Easy Agile Podcast Ep.18 Top qualities of an agile leader and team

"The episode highlights that Interaction, collaboration, and helping every team member reach their potential is what makes agile work" - Terlya Hunt

In this episode join Terlya Hunt - Head of People & Culture at Easy Agile and Caitlin Mackie - Marketing Coordinator at Easy Agile, as they chat with Jazmin Chamizo and Rakesh Singh.

Jazmin and Rakesh are principal contributors of the recently published report "Reimagining Agility with Diversity, Equity and Inclusion".

The report explores the intersection between agile, business agility, and diversity, equity, and inclusion (DE&I), as well as the state of inclusivity and equity inside agile organizations.

“People are the beating heart of agile. If people are not empowered by inclusive and equitable environments, agile doesn't work. If agile doesn't work, agile organisations can't work."

📌 What led to writing the report
📌 Where the misalignments lie
📌 What we can be doing differently as individuals and business leaders

Be sure to subscribe, enjoy the episode 🎧

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Transcript

Terlya Hunt:

Hi, everyone. Thanks for joining us for another episode of the Easy Agile podcast. I'm Terlya, People & Culture business partner in Easy Agile.

Caitlin Mackie:

And I'm Caitlin, marketing coordinator at Easy Agile. And we'll be your hosts for this episode.

Terlya Hunt:

Before we begin, Easy Agile would like to acknowledge the traditional custodians of the land from which we broadcast today, the Wodiwodi people of the Dharawal nation, and pay our respects to the elders past, present and emerging, and extend the same respect to any Aboriginal people listening with us today.

Caitlin Mackie:

Today, we'll be joined by Jazmin Chamizo and Rakesh Singh. Both Jazmin and Rakesh are principal contributors and researchers of Reimagining Agile for Diversity, Equity and Inclusion, a report that explores the intersection between Agile business agility and diversity equity and inclusion published in May, 2021.

Terlya Hunt:

We're really excited to have Jazmin and Rakesh join us today. So let's jump in.

Caitlin Mackie:

So Jazmin and Rakesh, thank you so much for joining us today. We're so excited to be here with you both today, having the conversation. So I suppose today we'll be unpacking and asking you questions in relation to the report, which you were both principal contributors of, Reimagining Agility with Diversity, Equity and Inclusion. So for our audience tuning in today who may be unfamiliar the report, Jazmin, could you please give us a summary of what it's all about?

Jazmin Chamizo:

Absolutely. And first of all, thank you so much for having us here today and for your interest in our report. Just to give you a little bit of background of our research and how everything started out, the founder and the owner of the Business Agility Institute, Evan Leybourn, he actually attended a talk given by Mark Green. And Mark who used to be, I mean, an Agile coach, he was referring to his not very positive experience with Agile. So this actually grabbed the attention of Evan, who was a big advocate of agility, as all of us are. And they decided to embark upon this adventure and do some research trying to probe on and investigate the potential relationship between diversity, equity and inclusion and Agile.

So we had, I mean, a couple of hypothesis at the beginning of the research. And the first of hypothesis was that despite the positive intent of agility and despite the positive mindset and the values of Agile, which we all share, Agile organizations may be at the risk of further excluding marginalized staff and customers. And the second hypothesis that we had was that organizations who actually embed diversity, equity and inclusion directly into their Agile transformation and then strategy may outperform those organizations who don't. So we actually spent more than a year interviewing different participants from many different countries. And we actually ended up seeing that those hypothesis are true. And today, we would like to share with you, I mean, part of this research and also need to encourage you to read the whole report and also contribute to this discussion.

Terlya Hunt:

Amazing. And Jazmin, you touched on this a little bit in your answer just then, but I guess, Rakesh, could you tell us a bit more about what was the inspiration and catalyst for writing this report?

Rakesh Singh:

Yeah. So thanks for inviting once again. And it's a great [inaudible 00:03:51] talk about this beautiful project. The BAI was actually into this activity for a long time, and I happened to hear one of the presentation from Evan and this presentation actually got me interested into business agility and associated with DEI. So that was one thing. And second thing when Evan talked about this particular project, invited all of us, I had been with transformation in my job with Siemens for about three decades for a very long time. And we found that there were always some people, whenever you do transformation, they were not interested or they were skeptical. "We are wasting our time." And okay, that was to be expected, but what was surprising that even though Agile came up in a big way and people thought, "Okay. This is a solution to all our miseries," even though there was a focus on culture, culture was still our biggest issue. So it appeared to me that we are not really addressing the problem.

And as Jazmin talk about our goal and our hypothesis, and that was attractive to me that maybe this project will help me to understand why some [inaudible 00:05:12] to get the people on board in some of the Agile transformation.

Terlya Hunt:

Thank you. That was awesome. I think it definitely comes through in the report that this is a topic that's near and dear to all of you. And in the report you mentioned, there's a lack of consensus and some misalignment in defining some of these key terms. So thought to frame the conversation today, Jazmin, could you walk us through some of these key definitions, agility, diversity, equity, and inclusion.

Jazmin Chamizo:

That's a great question now, because over the last year, there's been a big boom on different topics related to diversity, equity and inclusion, I mean, especially with the Black Lives Matter movement and many different events that have affected our society in general. And with the rise of social movements, I mean, there's been a lot of talk in the area of diverse, equity and inclusion. And when we talk about agility, equality, equity and inclusion and diversity, I mean, it's very important to have a very clear understanding of what we mean with this terms. Agility is the mindset. I mean, it's really about having the customer, people, at the very center of the organization. So we're talking about agile ways of working. We're talking about more collaborative ways of working. So we can bring the best out of people and then innovate and put products into the market as fast as possible.

Now, when we were thinking about agility and this whole idea of putting people at the very core and customer at the very core of organization so we can respond in a very agile and nimble way to the challenges that our society presents at the moment, we found a lot of commonalities and a lot of similarities with diversity, equity and inclusion. However, when we talk about diversity, equity and inclusion, there's some nuances in the concepts that we need to understand. Diversity really refers to the mix. It refers to numbers, to statistics, all the differences that we have. There's a very long list of types of diversity. Diversity of gender, sexual orientation, ways of our thinking, our socioeconomic status, education and you name it, several types of diversity.

Now, when we talk about equality, I mean, we're talking about applying the same resources and support structures, I mean, for all. However, equality does not actually imply the element of equity, which is so important when we talk about now creating inclusive environments. With equity, we're talking about the element of fair treatment, we're talking about social justice, we're talking about giving equal access to opportunities for all. So it's pretty much about leveling the filed, so all those voices can be part of the conversation and everybody can contribute to the decision making in organizations and in society. So it's that element of fair treatment, it's that element of social justice that the element of equity has to contribute and that we really need to pay attention to.

And inclusion is really about that act of welcoming people in the organization. It's about creating all the conditions so people, everybody, can thrive and everybody can succeed in an organization. So I think it's very important, I mean, to have those definitions very clear to get a better understanding of how they overlap and how there's actually, I mean, a symbiotic relationship between these concepts.

Caitlin Mackie:

Yeah. Great. And I think just building on that, interaction, collaboration and helping every team member reach their potential is what makes Agile work. So your report discusses that there are lots of overlaps in those values with diversity, equity and inclusion. So I think, Rakesh, what are those key overlaps? It seems those qualities and traits go hand in hand. So how do we embrace them?

Rakesh Singh:

So if you see most of the organization which are big organization and being for about two decades or so, and you compare them with the startup organization, so in the traditional setup, normally people are working in their functional silos, so to say. And so the Agile transformation is taken care by one business function. It could be a quality team. It could be a transmission team. And DEI normally is a domain of an HR or people who enter the organization. And the issue is that sometime these initiatives, they are handled separately and the amount of collaboration that's required does not happen, whereas in a startup company, they don't have these kind of divisions.

So looking that as a basis, what we need to look at is that the organization should be sensitize that they work together on some of these projects and look at the underlying what is the commonality, and we can possibly either help each other or complement each other, because one example is, if I can give, it's very easy to justify an Agile transformation relating to a business outcome, okay, but any people related change is a very long-term change. So you cannot relate that to a business outcome in a shorter timeframe. So I call Agile and DEI as symbiotic. An Agile can be helped by a DEI process and DEI itself can be justified by having an Agile project. So they are symbiotic.

Now, what is the common thing between the two? So there are four items. I mean, there are many things which are common, but four things which I find are most important. Yeah? The first thing is respect for people, like Jazmin talked about being inclusive. So respect for people, both Agile and DEI, that's a basis for that. And make people feel welcomed. So no matter what diversity they come from, what background they come from, they're feeling welcome. Yeah? The second part is the work environment. So it's a big challenge to create some kind of a psychological safety. And I think people are now organizing, the management is now understanding that they think that they have provided a safe place, but people are still not feeling safe for whatever reason there. That's one thing.

The other thing is that whatever policies you write, documentation, policies or announcement, the basic things that people see, is it fair and is it transparent? Yeah? So I used to always see that if there are two people given bonus, if one person get 5% more, no matter how big is the amount, there's always felt that, "I have not got my due." Yeah? So be fair and be transparent. And the last one is that you have to invest in people. The organization need to invest in people. The organization need to invest in enabling them with opportunity to make use of new opportunity, and also grow and through learning. So these are four things that I can see, which actually can help both being an agile, and also having inclusive environment in the company.

Caitlin Mackie:

The report mentions that some of those opportunities to combine agile and diversity equity inclusion are being overlooked. Why do you think this is?

Rakesh Singh:

So I think that the reason why they're being overlooked is that, it's basically, educating the leaders. So it's just, if I'm in the agile world, I do not really realize that there are certain people related aspect. I think, if I just make an announcement, people will participate. Okay? So that's the understanding. On the other side, we got an input from quite a few responders saying that some of the DEI projects are basically words, are not really sincere about it. It's a waste of time. "I'm being forced to do certain training. I'm forced." So the sincerity part, sometime there's a lacking, so people have to be educated more at a leadership level and on at a employee level.

Caitlin Mackie:

I think a really interesting call out in your research is that many agile processes and rituals are built to suit the majority, which excludes team members with diverse attributes. Jazmin, what are some of those rituals?

Jazmin Chamizo:

Yeah, that's a great question. Now, if you think about agile and agile rituals and for example, I mean, daily standups, a lot of those rituals have not actually thought about diversity, or the design for diversity and inclusion. I mean, agile is a very on the spot and is a very, who can talk, type of rituals. But there's a lot of people, I mean, who might need more time to process information before they can provide inputs, so fast. So that requirement of processing information or giving input in a very fast manner, in daily standups, that might be overlooking the fact that a lot of people, with a different type of thought processing styles or preferences may need more time to carry out those processes.

So that would be, I mean, number one; the fact that it's very on the spot and sometimes only the loud voices can be heard. So we might be losing a lot of opportunities, trying to get feedback and input from people with different thinking styles.

Now, also, if you think about organizations in different countries, where English is not the native language of a lot of people, they may also feel a lot of disadvantage. This happens a lot in multinational organizations, where people whose, you know, first language is English, they feel more confident and they're the ones who practically may monopolize now the conversations. So, for people who's first language is not English, I mean, they might feel at a disadvantage.

