going to cover one more tip and then I'm just going to do a sense check and I'm sure I think we're running out of time. Do a quick temperature check. I'm going to get a bit of feedback from you from yourselves and I'm going to point you to some more resources that you might find useful in your quest for continuous improvements. So what makes an action actionable? Any thoughts here? How do you make sure that something is in a ready state for it to be worked on? Add your thoughts in these poster notes. And owner, yes, absolutely. We need to know who is working on it. We need to know when it's going to be done by. Yeah, creating stories and tasks or adding things to your backlog. So making it visible. When, what, when, how, yeah, a verb. So we know it's something being done, it's finds. So many people will be familiar with the concept of smart goals. So smart goals are specific. So we know exactly what it is and measurable. We know how we'll know when it's done. They're achievable. It's realistic. It's actually something within our power to do something about. It's realistic. So we can achieve it. It's something that can be done. And lastly, there's a time element to it. We know when we want to accomplish it by. So again, something that I see a lot of teams struggle with is turning those discussions, those insights and retrospectives into actionable goal, actionable things. So a few points I tried to recommend here. Looking through all that at the end of a retro, the items you discuss are on the backlog and they're visible. They're ideally prioritized alongside other work. They are owned by someone or you've got a concept of who's going to be working on it. We know that it's something that the team can actually do something about. And it's got a time element to it. We know when we want to achieve it by. So yes, give that a go. Okay. Once the time folks, it would be very poor form of me. We'll be talking about retrospectives without building in a retrospective into this workshop. So what I'd like you to do is using these post-it notes here, drag a post-it note onto the scale to the right here. Left hand corner says this was the worst ever use of my time. In the top right hand corner, this was the best ever use of my time and three is somewhere in the middle. If you can drag a post-it note there and add any comments, any words that would help me with continuously improving how I run this workshop, it would be really helpful. I am very thick skin, so if there's anything you didn't like, do share with me. It will help me to continuously improve how I deliver workshops myself. All feedback is welcome and appreciated. And then once we've taken just a few moments to add your thoughts, I will open the floor to any questions. I will be going into the Hangouts area afterwards so you can have a chat with me if you have any further questions, by the way. So do jump onto there. And once you've finished adding any more thoughts, I will point you towards some more resources you might find useful on the continuous improvement side of things. The common thing I do, on a bit of feedback, I do receive about this particular workshop is that people would like more time. And it can feel a bit compressed. So my intent is always to cover as much as we can in the timeframe, but it's such a broad topic. And of course there are time boxes. So I do give these talks on a regular basis. So look out for more of them from me. If you follow me on LinkedIn or go to my website, you'll be able to see when I'm receiving these talks. And then all of my information, all of my templates are freely accessible. All my information I share is not behind a paywall. Thank you for your feedback, folks. I'm just going to bring your attention down to here. So if you want to connect with me on LinkedIn, just click this link here on the left-hand side. You can connect me, I share all my retros, all my advice and guidance around continuous improvement there. I do have a book that's coming out in a few months time. It's all about retrospectives and continuous improvements. If you'd like to pre-order a copy, feel free to do so. I'll have a YouTube channel. There's another 1,800 people on there. Again, I share tips and advice and guidance on a podcast that goes on there as well with some huge names in the agile space. And my website here as well, where you can explore all my retro templates, download them, access them for free. If you have a tool like Miro, Mural, Google Jamboards, Lucid Spark, you can use my templates free of charge. It isn't required for you to sign up or provide an email when using my website, but obviously if you'd like to do so, you are welcome. So all freely accessible information. And I think we are out of time. So if there are any final questions, do feel free to ask. And I will be jumping into the hangout space in a moment to chat further. Let me share a few links with you. So you can see them. Just a couple of more minutes. Chris, like I think there is a question, can we use your template in Trello? In Trello. So what you can't do is use the image side of things in Trello. But what you could do is you could open one of my templates. You could create columns in Trello. It's aligned with some of the prompts that I use and you could do it in that way. Trello restricts unfortunately certain things. I think people can use the YouTube also to understand what are the different maybe. I'm just sharing my links in the chat. So you can see the link, the LinkedIn, that's how I approach the code. You can use my websites, my YouTube and my podcast. Thanks Chris. It was a wonderful session. I think many of us will be having an interesting retro going forward with our teams.