If you think about older employees who sometimes may not be part of an agile transformation, they might also feel that are not being part of the team and they may not have the sense of belonging, which is so important in an agile transformation and for any organization. Another example, I mean, would be people, who because of their religious belief, I mean, they need maybe to pray five times in a day, and I mean maybe a morning stand up might mean very difficult to adapt to, or even people with disabilities or language differences, they feel a little intimidated by agile. So there's a lot of different examples. And Doug report actually collects several lived experiences, by the respondents that we interview that illustrate how agile has been designed for the majority and for a more dominant type of culture and that highlights the need to redesign many of these rituals and many of these practices.

Caitlin Mackie:

Yeah, I think just building on that in your recommendations, you mentioned consciously recreating and redesigning these agile ways of working. What are some of the ways we can rethink and consciously create these?

Jazmin Chamizo:

Mm-hmm (affirmative). Well, the good news is that, during our research, and during our field work and the conversations that we had with some organizations mean there's a lot of companies and organizations that have actively implementing them different types of practices, starting from the way they're managing their meetings, their rituals, their stand ups, giving people an opportunity to communicate in different ways. Maybe giving some room for silence, so people can process their information or providing alternative channels for people to communicate and comment either in writing or maybe the next day. So it doesn't have to be right there on the spot., and they don't feel under that type of pressure.

Now, another example would be allowing people, I mean, to also communicate in their native language. I mean, not necessarily using English, I mean, all the time as, I mean, the main language. I think it's also important for people to feel that it can contribute with their own language, and also starting to analyze, I mean, the employee experience. We're talking about maybe using non-binary options in recruitment processes or in payroll. So, I mean, starting to be more inclusive in the different practices and analyzing, I mean, the whole employee journey. I mean, those are some examples that we can start implementing to creating a more inclusive environments. And the one that is the most important for me is encouraging leadership to intentionally design inclusive work environments through the use of, like creating environments that are really where people feel safe, where they have this. Psychologically safe.

Terlya Hunt:

The whole section on exploring and challenging existing beliefs is so interesting. And I would definitely encourage everyone listening to go and read it. I could ask you so many questions on this section alone, because I think it was full of gold, and honestly, my copy is highlighted and scribbled and I read it and reread it, there was so much to absorb. The first thing that really stood out to me as a HR practitioner in an agile organization was this belief that focusing on one or two areas of diversity first is a good start. And from your research, what you actually found was that survey respondents found this method ineffective and actually harmful for DEI. And in your research, you also reference how important it is to be intentional and deliberate. So I guess, how do we balance this need for focus and creating change with these findings that being too narrow in our focus can actually be harmful? Might throw this one to you, Rakesh.

Rakesh Singh:

So actually, thanks to the reform data report, very interesting, in fact, we presented to quite a few groups. And one of the thing that I observed when we are talking about some of the beliefs and challenges, there were immediate to response say, "Hey, we do experience in our area." So, what we realized is that this whole aspect, as Jazmin talked about, many dimensions. So if you look at inclusiveness, and diversity and equity across organization, there are many streams, and many triggers. As diversity, we understand, okay, in very limited way, it may be gender, or it may be religion or country, but actually, it's much more in a working environment, there are many dynamics which are [inaudible 00:22:15]. So the challenges, what we saw was that if you pick up a project in a very sincere way and say, "I'll solve one problem, okay?" Let me say I solve problem of a region or language, yeah? Now the issue is that most of the time, we look at the most dominant and identify that problem.

So what happens is that you actually create an inequity right there, because there are other people they are suffering. They are, I won't say, "Suffering," but they're influenced by other factors of diversity and they felt, "Okay, nobody's really caring for me." Yeah? So you have to look at in a very holistic picture, and you have to look at in a way that everybody is on board, yeah? So you may not be able to find solution to every specific problem, but getting everybody on board, and let people work in some of the environment or either psychological safety or the policy level, so create an environment where everybody can participate, and issues can be different so they can bring up their own issues, and make sure they feel that they they're cared for. And that's what we actually observed.

Terlya Hunt:

And the second belief I thought was really interesting to call out was that this belief that we will adapt to somebody's beliefs if they ask. And your research found that not everyone is able to disclose their needs, no matter how safe the working environment, so that by relying on disclosure is the first step in the process,. Organizations will always be a step behind and, and also place the burden of change on marginalized groups. What are some things we can do, Rakesh, to remove this pressure and to be more proactive?

Rakesh Singh:

So there are a couple of things that we need to look at when we talk to people, actually, they discussed about the problem, and they also recommended what could be right, we are doing it. And we also discussed among ourselves. So one thing which was very clear that there was a little doubt about the sincerity of leadership. And so, we felt that any organization where leader was very proactive, like, for example, what is the basic reason, if I have a problem, if I talk about it, I am always worried what will happen when I disclose it? And is it the right issue to talk about it? So, these are the questions would inhibit a lot of people not to talk about it at all. So, that's where the proactive leadership can help people to overcome their inhibition and talk about it, and unless they discuss about it, you'll never know if there's a problem. So, that's the one thing. So, that's the approach.

So there are a couple things that we could also recommend, is proactive leadership to start with, and something which can be done is there are a lot of tools available for the managers, yeah? People leaders, I would call it. Things like coaching, so you have a grow model where you can coach an individual person, even as a manager or as an independent coach, then having a facilitation techniques. When I started my career, they were not a training on facilitation, just going to the room and conduct the meeting. But they're very nice tools, facilitation techniques, which can be brought out to get people to participate, and so things like that can be very useful for being proactive and drawing people out of their inhibition. That definitely is with the leader. That's why we call it servant leadership. It is their job to initiate and take the lead, and get people out of their shell.

Terlya Hunt:

It ties quite nicely into the next question I had in mind. You both actually today have mentioned a lot of challenging beliefs, and calling things out. We need to build this awareness, and create safe spaces, and create psychological safety in our teams. What are some examples of how we can create safe spaces for these conversations?

Rakesh Singh:

The examples of someone creating safe places is ... I would say that educating people and the leaders. What I have seen is that if the leadership team recognizes that and educates the managers and other people ... You need to actually train people at different level, and create an environment that everybody's participating in the decision making, and they're free to make choices within, of course, the constraint of the business.

The focus, where I would put it, is that there are many educational programs and people would like to educated, because I normally felt that I was never trained for being a good leader. There was never training available. But these days we find that a lot of educational programs highlighting a various issue, like microaggression, unconscious bias, psychological safety. People should understand it. Things like being empathetic. These terminologies are there, but I find that people don't really appreciate it and understand it to the extent that they need to do, even though they are in a leadership position.

Caitlin Mackie:

Thanks for sharing, Rakesh. I really love what you mentioned around proactive leadership, there. Your research found that 47% of respondents believed organizations who achieved this unity of Agile, and diversity, and equity, and inclusion will reap the benefits and exceed competitors. Jazmin, what did these organizations do differently?

Jazmin Chamizo:

Yes. That's a great question. Actually this ties very nicely with idea of servant leadership, inclusive leadership, and how leaders have this incredible challenge of creating workspaces that are psychologically safe, as Rakesh just mentioned. This is really everybody's responsibility, but it has a lot to do with a very strong leadership.

We found that several other organizations that we interviewed, they had a very strong leadership team, that they were really committed with diversity, equity, and inclusion in their agile transformation, and they were able to put DEI at the very core of the organization. That's number one, having a very strong leadership team that's actually committed to diversity, equity, and inclusion, and that does not perceive DEI efforts as isolated actions or initiatives.

This is something that we're seeing a lot nowadays. As a DEI coach and consultant, sometimes you see, unfortunately, several organizations that only try very isolated and very ... They don't have long-term strategy. What we have seen that actually works is having this committed leadership team that has been able to put DEI at the very core of their strategy.

Also a team that has been able to serve as an advocate in diversity, equity, and inclusion, and agility, and they're able to have advocates throughout the organization. It's not just one person's job. This calls for the effort of the whole organization and individuals to commit to DEI and be actively part of the agile transformation.

Also, I would say, leaders that embrace mistakes and embrace errors throughout the process. This is something that came up a lot during our conversations with people in different organizations, that in many cultures and in many organizations, mistakes are punished. They're not perceived as a source of opportunity.

One of the tips or best practices would be having leaders who are able to show the rest of their organization that mistakes are actually learning opportunities, that you can try things out of the box, and you can be more innovative. That even if you fail, you're not going to be punished, or there won't be any consequences because of that, and, quite on the country, that this is actually a learning opportunity that we can all thrive on.

Caitlin Mackie:

Yeah. I completely agree. What benefits did they see?

Jazmin Chamizo:

They definitely saw a greater working environment. This is something that was quoted a lot during our interviews with respondents, that individuals saw that they had the chance to try new and innovative ideas. Definitely greater innovation, more creativity. Business morale actually ultimately went up, because they saw that the organization was actually embracing different perspectives, even if they fail. This definitely called for greater innovation.

I would say innovation, more creativity, and a better working environment. Absolutely new products, new ideas. That if you think about the current circumstances with COVID, this is what organizations have to aim at. New products, more innovation to face all the challenges that we have nowadays.

Terlya Hunt:

Powerful things for the listeners to think about. Here at Easy Agile, our mission is to help teams be agile. Because we believe for too long the focus has been on doing, when the reality is that Agile is a constant journey of becoming.

There's a specific part in the report that really stood out to me that I'd like to read. "Agility is a journey with no fixed endpoint. The road towards creating diverse, equitable, and inclusive environments is the same. Agility and DEI can be pursued, but never fully achieved. They are a process of ongoing learning, reflection, and improvement. A team cannot enter the process of improving business agility or DEI with a mindset towards completion, and any model that unites Agile and DEI will ultimately be ineffective if those taking part are not ready to embark on an ongoing quest for self improvement."

I absolutely love this quote. Rakesh, let's explore this a little bit further. What more can you tell me about this?

Rakesh Singh:

Actually there's an interesting thing that I would like to share to start with. We wanted to look for a organization who would help us interview their people and talk to their people. The way organizations responded ... Some responded, "Shall I allow my people to talk to somebody? It could be a problem." But then we got other organizations, they were actually chasing us. "We would like to be part of this, and we would like to get our people interviewed." They were very positive about the whole thing.

I happened to talk to the DEI corporate manager, a lady, and the way she was talking was ... She was so much, I would say, passionate about the whole thing, even though at least I felt that they were very high level of awareness of DEI. But the quest for learning and finding out what they could do better was quite astonishing and quite positive.

That's where my answer is, is that ... If you look at the current pandemic, and people realized that, "Okay. We have to work from home," initially some people found it great. It's a great thing. Work-life balance. "I can attend my home." But after some time they found it's a problem. There's other problem.

The point is that, in any organization, where it's a business or a social life, or people, it just keeps changing. There's no method or policy which is going to be forever valid. There's a continuous learning process that we have to get in.

What we need to do is focus on our goal that we want to achieve. Depending on the environment, that's what we call business agility. Now bring it to people as well, because it is a people ... We talk about customer centricity, and all that. But finding it's the people who are going to deliver whatever organization want to. You have to see how their lives are getting impacted.

We are discussing about getting people back to office. The problem is that, a city like Bangalore, it's a very costly city and very clouded city. People have gone to their hometown and they can work from there. Now, to bring them back, you have to approve them back again. To cut short the explanation, our life is changing, constantly changing, and technology and everything is putting ... People have to look at methods and approach of how they can be adapting themself on a continuous basis.

Learning is a continuous process. In fact, when I got into Agile and people ask me, "How many years of experience you have?" I generally say five years, because anything that I did before five years is actually the wrong practice. You have to be continuously learning, and DEI and Agile is no stranger to this situation.

Caitlin Mackie:

I love that. I think fostering that continuous learning environment is really key. I suppose, on that, a few of the recommendations from the report are centered around getting deeper training and intentional expertise. Jazmin, what further recommendations, or courses, or practitioners are there that people can engage with after this episode?

Jazmin Chamizo:

Sure. An important part of our report was a series of recommendations to the entire agile community, and practitioners, to organizations, and agile coaches. You can see that. You could get more specific information in our reports. I would like to encourage all of you to read. Definitely when it comes to agile coaches and consultants, we're encouraging people to learn more about diversity, equity, and inclusion because one of the insights and the learnings we drew from this research is that diversity, equity, and inclusion is not specifically included in the agile world.

When we talked to the respondents in many different countries, they did not spontaneously made the connection between agility, Agile, and diversity, equity, and inclusion. But the more we talk about it, they discovered that, indeed, they were very closely overlapped. There was a symbiotic relationship between them, because you're putting the person and everything that relates to that individual on the very core of the organization, on the transformation.

Definitely we do encourage ... Leaders and agile coaches need to start learning more about our DEI, building that proficiency, learning more about unconscious bias and the impact of unconscious bias, and discrimination, and racism that we'll continue to see in organizations. They're more mindful of those voices that are not being heard at the moment in the present conversations. They can learn different techniques or different methods to be more engaging and more inclusive.

When it comes to the agile community in general and influencers, it is important to mention that Evan Leybourn, the founder of the Agility Institute, is having at the moment some conversations with important institutions in the agile community, such as the Agile Alliance, because we are looking for ... That's what Gen Z-ers are looking for. There's a big call out there for organizations to embrace this type of transformation, but putting DEI at the very core of the organization. That's what I would like to say.

Contribute to the discussion. This is a pilot project. That we are hoping to conduct more research on other DEI areas related to agility. We would like listeners to be part of the conversation, and to contribute with their experience, to improve the state of agility in the current moment.

Caitlin Mackie:

Thank you both so much for joining us today. Thoroughly enjoyed our conversation. I can't wait to see how Agile and diversity, and equity, and inclusion evolves in the future. Thank you.

Jazmin Chamizo:

Thank you so much for having us. It's been a pleasure.

Rakesh Singh:

Thanks a lot to both of you. It was nice to share our experience. Thank you very much.

"Thoroughly enjoyed my conversation with Jon, he shared some great perspectives on the impact of the Agile manifesto" - Amaar Iftikhar

Amaar Iftikhar, Product Manager at Easy Agile is joined by Jon Kern, Co-author of the Agile Manifesto for Software Development and a senior transformation consultant at Adaptavist.

Amaar and Jon took some time to speak about the Agile Manifesto. Covering everything from the early days, ideation, process, and first reactions, right through to what it means for the world of agile working today.

They touch on the ideal state of an agile team, and what the manifesto means for distributed, hybrid and co-located teams.

We hope you enjoy the episode!

Transcript

Amaar Iftikhar:

Hi everyone. Welcome to the Easy Agile Podcast. My name is Amaar Iftikhar. I'm a product manager here at Easy Agile. And before we begin, Easy Agile would like to acknowledge the traditional custodians of the land from which we broadcast today, the people of the Dharawal speaking country. We pay our respects to elders past, present, and emerging. And extend that same respect to all Aboriginal, Torres Strait Islander, and First Nations peoples joining us today.

Today, we have on the podcast Jon Kern, who is the co-author of the Agile Manifesto for Software Development and an Agile consultant. If you're wondering, you're correct. I did mention the Agile Manifesto for Software Development. The Agile Manifesto. So Jon, welcome for being here and thank you for joining us.

Jon Kern:

Oh, my pleasure, Amaar. Thank you.

Amaar Iftikhar:

Yeah, very excited to have you on. Let's just get started with the absolute basic. Tell the audience about, what is the Agile manifesto?

Jon Kern:

Well, it's something that if you weren't around, and I know you're young, so you weren't around 21 years ago, I guess now, to maybe understand the landscape of what software development process and tooling and what most of us were facing back then, it might seem like a really obvious set of really simple values. Who could think that there's anything wrong with what we put into the manifesto? But back in the day, there were, what I practiced under as a... I'm an aerospace engineer, so I was in defense department work doing things like fighter simulation, F-14 flat spins and working with a centrifuge and cool stuff like that. And subject to a mill standard specification, which makes sense for probably weapons systems, and aircraft manufacturing, and all sorts of other things. But they had one, lo and behold, for software development. And so there was a very large, what I would call heavy handedness around software development process. We call it heavyweight process. Waterfall was the common term back then, and probably still used today.

And there were plenty of, I would say the marketing juggernaut of the day, IBM and Rational unified process, these large, very much like Safe. Where it's a really large body of work, awesome amount of information in it, but very heavy process even though everything would, say you tailor it, it could be whatever you wanted. I mapped my own lightweight process into REP for example. Sure. But the reality was we were facing kind of the marketplace leader being heavyweight process that was just soul crushing, and from my perspective, wasting taxpayers' money. That was kind of my angle was, well, I'm a taxpayer, I'm not going to just do this stupid process for process sake. That has to have some value, has to be pragmatic. So lo and behold, there were a handful of us, 17 that ended up there, but there are a handful of us that practiced more lightweight methods. So the manifesto was really an opportunity for coming together and discovering some of the, what you might think of as the commonality between many different lightweight practices. There was the XP contingent. I first learned about Scrum there, for example. Arie van Bennekum, a good friend, he taught us about DSDM. I don't even remember what it stands for anymore. It was a European thing.

Alistair and Jim Highsmith, they had, I forget, like crystal methodologies. So there was a fair amount of other processes that did not have the marketing arm that erupted, or didn't have the mill standard. So it was really all about what could we find amongst ourselves that was some sort of common theme about all these lightweight processes. So it was all about discovering that, really.

Amaar Iftikhar:

You all get together, the principles kind of come to fruition, and let's fast forward a little bit. What was the initial reaction to the original manifesto?

Jon Kern:

Yeah, it was even kind of funny that the four values, the four bullets is as simple as it was. The principles came a bit later. I want to say we collaborated over awards wiki, but the original... If you go to Agile uprising, you can see I uploaded some artifacts, because apparently I'm a pack rat. And I had the original documents that Alistair probably printed out, because he was the one... He and Jim lived there near Salt Lake City. So it was like, "Hey, let's come here." And we like to go skiing, so let's do it here. So he arranged the room and everything. And so there's some funny artifacts that you can find. And the way that it actually came about was an initial introduction of each of us about our methods. And really I think a key, we left our egos at the door. I mean I was a younger one. Uncle Bob, some of these, he was at Luminar, I know I have magazines still in the barn that he was either the editor of, or authors of for people who don't remember what magazines are. Small little booklets that came out. So Uncle Bob was like, Ooh, wow, this is pretty cool.

And I wasn't shy because I had a lot of experience with heavyweight methods. So I really wanted to weigh in on... Because I had published my own lightweight method a few years earlier. So I had a lot of opinions on how to avoid the challenges of big heavyweight process. So the culmination as we were going out the door and after we had come up with the four values was I think Ward said, "Sir, want me to put this on the web?" And again, this is 2001 so dot com and the web's still kind of new so to speak. And we're all like, yeah, sure, why not? What the hell, can't hurt. We got something, might as well publish it. I don't think to a person, anybody said, "Oh yeah, this is going to set the world on fire because we're so awesome." And we were going to anoint the world with all of this wonderful wisdom. So I don't think anybody was thinking that that much would happen.

Amaar Iftikhar:

Yeah. So what were you thinking at that time? So how would the principles that you had come up with together, was that maybe just for the team to take away? Everyone who was there? What was the plan at that time?

Jon Kern:

I think it was a common practice. Like I said, there were other groups that would often meet and have little consortiums or little gatherings and then publish something. So I think it was just, oh yeah, that's a normal thing to do is you spent some time together and you wrote things down, you might as well publish it. So I think it wasn't any deeper than that other than Bob, I think Bob might say that he wanted to come up with some kind of a manifesto of sorts or some kind of a document because that's I think what those sort of... I was never at one of those gatherings, but you know, you could see that they did publish things. I have a feeling it was just something as innocent as, well we talked, wrote some things down, might as well share it.

And then the principles, there were a lot of different practices in the room. So some of what I would say the beauty of even the values page is the humility at the top is it's still active voice. We are uncovering not, hey all peasants, we figured it all out. No, we're still uncovering it. And the other thing is by doing it, because I'm still an active coder. And plus we value this more on the left, more than on the right. Some people might say it's a little ambiguous or a little fuzzy, but that's also a sign of humility and that it's not A or B. And it really is fuzzy, and you need to understand your context enough to apply these things. So from a defense department contracting point of view, certainly three of the four bullets were really important to me because I learned... Sure, we did defense department contracting. But it's way more important to develop a rapport with the customer than it is... Because by the time you get to the contract you've already lost, which goes along with developing a rapport with the customer, the individual.

And one of Peter Codes, when we worked with customers and whatnot, one of our mantras was frequent tangible working results, AKA working software. You can draw a lot and you can do use cases for nine months, but if you don't have anything running, it's pretty, I would guess risky that you don't have anything, no working software yet. So it really was I think an opportunity to share the fact that some people thought two weeks and other people thought a month. Even some of the print principles had a pretty good wide ranging flexibility so to speak. That I think is really important to note.

Amaar Iftikhar:

Yeah, no, absolutely. And it makes sense. Did you or anyone else in the room at that time ever imagine what the impact downstream would be of the work that was being done there?

Jon Kern:

Not that I'm aware of. I certainly did not. I remember a couple times in my career walking in and seeing some diagrams when I worked with the company Together Soft, and we'd build some cool stuff and I'd see people having some of the... Oh yeah, there's a diagram I remember making on their wall. That's kind of cool. But nothing near how humbling and sort of satisfying it is. Especially I would say when I'm in India or Columbia or Greece, it almost seems maybe they're more willing to be emotional about it. But people are, it's almost like they were freed by this document. And in some sense this is a really, really tiny saying it with the most humility possible. A little bit like the Declaration of Independence, and the fact that a handful of people... And the constitution of the United States. A handful of people met in a moment of time, never to be repeated again and created something that was dropped on the world so to speak, that unleashed, unleashed a tremendous amount of individual freedom and confidence to do things. And I think in a very small, similar fashion, that's what the manifesto did.

Amaar Iftikhar:

As you mentioned, there was a point in time when the manifesto was developed and that was almost over 20 years ago. So now the way of working, and the world of working has drastically changed. So what are your thoughts on that? Do you see another version coming? Do you think there are certain updates that need to be made? Do you think it's kind of a timeless document? I'd love to hear your thoughts on that.

Jon Kern:

Yeah, that's a good question. I personally think it's timeless and I welcome other people to create different documents. And they have. Alistair has The Heart of Agile, Josh Kerievsky's got Modern Agile.

There's a few variations of a theme and different things to reflect upon, which I think is great. Because I do believe, unlike the US Constitution, which built in a mechanism to amend itself, we didn't need that. And I believe it captured the essence of how humans work together to produce something of value. Mostly software, because that's what we came to practice from, is the software experience. But it doesn't take a lot of imagination to replace the word software with product or something like that and still apply much of the values that are there with very, very minor maybe adjustments because frequent tangible working results.

There might have to be models, because you're not going to build a skyscraper and tear it down and say, "Oh, that wasn't quite right," and build it again. But nonetheless, there are variations of how you can show some frequent results. So I think by and large it's timeless. And I would challenge anybody. What's wrong with it? Point out something that's somehow not true 20 years later. And I think that's the genius behind it was we stumbled on... And probably because most of us were object modelers, that's one of the things we're really good at, is distilling the essence of a system into the most critical pieces. That's kind of what modeling is all about. And so I think somehow innately, we got down to the core bits that make up what it is to produce software with people, process and tools. And we wrote it down. That's why I think it's timeless.

Amaar Iftikhar:

Yeah, no absolutely. I think that was a really good explanation about why it's timeless. I think one of the principles that comes to mind in a kind of modern hybrid or flexible working arrangement is one of the principles talks about the importance of face to face conversations. And in a world now where a lot of conversations aren't happening physically face to face, they might be happening on Zoom. Do you think that still applies?

Jon Kern:

Yeah, I think what we're finding out with... Remote was literally remote, so to speak, back 20 years ago. I was working with a team of developers in Russia and we had established enough trust and physical... I would travel there every month. So kind of established enough of a team, and enough trust in the communication that we could do ultimately some asynchronous work because different time zones. And me being in the east coast. 7:00 AM in the US was maybe 3:00 PM in Russia if I recall. St. Petersburg. So we were able to overcome the distance, but it's hard to beat real life. And I would often sometimes even spar a little bit with Ron Jeffries that on the one hand you could say the best that you can do is in person. But on the other hand, I could argue a little bit of some of the remoteness makes things... You have to be a little more verbose, possibly a little more precise, but also a little more verbose. A little more relaxed with... You might take a couple of passes to get something just because, I mean there are two time zones passing in the night. But that was based off of some often initial face to face meetings, and then you could go remote and still be successful and highly effective.

So I think it's important that teams don't just say that they can still do everything. And zoom is way better than 20 years ago, admittedly. Zoom gets, at least you can see a face. But nothing replaces the human contact. And I think also for wellbeing, I think human contact is important. So I would still say that the interaction aspect in the manifesto is still best served with a healthy dose of in-person. And that's kind of the key about most things in Agile. It's to me it's about pragmatism, and not just being dogmatic but rather, what might work better for us? And even experimenting with try something a little bit and see how that works. So even how you treat the manifesto, you should treat it in an Agile manner so to speak.

Amaar Iftikhar:

Yeah, no absolutely. That's a great point. On that note, as an Agile consultant or the Agile guy, what have you seen are the best practices or what works, what doesn't work for distributed teams?

Jon Kern:

Well I think the things that are most challenging that I've run across big companies and even smaller ones is that... I don't know if it's natural, God forbid if it's natural, but tendencies that I've seen in some companies to set up silos where you're the quality control, you're the UX, you're the front end, you're the back end, makes my headwater explode. Because that's building in a lag and building in communication roadblocks and building in cooperation which is handed offs from silo to silo, versus collaboration. So I've seen more of that. And I get it, you might want to have a specialty, but customer doesn't care. Customer wants something out the door. If I showed up and I'm going to pull a feature off the stack, what do you mean I can only do part of it? I don't get that. And yeah, I know I'm not an expert in everything but we probably have an expert that we can figure out what the pattern is. So I find that sort of trend, I don't know if it's a trend, but I find that's a step backwards in my opinion. And it's better to try to be more cross-functional, collaborative, everybody trying to work to get the feature out the door, not just trying to do your little part.

Amaar Iftikhar:

Yeah, a hundred percent. I think knocking on silos is a big part of being agile, or even being digital for that matter. And often the remedies for it too are there at hand, but it's a lot harder to actually be practical with it, to actually implement it in an organization, a living, breathing business where there's real people and there's dynamics to deal with, and there's policies and processes to follow. So I guess as generic as you can be, what is your thought as an Agile consultant to a business that's kind of facing that issue?

Jon Kern:

One of the things that... Adaptive is what my colleague John Turley has really opened my eyes to. I tend to call it the secret sauce, or the missing piece to my practice. And it has to do with individual's mindset and what we call vertical development. So it might sound like weird wishy-washy fluffy stuff, but it's actually super critical. And I've always said people, process, and tools for, I want to say since late nineties probably, I mean a long time. And the first I've been able to realize why sometimes I would have just spectacular super high performing teams and other times it'd be just really, really well performing but not always that spark and sometimes kind of like, eh, that was a little meh. And a lot of it comes down to where people lie on in terms of how they make their meaning and what their motivational orientation is, command and control versus autonomy.

So what we do is we've learned that we can help people first off recognize this exists, and help people with what we call developmental practices. Something that, even the phrase, you probably heard it, like safe experiments. Failure, or trying something and failing. Well if you chop someone's head off for it, guess what? They're just going to probably stay pretty still and only do what they're told, not try to... I have a super high dose of autonomy in me, so I've long lived by the, better to beg forgiveness than ask permission, and always felt as long as I'm trying to do the right thing to succeed and do the best for the company, they probably won't fire me if I make a mistake. But not everybody has that amount of freedom in the way they work. So you have to help establish that as management, and that's a big thing that we work with, with teams.

And then we also start with the class. If you've ever watched office space, and if you haven't you should, but the, what is it that you do here? So there's a great, the consultants Bob and Bob coming in, the efficiency consultants, "So Amaar, what is it that you do here?" But literally that's something, whether we're helping teams build a new product, is okay, what's the purpose? What's the business purpose of this product? What is it that you do here? What do you want to do with this product? What value does it provide? Same thing with anything you're working with as a team. And that's why whether it's software, producing some feature that has an outcome that provides value to the customer, or some product. But the point is if you don't understand that, now it's making, the team is going to have a real hard time being able to make decisions which are helping us move forward.

So if you help everybody understand what it is we're here to do, and then try to get the folks that might reflect all the different silos if you're siloed, but all the different elements. How do we go from an idea to cash, so to speak, or idea to value in the customer's hand? And have a good look at that. Because there are so many things that just sort of... Technical data often creeps into software code bases. And the same thing, we sort of say the organizational debt, the same thing can happen. Your process debt. You can just end up with, all right, we want the development team to go faster, John and company, can you come in and help coach us? We want to go agile. Sure, okay yeah. All right. We roll up our sleeves, we look around and after an initial kind of value stream look, like, wait I'm sorry but there's a little tiny wedge, it's about 15%, that's the development. And then you spent the 85% thinking about it.

Let's pretend we could double the speed of development. Which was initially the... Yeah, we need the developers to code faster or something. That's a classic. And no you don't, you need to stop doing all this bullshit up front that's just crazy ass big waterfall project-y stuff with multiple sign-offs. And matter of fact, one of the sign-offs, oh my gosh it only meets once a week, and then if you have a typo in it, you get rejected. You don't come back for another... Are you insane? You spent eight months deciding to do eight weeks worth of work. Sorry, it's not the eight weeks. So things like that, what I recommend anybody self inspect is try to... If you're worried about your team, how you can do better is just start trying to write down what does your process step look like and what is a typical time frame?

How much time are you putting value into the... Because a lot of times people batch things up in sprints. That's a batch, why are you putting things in a batch? Or they have giant issues. Well that's the big batch. So there's lots of often low hanging fruit. But to your point, it's often encrusted in, this is the way we work and nobody feels the ability to change or even to stop and look to see how are we working. So I think that's where we usually start is let's see how you actually work today. And then while we're doing that you can spill your guts, you can tell us all the things that hurt and that are painful and then we'll try to design a better way that we can move towards, in terms of working more effectively. Because our goal is to help teams be able to develop ways to do more meaningful and joyous work, really. Because it's a lot of fun when it's clicking and when you're on a good team and you're putting smiles on the customers' faces, it's hard to almost stay away from work because it's so much fun. But if it's not that, if it's drudgery and you're just a cog in the machine and stuff takes months to get out the door, it's a job. It's not that much fun.

Amaar Iftikhar:

Yeah. A lot of the points that you mentioned there strongly resonated with me, and the common pain points. It sounds like you've kind of seen it all. And by the way if you haven't seen office space, definitely need to watch it. It's a really good one. You've mentioned now a lot about of the element of the challenges that a distributed team faces. Now I want to flip it over and ask you what does the perfect distributed team look like today that lives and breathes agile values?

Jon Kern:

Yeah. I don't know if you can ever have such a thing, a perfect of any kind of team. So I would say harking back to the types of distributed teams that I've worked with, and this goes back to the late nineties. So I've been doing this for a long, long time. Only really done remote, whether it was with developers in Russia or down in North Carolina, or places like that. And I think that the secret was having a combination of in-person... If you want to go somewhere as a group, there are things you can do to break the ice, to establish some, what you might call team building type activities.

And not just, hey let's go do a high ropes course and be scared out of our wits together. But rather also things that are regarding why are we here, what are we trying to achieve? And let's talk about whether it's the product we're trying to build, and take that as an opportunity to coalesce around something and get enough meat on the bone, enough skeletons of what it might look like. Because there's good ways to start up and have a good foundation. And that's part of what I've been practicing for decades. If you get things set up properly with understanding that just enough requirements, understanding... And I do a lot of domain modeling with UML and things like that, just understanding what the problem domain is that we're trying to solve to achieve the goals we're looking for, have a sense of the architecture that we want. So all those things are collaborative efforts.

And so if you have enough of a starting point where you've worked together, you come in and, let's say you even had to go rent someplace, because nobody lived near office, so you all flew somewhere. I mean that's money well spent in my opinion. Because that starts the foundation. If you've broken bread so to speak, or drank some beers, or coded together and did stuff, and then you go back to your remote offices to take the next steps and then realize when you might need to meet again. So that's really important to understand that the value of establishing those relationships early on so that you can talk bluntly. And I have some good folks that I run a production app for firefighters since like 2006.

Amaar Iftikhar:

Yeah, very cool.

Jon Kern:

And that friend that I've worked with, we are so tight that we can... It makes our conversations, we don't have to beat around the bush, we don't have to worry about offending any, we just, boom, cut to the chase. Because we know we're not calling each other's kids ugly. We're just trying to get something done fast.

And building that kind of rapport takes time and effort and working together. And that's what I think a good successful distributed team, you need to come together every so often and build those relationships and know when you might need to come together again if something is a problem. But that I think is a key to success is it shortens the time. Because you may have heard of things like the group forms, if this is performance on the Y axis they form and they're at some performance level, then they need to storm before they get back to normal, and before they start high performing. So it's this form, storm. You get worse when you're storming. And storming means really understanding where we're at. When we argue about, I don't think that should be inheritance, Amaar. And then you're like, "Oh bull crap, it really..."

And again, we're not personal, but we're learning each other's sort of perspectives and we're learning how to have respectful debates and have some arguments, so to speak, to get to the better place. And I've worked in some companies that are afraid to storm, and it feels like you're never high performing.

Everyone's too polite. It's like, come on. And I love when I worked with my Russian colleagues. They didn't give a crap if I was one of the founders. And I'm glad, because I don't want any privilege, I don't want anything like that. No let's duke it out. May the best ideas win. That's where you want to get to. And if you can't get there because you don't have enough of a relationship, and you tend not to say the things that needed to be said because you're being polite, well it's going to take you really long to succeed. And that's a lot of money, and that's a lot of success, and people might leave.

So I think the important thing is if you're remote, that's okay, but sheer remote is a real challenge. And you have to somehow figure out, if you can't get together to learn how to form and storm, and build those bonds face to face, then you need to figure out how to do it over Zoom. Because you need to do it, because if you don't, if you never have words, then trust me, you're still not high performing.

Amaar Iftikhar:

Yeah, I kind of feel like being fully remote now is being offered as almost a competitive advantage to candidates in the marketplace now, because it's a fight for talent. But if I'm understanding correctly, what you are saying is that in-person element is so important to truly be high performing and those ideas kind of contradict each other, I feel.

Jon Kern:

Yeah. And again, having been remote since the late nineties, I've been doing this a long time. And commuting to Russia is the longest commute I ever did, for three years. I mean that's a hell of a long flight to commute there over seven times, or whatever the hell it was. Anyway, I used to say that that being remote is not for everyone, because it really isn't. I mean you have to know how to work without anybody around, and work. I mean it has its own challenges. And yeah, it might be a perk, but I think what you need to do is look at potentially what the perks are and figure out too, can I fold them into... It doesn't have to be all or nothing. And I think that can be a easy mistake to make maybe is to, all right cool, we don't have to have office space. That's a lot of savings for the company. Yeah, but maybe that means you need to have some remote workspaces for occasional gatherings, or figure it out.

But yeah, I think even... And certain businesses might work differently. In the beginning of building a product, I want to have heavy collaboration and I want to get to a point where it's almost, I feel like the product goes like this where once you get things rolling and you kind of get up, get some momentum going, now the hardest thing to do is be in front of an agile team, whether they're in-person or remote. Once things are rolling and rocking and kicking and it's like everything's clicking, you can just bang out features left, like boom, boom, boom. Yeah, okay then we probably need to be...

Unless we've got ways that we're pairing or things like that. I will say when we're together, mobbing is easier. I'm sure there's ways to do it remote, but being in a room, I don't know, it's a lot easier than coordinating over Zoom. You just, hey there's this problem, let's all hang out here after standup because we're just going to mob on this. So it doesn't take a whole lot versus anything remote, there's a little extra, okay, we've got to coordinate, and even different times zones, gets even worse. So yeah, don't get carried away with remote being the end all be all. Because I have a feeling there's going to be a... I would wager there will be a backlash.

Amaar Iftikhar:

And I'll take that back coming from the Agile, the person who does this day to day who helps teams become agile, I'll definitely kind of take your word for it. Plus with my experience too, I've seen nothing really beats a good white-boarding session. That is really hard to replicate online. I mean we have these amazing tools, but nothing quite mimics the real life experience of just having a plain whiteboard and a marker in your hand. That communication is so powerful.

Jon Kern:

Great point. You're so, right, because I had just with the one company that I was with for five years, we were doing high level engineered to order pump manufacturing sales type tool for... So it was my favorite world because it blended my fluid dynamics as an aerospace engineer, plus my love for building SaaS products, and building new software and things like that. And even having a young, we would interview at Lehigh University and we'd have some young graduates that would be working with us, and being able to bring them into the fold, and there was a room behind where my treadmill was and we'd go in there, we'd have jam sessions on modeling and building out new features. And man, you're right. Just that visceral three dimensional experience. Yeah, Miro's great. Or any other kind of tool, but yeah, it's not the same. You're absolutely right. That's a great point. You're almost making me pine for the good old days. [inaudible 00:42:04]

Amaar Iftikhar:

I think the good old days very much still exist. I think even now, it's kind of been a refreshing time for me to be with Easy Agile. I've only been here for just under two months now. And there's a strong in-person dynamic. And again, it's optional, where if people are remote or they're hybrid or they need to commute once in a while, it's a very understanding environment. But once you're in the office or you're in person, you kind of feel the effect you were describing, you're motivated to deliver for the end customer. You just want to come back. It's an addictive feeling of, I want to be back in person and I want to collaborate in real time in person.

Jon Kern:

That's beautifully said, because that's... One of the companies that we're beginning to engage with in South Africa, they're at this very crossroad of struggling with, everybody's been remote, but boy, the couple times we were together, got so much done. And you're describing the flame of, the warmth of delivering and let the moths come to the flame. I mean nurture it and then fan the flames of the good and let people opt in and enjoy it. And still sometimes, yeah, I got to say home, I got the kids or the dog, that's okay too. But giving the option I think is where we're going to head. And I believe the companies that are able to build that hybrid culture of accepting both, and neither mandating one nor the other, but building such a high performing team that basically encourages people to opt into the things that make the most sense at that time. And I think that those companies will rule the day, so to speak.

Amaar Iftikhar:

Yeah, absolutely. It's been so nice to chat with you John, and I've really enjoyed this. I want to leave the audience off with one piece of advice for distributed agile teams from you. We've talked a lot about the importance of in-person collaboration. We've talked about the principles of the agile manifesto. Now, what would the one piece of advice be when you're thinking of both? When you want the agile manifestos to be something that's living and breathing in distributed agile teams, what one piece of advice can you give businesses today right now who are going through the common struggles? What can you tell them as that last piece of advice?

Jon Kern:

Well, I think kind of a one phrase that I like to use to capture the manifesto is, "Mind the gap." In my sort of play on words, what I mean is the gap in time between taking an action and getting a response. Whether it's what do we do about the office, what do we do about remote, what do we do about this feature, what do we do about this line of code? The gap in time is, it's sort of a metaphor about being humble enough to treat things as a hypothesis. So don't be so damn sure of yourself one way or the other about the office or remote or distributed. But instead, treat things as a hypothesis. Be curious and experiment safely with different ways and see what works. And don't be afraid of change. It's not a life sentence to, you got to run your business or your project or your team one way for the rest of your life. No. Don't tell the boss, but work is subsidized learning. I never understood people who just keep doing the same thing because they weren't given permission. Just try it. So that's what my departing phrase would be regarding making those decisions. Mind the gap and really be humble about making assumptions, and test your hypotheses, and shorten the gap in time between taking actions and seeing a reaction.

Amaar Iftikhar:

Oh, that's awesome. Thank you. I really wish we could let the tape roll and just keep talking about this for a couple more hours, but we'll end it right there on that really good piece of advice that you've left the audience off with. Jon, thank you again for being on the podcast. And we've really, really enjoyed hearing you and learning from your experiences.

Jon Kern:

Oh, my pleasure. Any time. Happy to talk another couple hours, but maybe after some beers.

Amaar Iftikhar:

Yeah.

Jon Kern:

Except it's your morning, my evening. I'm going to have to work on that.

Amaar Iftikhar:

Yeah.

Jon Kern:

My pleasure, Amaar.

"We spoke in detail about scaling agile, being a SAFe fellow, discipline, the traits of effective leaders and how to trust your people."

Transcript

Nick Muldoon:

Good day, folks. Thanks for joining us for another Easy Agile Podcast. This morning, I'm joined by Em Campbell-Pretty of Pretty Agile. Em is one of 22 SAFe fellows globally and she's been doing agile transformations at scale for over a decade now. She's also the author of two books, The Art of Avoiding a Train Wreck and Tribal Unity. So, all about culture and psychological safety here, and all about obviously scaling agile release trains, tips and tricks.

Nick Muldoon:

My key takeaways that I was really jazzed about, the traits of effective leaders for scaling agile transformations and being an effective organization, trust, as in trusting their people, an openness to learning and a willingness to learn, the ability to experiment and treat things as failures if they are failures, and discipline. Em and I talked a bit about discipline today as a trait of leaders. It's a really great episode and I took a lot from it, and you'll hear my takeaways at the end and what I need to go and learn after some time with Em this morning. So, let's get started. How many weeks a year are you typically on the road?

Em Campbell-Pretty:

How many weeks a year am I typically on the road? A lot, most. It would be unusual for me to spend four weeks without going somewhere. That would be unusual. I don't travel every week, but I travel most weeks, and I travel in big blocks. Right? So, I'll go and do ... Like I said, just before the lockdown, we did three weeks in Auckland, so that was in February-March.

Em Campbell-Pretty:

We went to Auckland, we had a client in Auckland, we just stayed there. So, three weeks in Auckland, came back here, and did not return to Auckland. Returned to support that client virtually over Teams and Zoom was how that one went. But yeah. Normally between running around Australia, Southeast Asia, Hong Kong, Singapore, Manila, the US, New Zealand, yeah, not home that often, normally. This has been truly bizarre.

Nick Muldoon:

So, this is a very unusual year for someone like yourself that's flying around visiting clients all over the world.

Em Campbell-Pretty:

Absolutely. Absolutely. It's been a very strange year. It's an interesting difference on energy as well. Not flying all the time I think is good for my body. I feel the difference. I also feel the difference sitting in a chair all the time. So, I was traveling a lot, but I was on my feet most days when I was working. Now if I'm working, I'm sitting a lot.

Nick Muldoon:

You're sitting down. Yeah.

Em Campbell-Pretty:

So, that's interesting. But I don't miss the jet lag at all. I don't miss the amount of time the travel consumes at all. In fact, it's been nice. I've had a little bit of head space. I've probably blogged more this year than I have in a few years because I've just had some head space and being able to think. But I don't get to see the world either, and all my holidays got canceled. So, nevermind work. I had trips to Europe. Four weeks from now, I was supposed to be in Canada seeing polar bears.

Nick Muldoon:

Aw.

Em Campbell-Pretty:

Tell me about it!

Nick Muldoon:

I would love to see polar bears. They look so cuddly on TV. I'm not sure that that would actually be the circumstance if I was to try to approach one and give one a cuddle.

Em Campbell-Pretty:

Yeah. I don't think cuddling was involved. I was told I could bring a camera and a tripod, which means obviously I'm going to stand some distance away from this polar bear and take photos. But that will not be happening either. So, no holidays and no travel for work, and of course, being in Melbourne, not even any, let's just go to [crosstalk 00:04:15].

Nick Muldoon:

Coffee or anything like that.

Em Campbell-Pretty:

Just nothing.

Nick Muldoon:

Nothing.

Em Campbell-Pretty:

Nothing.

Nick Muldoon:

Yeah, because you've been on legit lockdown.

Em Campbell-Pretty:

Yep.

Nick Muldoon:

So, tell me then about the shift over the last 10 or 15 years in these scaled, agile transformations. Obviously today, like you described with this client in Auckland, everything's got to be remote. Presumably, not as effective. But I'd love to get a sense of what the evolution is from the transformations 10 years ago, banking, telcos, that sort of environment to the clients that you're working with today. Describe what it was like 10 years ago.

Em Campbell-Pretty:

So, 10 years ago, and it's so interesting to reflect on this now, I read Scaling Software Agility, which is a book that Dean published in 2007. Then I discovered that wasn't the latest book, so then I read Agile Software Requirements. This was 2011. I'm this crazy, angry business sponsor with this program of work I'd been sponsoring for five years that's never delivered anything, and in this cra-

Nick Muldoon:

You were the crazy, angry business sponsor?

Em Campbell-Pretty:

Yeah. Yeah, yeah. I was the crazy [inaudible 00:05:26]. I was very angry. You would be angry too if you were me. I refer to it now as the money fire. So, basically, here's my job. Right? Go to the CFO, ask for money. Give the money to IT. IT lights a match, sets it on fire. Comes back, asks me for money. I get to go back to the CFO and say I need more money. Five years. Five years. That's all I did. Ask for money and try to explain where the other money went.

Em Campbell-Pretty:

Anyway, in the strangest restructure ever, I end up the technology GM for the same group I had been the business sponsor of for the past five years. Apparently, they couldn't find anybody appropriately qualified. So, you can do it, Em. Sure. So, I'm a bit of a geek, so I read books, and I'm reading these books by Leffingwell because I'd been doing some agile ... So, I'd been doing something I'd been calling agile. Let's just go with that.

Em Campbell-Pretty:

It was interesting to me because I could see little rays of light. But it still wasn't really making anything happen, so hence the reading. These books talk about this agile release train [inaudible 00:06:46] that sounds cool. We should so do this thing. So, I set about launching this train at a Telstra in early 2012. It wasn't called SAFe, right? It was just the books and these things called an agile release train.

Em Campbell-Pretty:

Now, to look back 10 years ago, it wasn't called SAFe. People weren't running around doing this. I was not actually really qualified for the job I was in. Well, I wasn't a technology leader by any stretch of the imagination, and I decide that I'm just going to launch an agile release train. So, there were rare and unusual beasts, and I'm not sure I really understood that when I went down the path of doing it.

Em Campbell-Pretty:

I'm big on the, I read it in a book, I read it in a blog, I heard it at a conference, I'll just try it. That's very much always been my mental model. So, I read it in a book and I just tried it. Then we discover that actually, literally nobody is doing this, so it becomes Australia's first agile release train and Australia's first SAFe implementation. Oh, boy, have I learned a lot since then.

Nick Muldoon:

Well, yeah. I was reflecting on that because I dug out The Art of Avoiding a Train Wreck, right? This is one of the ones that you signed for Tegan. But obviously, you've learned a ton since then because you've managed to put together a tome of tips and tricks and things to avoid as you are pursuing these transformations. As an industry, though, well, as an industry, I guess this spans many industries, but as a practice these days, are we actually getting better at these transformations? Are there companies out there today, Em, that are still taking piles of money and setting it on fire?

Em Campbell-Pretty:

So, I think I meet people every day who hear my story and go, "Oh, my god. You used to work here?" So, I think there's still many, many organizations that have an experience that is like the experience I had back in 2010 and what have you. So, it seems to be something that really resonates with people. I guess so many of the businesses we go into now either are not agile at all or, I guess like my world was, doing something they call agile. What we find is the something that they call agile, I wouldn't say it's not agile. But it leaves a lot to be desired.

Nick Muldoon:

They're on a journey, right?

Em Campbell-Pretty:

Yeah. Yeah. Well, I guess so because they end up having a conversation with us. So, they understand that what they're doing is not enough. They understand that what they're doing isn't getting them the results that they want. I don't know that they understand why. It's interesting to me sometimes that they look to SAFe because you asked me about how's the client base changed? One of the things that's really interesting in Australia is we get far more of the small to medium sized companies now than the big ones.

Em Campbell-Pretty:

So, they're companies that consider themselves agile. But what we're calling them, the startups that are no longer startups, right? These are organizations that they're generally old 10, 20 year old startups and they're scaling and they see their problem as a scaling problem. So, that's what leads them to a conversation around the scaled agile framework.

Em Campbell-Pretty:

When we look at them through a SAFe lens, we go, "Gee, you're tiny. But okay. I can see that you can have an agile release train and it won't do you any harm. In fact, it would probably help you a lot in terms of mid-range planning," because mid-range planning just seems to be nonexistent for a lot of these organizations. Prioritization. A lot of these small organizations, very knee-jerky in terms of how they prioritize, bouncing from one thing to the other.

Nick Muldoon:

Are they reacting to the market, or are they reacting to the leaders, maybe the lack of discipline in the leadership?

Em Campbell-Pretty:

You know what? They would say they're reacting to the market. I would say they've got a discipline issue.

Nick Muldoon:

Yeah. [crosstalk 00:11:23].

Em Campbell-Pretty:

So, I read, obviously, big reader, last summer, obviously Australian summer, US winter, I read Melissa Perry's The Build Trap. Interesting book and your well respected thought leader in product management. Not a big fan of SAFe. Probably not a big fan of agile either was the takeaway I had from her book. But the thing that she does talk about that I really thought was valuable was the lunacy in chasing your competitors. So, building features because your competitors-

Nick Muldoon:

Your competitors [crosstalk 00:12:06].

Em Campbell-Pretty:

... build them, or building features to land a contract or retain a customer. So, I thought she sees all of that as lunacy, and I tend to agree. So, that was my ... I think that's quite interesting. Her perspective is you don't know if the competitor's actually having any luck with that thing that they've built. So, if you build it because they built it, you don't know. You have no idea. So, don't just build it because they've built it. It might not be doing them any favors either.

Em Campbell-Pretty:

Of course, once you start just doing random stuff for this big customer or this big client, you start to lose your way as an organization. People end up with completely different versions of their products, branches that they can't integrate anymore. It's interesting. So, when I look at that, I go, "I feel like there's a discipline issue in some of these organizations at the leadership level."

Em Campbell-Pretty:

What is it we're trying to do? What is our vision? What is our mission? What is our market? What are we doing to test and learn in that market, as opposed to just get a gun, let's do everything, grab everything? Oh, my goodness. They were doing that over there. Stop this, start this, stop this. Of course, if you're stopping and starting all the time, you're not delivering anything, and that seems to be something that we see a lot with these organizations. They're not delivering.

Em Campbell-Pretty:

I'm not saying their delivery mechanism is perfect. There's challenges there too. But some part of the problem is the inability to stay a course. Pick a course and stay a course. I'm not saying don't pivot, because that's stupid too. But being more deliberate in your choices to pivot, perhaps. Yeah.

Nick Muldoon:

Do you get a sense, Em, that there are leadership teams in various geographic regions that are more effective at this and more effective at that longterm planning and having that discipline and that methodical approach to delivery over an extended time period?

Em Campbell-Pretty:

I think regions and cultures and nationalities certainly play a role in the leadership, I don't know, persona, personality. I don't know that I could say when I've worked in this country or this part of the world that their leaders are better at forethought. I think some cultures lend themselves to lean and agile more than others. Hierarchical cultures are really, really challenging.

Em Campbell-Pretty:

That can be both a geographic thing, but it can also just be an industry thing, right? So, government can be very hierarchical. The banks can be very hierarchical. Some of the Asian cultures are very hierarchical. But some companies are just very hierarchical as well. So, who owns the company, who leads the company, all of that can play a big role in what's acceptable because so much of success in this scaled agile journey comes down to a leadership that is willing to trust the teams, a leadership that is willing to learn, a leadership that's willing to experiment, and a leadership that's prepared to be disciplined.

Nick Muldoon:

So, leadership with trusting the teams, willing to learn, willing to experiment, and with discipline. They're those four things that you-

Em Campbell-Pretty:

Yep.

Nick Muldoon:

Yeah, okay. I'll make a note of those, Em. I'll come back to those. Trust, learn, experiment, and discipline. I'm interested, I guess, this year being a very interesting, a very unique year for doing remote transformation work and coaching and consulting, 10 years ago, what was the percentage of remote team members distributed teams? Now, you've basically, I think the big banks in Australia aren't even going back to the office until 2021. Atlassian is not going back to the office until 2021. Twitter, Jack Dorsey, my old CEO, said, "Work from home forever," sort of thing. What's the takeaway for this year and what do you expect for 2021 and beyond?

Em Campbell-Pretty:

So, look. This year has been eyeopening, and look, some things are, as I would have anticipated, some things have been different. So, obviously, we're seeing entire organizations going online. We're seeing the teams are online, the PI planning's online, everything's online. That's actually in some ways opened up opportunity. So, where we've had clients who have had the most odd setups in terms of distribution, and you can make a train work where you've got teams across two locations. But we're big fans of the entire team is in Sydney or the entire team is in India. We don't have half the team in Sydney and half the team in India.

Em Campbell-Pretty:

But organizations really struggle with that because perhaps all the testers are in India and then you want a tester on every team and now you've got a problem. How do you create a complete team and not cross the time zones? So, the opportunity becomes if I can find teams that are not physically co-located but time zone friendly, I have a little bit more option. So, I can have a train that operates between, I don't know, Sydney and India. Or I can find a four hour overlap in their day, and I can insist that that team works 100% online.

Em Campbell-Pretty:

So, the big thing that we'd advise against is I don't want that team hybrid. Right? I don't want three people sitting in the office in Sydney and three people sitting in their homes in India. I want everybody online. I want an even playing field, and I think we can do that now in a way that is more acceptable than before. Because the same advice I was giving, gee, back when I wrote Tribal Unity, same advice. Right?

Em Campbell-Pretty:

So, 2016, everybody, equal playing field. If you're going to be distributed, everyone has to be online, as opposed to some people online and some people in a room. So, that's a more acceptable answer now than it was prior to this year. So, that's good. I think that's good.

Nick Muldoon:

In 2021, then, Em, you mean this is just going to play forward. I guess there's going to be a reversion of some of these companies back to the office because they've got huge real estate and workplace infrastructure already.

Em Campbell-Pretty:

Yeah. So, look. We're seeing clients closing offices the same way that you see some of the companies in the US doing that. We're also seeing parts of Australia and New Zealand with no particular COVID impact at this point actually going back into the office, and having created that example of teams that are crossing time zones, and then going back into the office and going back to that hybrid space. So, that's interesting and [crosstalk 00:20:08].

Nick Muldoon:

So, where you're back into that environment where you might have some people working together in an office that can get a cup of coffee together and then some that are stuck still at home. I guess there's not just even regional differences, right? If you've got a team member that's got a particular health situation, they're not going to feel comfortable necessarily coming back into the office, regardless of the situation, until there's a vaccine or something.

Em Campbell-Pretty:

Absolutely.

Nick Muldoon:

Yeah, okay.

Em Campbell-Pretty:

So, yeah. Look, I think it's going to be interesting. I would strongly advocate that organizations have teams that are either in person teams or online teams, and the team just either operates 100% online or the team operates 100%-

Nick Muldoon:

In the office.

Em Campbell-Pretty:

... in person and in the office, and if you have a train that has both in any train level ceremony, everybody goes to a desk and-

Nick Muldoon:

And do it online.

Em Campbell-Pretty:

... a video camera and we do it that way. I think the thing that seems to be most sticky about the physical environment and SAFe is PI planning. Nobody needs to beat. Right? That was cool. Nobody needs to beat, no one's PI planning slipped, everybody just went. They were all online. So, we'll just PI plan online. It'll be fine. We saw people use whatever infrastructure they had available to them.

Nick Muldoon:

Yeah. [crosstalk 00:21:30].

Em Campbell-Pretty:

So, I'm sure a number of people called you folks and said, "We need a tool." But some just went, "We have Google Suite, we have Microsoft whatever it is, we have this, we have that. We're just going to make it work," and no matter what they used, they made it work and they ran the events and their events were effective and they got the outcomes. The big thing that is missing is that energy. You can't get the energy of 100, 200 people in a room from an online event. But mechanically-

Nick Muldoon:

We can achieve it.

Em Campbell-Pretty:

... we can achieve it. So, we hear everybody wants to go back to PI planning in person because of the social, because of the energy, which I think is awesome. I absolutely think that is awesome, and I can see this world in which people do a lot more work from home, work remote, whatever that looks like, and then the PI planning events are the things that we do to bring ourselves together and reconnect on that eight, 10, 12 week basis. That's my feeling. Could be wrong.

Nick Muldoon:

I guess I'll be really interested to see how it plays out, and I think we should return to this conversation in 12 months, Em.

Em Campbell-Pretty:

Yeah. Oh, no.

Nick Muldoon:

I'm just thinking, what's going through my mind is one of our customers in New York, financial services company, and for one of their arts, it was 150,000 US exercised to bring their people together once a quarter.

Em Campbell-Pretty:

Yeah. Wow.

Nick Muldoon:

I'm now going, I'm like, "Okay, yes, they're doing it digitally now." That's fine. They're going to miss out on things. But if they lose the budget, do they have to fight to get the budget back? Or does the budget sit there? There's these other unknown ramifications of this shift over the course of 2020 that we're yet to see play out, I guess.

Em Campbell-Pretty:

I think you're right, and I think it would be particularly interesting for the trains that have been launched remotely. So, if the train has been launched remotely, do you ev-

Nick Muldoon:

So, not existing trains that have been working together for six to 12, 18 months. But you want to get a brand new train started. Have you done that remotely this year with some of your clients?

Em Campbell-Pretty:

Oh, we're in the process of doing it now.

Nick Muldoon:

Cool. Tell me.

Em Campbell-Pretty:

We had one, though, literally just before the lockdown. So, they did their first PI planning face to face and then immediately moved to remote working and, yeah, now working on remotely launching a train. For us, we have a playbook. It's a bunch of workshops. It's a bunch of classes. We just use online collaboration tools. We've found things that replicate the sort of tools that we would have in a physical room, and the joy of being able to read people's Post-it notes, right? This has been the absolute highlight for me, the joy of being able to read people's Post-it notes.

Nick Muldoon:

No more hieroglyphics.

Em Campbell-Pretty:

Yeah. Absolutely.

Nick Muldoon:

What is that that you wrote, Sally? Yeah.

Em Campbell-Pretty:

Everyone can say everything at once, right? So, you think about the classroom and the workshop where there's a group of people huddled around Post-its and a flip chart paper and they're still huddled in a way in their virtual huddle, but everybody can read, right? It's not that I'm not close enough, I can't read, I can't read your handwriting. There's this great equalizer is the online world. So, I think that's great. I think the challenge for the trains launched remotely is going to be do you ever get the face to face experience?

Em Campbell-Pretty:

Because if I go back over the years, one of the things we know is your first PI planning event sets the standard. So, people get this imprint in their heads of what is possible. For example, if you skip something in your first PI planning event, you just decide to, I don't know, skip the confidence vote or something weird like that, you don't do the roam of the risks or you just skip something, you never do it because you're successful without it.

Nick Muldoon:

It never gets picked up. Yeah, okay.

Em Campbell-Pretty:

You're successful without it. So, every compromise you make, and you make a series of compromises, and then you're successful despite those compromises, and that becomes a false positive feasibility. It tells you, yes, I was right. I was right.

Nick Muldoon:

I don't need to do that.

Em Campbell-Pretty:

I didn't need to do those things because I was awesomely successful and I didn't do these things. So, it's the learning [crosstalk 00:26:15]-

Nick Muldoon:

That's confirmation bias, is it?

Em Campbell-Pretty:

Yeah, that's it. That's the one. Confirmation bias. That's exactly it. Yep. Yeah, and I think there's going to be a bunch of confirmation bias in these remotely launched trains, and unless they're inside organizations where there's enough knowledge of SAFe and the physical PI planning to know that there's going to be value in bringing them together, but I can see that being a real challenge. I think trains that are launched online may never go into a physical PI planning event because of that confirmation bias.

Nick Muldoon:

All right.

Em Campbell-Pretty:

That makes me really sad.

Nick Muldoon:

I want to come back to something you said before about the leaders, and you mentioned the trust, the openness to learning and experimentation, and the discipline. I was going back over your SAFe Global 2018 talk about the seven traits of highly effective servant leaders.

Em Campbell-Pretty:

Yep.

Nick Muldoon:

Yeah?

Em Campbell-Pretty:

Yep.

Nick Muldoon:

I guess I had some questions about this, and obviously, these are four of the traits. What are the other three traits that I'm missing? Then I've got a followup question about some of the actual things that you talked about that you picked up in your trip.

Em Campbell-Pretty:

[inaudible 00:27:29] one of those four on the list I had in 2018.

Nick Muldoon:

I'll quiz you on it.

Em Campbell-Pretty:

How awkward. So, in 2018, the answer was people first, a respect for people, that sort of lens, lean thinking, manager, teacher, learner. So, we had that one. Yeah. Learner. [inaudible 00:28:00] crazy. What else did I have? [inaudible 00:28:10].

Nick Muldoon:

Yeah. Okay. I wanted to talk about that one, actually. I made a note about that. What is that, and are there examples of that in the West?

Em Campbell-Pretty:

A lot of people talk about true north.

Nick Muldoon:

[inaudible 00:28:28]. True north.

Em Campbell-Pretty:

Yeah. True north. The translation I got, which I got from Mr. [inaudible 00:28:39], who partnered with Katie Anderson for the lean study tour I did in, I don't know, '18, '17, '18, 2018, I think, so the translation he gave was direction and management sort of things. So, it's mission, right? It's strategic mission. It's that sort of thing.

Nick Muldoon:

So, just a sidebar here for anyone that hasn't seen Em's talk on this, there's a woman by the name of Katie Anderson. She runs an annual, I think, I guess not this year, but she runs an annual-

Em Campbell-Pretty:

No, not this year. She did not go this year.

Nick Muldoon:

... not this year, runs an annual lean, Kanban, kaizen study tour to Japan and visits ... Who did you visit, Em? You visited with Katie. How many were in the crew that you went over there with?

Em Campbell-Pretty:

So, I think it was a group of about 20 from memory. Katie lived in Japan for two years and then went back to the US. She lives in San Francisco, I think. While she was there, she really liked the idea of putting together these lean study tours. She was already a lean practitioner more in the healthcare side of things. So, she got the opportunity to ... We actually were on a test run tour.

Nick Muldoon:

Oh, cool.

Em Campbell-Pretty:

So, this was her experiment. She had a relationship with Ohio State University and they brought some people to the table and she brought some people to the table and they made it happen. She also had an existing relationship with Mr. [inaudible 00:30:24], who was John [inaudible 00:30:26] first manager at Toyota. So, he's a 40 year Toyota veteran.

Nick Muldoon:

Veteran.

Em Campbell-Pretty:

He came with us for the week. So, we of course went to Toyota, but we went to a bunch of Toyota suppliers as well. Isuzu, [inaudible 00:30:43]. Then we also went to Japan Post, which was fascinating. We went to a city which name escapes me right now, but they called it 5S City because all the companies in that city practice the 5S, the manufacturing 5S.

Nick Muldoon:

Tell me about it. It's not coming to mind. I don't feel comfortable or familiar.

Em Campbell-Pretty:

You don't feel good about 5S?

Nick Muldoon:

No.

Em Campbell-Pretty:

No. That's not good. So, how would I ... The 5S is five Japanese words, which I'm going to go ... Yeah. My Japanese, nothing. But it's about standardized work. So, for example, when you go into the 5S factories, you'll see the floors marked up where you need to stand to do a particular job.

Nick Muldoon:

[crosstalk 00:31:41] This is what Paul Aikas picked up for his-

Em Campbell-Pretty:

Oh, no.

Nick Muldoon:

I feel like I've seen Paul Aikas' videos of their manufacturing in the US that everything's marked up.

Em Campbell-Pretty:

Yeah.

Nick Muldoon:

Okay.

Em Campbell-Pretty:

Probably. That would be my guess. We should ask Teddy.

Nick Muldoon:

We can ask Paul, and we can ask all these people. There's time.

Em Campbell-Pretty:

Well, yeah.

Nick Muldoon:

Okay.

Em Campbell-Pretty:

Okay.

Nick Muldoon:

So, that lean tour, the Japan study tour, that was a super effective and motivating thing for you?

Em Campbell-Pretty:

Yeah. For me, it was very reinforcing. So, I had I guess my own lens on what lean leadership meant, and I found that particular tour to be very reinforcing around the value set that I believe is part of that. Katie [inaudible 00:32:43] created [inaudible 00:32:44] that is designed to show you that. So, she's often very clear that says this is not Japan, right? This is not a reorganization into Japan. This is not every leader in Japan.

Em Campbell-Pretty:

This is, I've hand picked a series of lean leaders to show you it being practiced. But it was certainly very reinforcing for me. So, very similar messages I picked up in terms of how I like to head, how I coach others to lead was built into the messages that she delivered. So, it was very cool. It was very cool. Some of those leaders, just so inspiring, particular kaizen. I think the thing that just really hits you in the face as you're talking to these folks is kaizen, this drive to get better.

Nick Muldoon:

All the time.

Em Campbell-Pretty:

All the time. Absolutely. It's these folks looking for, they're looking for the one second, right?

Nick Muldoon:

Yeah.

Em Campbell-Pretty:

The one second improvements. There's a video that floats around. Have you seen the Formula 1 video-

Nick Muldoon:

Yeah.

Em Campbell-Pretty:

... where they do, yeah, the changeover in 63 and it takes them over a minute and they do the changeover in 90-something in Melbourne and it takes them six seconds or whatever it is. It's like that, right? It's that how do I find one more second, half a second? They're just so driven. If I can remove a step that someone has to take, can I move something closer to somebody?

Nick Muldoon:

Yeah. There was some comment in the presentation that you gave. There was some comment about if I have to take another five steps, that's an extra 10 seconds. Then that's an extra 10 seconds every time I do this activity every day, and that all adds up. So, how do we shave these seconds off and be more effective and deliberate about how we do this?

Em Campbell-Pretty:

That was just huge, right? I called it kaizen crazy in the presentation. I'm just so, so driven to improve, and just tiny, small improvements every day.

Nick Muldoon:

So, one of the other practices that I didn't grok out of that talk was about the Bus Stop. What was the Bus Stop about?

Em Campbell-Pretty:

Was that in that talk? Really?

Nick Muldoon:

I'm forcing you to stretch your mind [crosstalk 00:34:57].

Em Campbell-Pretty:

You are. You are. You are. You are quite right. It really was [inaudible 00:35:01]. Okay. Oh, you're awful.

Nick Muldoon:

Yes.

Em Campbell-Pretty:

Yes. Yes, you are. Okay. So, effective leaders are human was the tagline on that one. It was really about leaders being down to Earth and being one with the teams. So, things I saw in Japan, this factory run by a woman, [inaudible 00:35:42], I think it was, so very unusual. Not a lot of women leaders in Japan. Her husband took her name because [inaudible 00:35:52]. It's a really interesting character.

Em Campbell-Pretty:

But her company has a bunch of morning rituals. You always say good morning and thank you and how they talk every day and everybody talks and everyone interacts. Then one of the other places we went to, they all had their uniforms they wore in the factory. But everybody wore the uniform, right? The CEO, the office workers, and everybody wore the uniform. Everyone was one.

Em Campbell-Pretty:

Then I was thinking about my experience leading teams, and a lifetime ago, I was working with a team that decided to enter a corporate competition. This competition was about showing your colors and showing the corporate values, which were things like better together and courage, and then [inaudible 00:36:49] a rainbow thing. So, this team decides what they're going to do, is it an address up in the rainbow colors, and they're going to be better together and show their courage and they're going to do the Macarena and they're going to video it and that's going to be how they're going to win this competition.

Em Campbell-Pretty:

I did not participate in this Macarena because someone has to take photos and stuff, right? How else are they going to enter the competition? So, had to do my bit. Anyway, we also had this ritual, which was about teams bringing challenges to leadership to resolve, and they did at the end of every spring. So, they do this Macarena and they film it and they enter the competition and at the end of the spring, they bring their challenges to leadership.

Em Campbell-Pretty:

Their challenge is Em did not do the Macarena. You are our leader, you did not do the Macarena. We are feeling very challenged by that, and we're bringing this to you to resolve. So, I went and spoke to the team that raised and said, "Look. I got to tell you. I don't know the Macarena. So, sorry." I still remember this so clearly. One of the guys said to me, "I read this blog about the importance of leaders being vulnerable." You know who wrote that blog post, don't you?

Nick Muldoon:

Oh, Em. Oh. You have it.

Em Campbell-Pretty:

So, we negotiated. I said, "Look. I think I can manage the Bus Stop." For those not from Australia, we grow up doing this in high school dances. In my part of the world, anyway. So, I grabbed my leadership team and we did do the Bus Stop and it was part of proving that we too were the same as everybody else and doing our bit and responding to the team's feedback. So, yes. That is where the Bus Stop fits in. Thanks so much for that, Nick.

Nick Muldoon:

Okay. No, I appreciate that. Now, I'm glad that I got that context. I try and do similar things. Typically, it's a karaoke or something, or that we haven't done that in a while. Yeah, okay. So, I guess the thrust of that talk was really about to leaders to serve, and it was all about being in service of. It sounds like what you took from the Japan study tour was these leaders there were very much in service of their people.

Em Campbell-Pretty:

Absolutely.

Nick Muldoon:

Do you see that as a trait that is prevalent in the best performing companies that you deal with, and how likely are they over a five, 10 year horizon, whatever that happens to be, to outperform their competitors or to be more successful in their market? Or I guess however they define success?

Em Campbell-Pretty:

I certainly see a correlation between leaders that like to serve and/or choose to serve and success with scaled agile, and business, because I guess we have seen over, it's close to 10 years, is those who practice together, your framework with discipline get results, and they get significant results. They improve their ability to deliver products and services, their cost base goes down, their quality goes up, their people are happier, their attrition goes down. We see it every single time.

Em Campbell-Pretty:

What we also see is when the leaders don't walk the talk, when the leaders are paying lip service to the transformation, it doesn't stick. They don't get the results. People don't find it a better place to work. People aren't bought into the change. So, there is definitely a correlation there. You can get pockets of wonderfulness inside an organization.

Em Campbell-Pretty:

We often observe that the organization that's transformation is as successful is the most bought in leader. Most senior bought in leader. So, if you're the leader of a train and you show the right behaviors, your train will be really great.

Nick Muldoon:

Successful.

Em Campbell-Pretty:

But that means nothing for the broader organization, solution train, the business unit, what have you. You see this thing that goes from the leader. If the leader's showing the right behaviors, you get within that space, you get the behaviors, you get the change, you get the results. But leaders who say one thing and do another, people don't buy it, right?

Nick Muldoon:

I guess this is true of any organizational change, isn't it?

Em Campbell-Pretty:

Yeah.

Nick Muldoon:

You hit the boundaries of your pocket, as you said, within the organization and then you meet the real world, the rest of the organization. People, maybe they don't have enough energy or they don't feel that they can influence and change that, and so they just live within their bubble because they don't feel that they can exert the pressure outside of that.

Em Campbell-Pretty:

Yeah. Look. I've certainly, I've seen successful bubble influence organizations. Successful bubbles can become interesting. Chip and Dan Heath's book, which one was it, Switch.

Nick Muldoon:

Oh, yeah. Switch. Yeah.

Em Campbell-Pretty:

[inaudible 00:42:02]. Shine a light on bright spot or something like that. So, bright spots inspire, and if you can create a bubble in an organization that outperforms the rest of the organization, or even if it performs better than it has previously, then everybody looks. Right? How did the organization that goes from poor delivery to great deliveries is what is going on here? That inspires others to get interested. One of the really interesting things we've seen in Australia, we can trace pretty much every SAFe implementation in Australia back to the one at Telstra.

Nick Muldoon:

Yeah, right. They all spun off from that, from the people that were part of it.

Em Campbell-Pretty:

Well, no. People who came and saw it. People who were inspired by it.

Nick Muldoon:

They're not necessarily directly involved in it.

Em Campbell-Pretty:

No. People came and got inspired by it, and then they went, did their thing, and then they inspired someone else. I haven't tried to do it recently, but there was a point in time we just could web together all of them because we could count them when we could see them. But we can web together most of them still. It says you saw someone who saw someone who saw someone who actually was someone who went to visit us at Telstra back in 2012, 2013 and got inspired.

Em Campbell-Pretty:

So, that bright spot can be really, really powerful, and that's what it takes, right? You get to add a little bit of noise, a little bit of difference, and people start to ask what's going on. I wouldn't say it's foolproof. I think it still requires, so someone's got to come, they've got to see, and then they've got to have the courage to do it for their part of the organization.

Em Campbell-Pretty:

That's the hard bit, right? I can come, I can see, I can get inspired. But am I prepared to put myself out there? There's a lot to be said for leaders who are prepared to take risks. That was one of the-

Nick Muldoon:

This was your lesson about the Bus Stop, right? You have to put yourself out there and be vulnerable.

Em Campbell-Pretty:

Yeah. Absolutely. Absolutely. This was actually, I was thinking, was the thing I was talking about at last year's SAFe Summit was be safe or be SAFe.

Nick Muldoon:

Be safe or be SAFe. Tell me about that.

Em Campbell-Pretty:

So, be safe, don't take a risk, or be SAFe, as in the scaled agile framework, and take that leap of faith. It comes back to, we started talking today about when I did this at Telstra, I didn't really understand that this wasn't a normal everyday, this is what everybody did sort of thing. It was a very new thing. So, I took a risk from a perspective that I was a business leader in a technology space and I really felt I had nothing to lose.

Em Campbell-Pretty:

So, I look back and that and go, "What on Earth possessed me?" And I go, "Well, I'm this business person leading this technology team. I wasn't supposed to succeed anyway."

Nick Muldoon:

Put it all on the line, right?

Em Campbell-Pretty:

I found out later they actually had a plan for when I did not succeed. I was supposed to fail.

Nick Muldoon:

Wait. How much waste is that? Why did they plan for something before it was ... Okay.

Em Campbell-Pretty:

Organizational policies. What can I tell you? Anyway, I did not fail. I did succeed, and because I took some crazy, calculated risks, and I've seen it time and time again, right? So many of these leaders in these companies that make this change are taking a leap of faith. I'm always saying I can't tell you exactly what's going to happen. I don't know whether you're going to get 10% cost out or 50% cost out. I don't know if your people are going to be 10% happier or 50% happier. I don't know that.

Em Campbell-Pretty:

What I do know is if you listen to what we're telling you and you follow the guidance and you behave in line with those lean and agile values, you will get results. You'll get results every single time. But you've got to be brave enough to buy in and take it on holistically and not do this thing where you manage to customize your way out of actually doing the thing-

Nick Muldoon:

Doing anything.

Em Campbell-Pretty:

... that you wanted to do.

Nick Muldoon:

Yeah. Okay. Em, this was awesome. Before we finish up, I want to take two minutes. You've mentioned books a lot today and you reminded me of this quote, Verne Harnish, "Those who read and don't are only marginally better off than those who can't." So, today so far, you've mentioned Chip and Dan Heath with Switch, you've mentioned the Leffingwell series from the late noughties. There might have been a few others. But tell me, what are you reading today? You've been in lockdown. What are the two or three top books that you've read since you've been in lockdown in Melbourne?

Em Campbell-Pretty:

Oh, my goodness. It's very awkward. Every time someone asks me, "What did you just read?" I go, "I don't know."

Nick Muldoon:

I don't think I remember.

Em Campbell-Pretty:

Can't remember. It's terrible. What am I reading? I need to open my Kindle. I don't know what I'm reading. Geoffrey Moore, Zone to Win.

Nick Muldoon:

Zone to Win.

Em Campbell-Pretty:

Zone to Win. I think that's what it's called. It's a newer book. I know this year, because obviously, I've read The Build Trap this year-

Nick Muldoon:

Yep. Melissa Perry. You mentioned that one. Yeah.

Em Campbell-Pretty:

Yep. I've read the Project to Product, Mik Kersten.

Nick Muldoon:

What was that one, Project to Product?

Em Campbell-Pretty:

Yeah. Project to Product, Mik Kersten. One of the IT Revolution press books. So, released just over a year ago. Very tied up in the SAFe 5.0 [crosstalk 00:48:21]. The other book tied up in the SAFe 5.0 release is John Kotter's Accelerate. So, I picked that back up. I read it a number of years ago when it first came out. But I like to revisit stuff when SAFe puts it front and center. Seems to make some sense to do that at that point in time.

Nick Muldoon:

Yeah, okay. It's interesting that, thinking about Verne Harnish, the scaling up framework, no relation to-

Em Campbell-Pretty:

No.

Nick Muldoon:

... scaled agile, for anyone that's not familiar. But so much of the scaling up framework about scaling businesses, they draw on so much content from existing offers, existing tomes, points of reference and experience, and it's super valuable, and I guess SAFe is no different, right? It draws on this wisdom of the collective wisdom.

Em Campbell-Pretty:

Absolutely. Absolutely. [inaudible 00:49:14] It was very fun to say in the early days, we stand on the shoulders of giants, a quote from somebody else whose name escapes me.

Nick Muldoon:

Yeah, okay. Well, Em, look. I wanted to thank you so much for your time this morning. This has been fantastic.

Em Campbell-Pretty:

No worries. It's great to catch up with you.

Nick Muldoon:

Yeah. I guess my takeaways from this, I like the be safe or be SAFe, like either be safe and don't take any risks, or be SAFe and actually put yourself out there and step into scaled agile. I definitely have to go and do a bit of research on the five S's as well and learn a bit more about that. But thank you so much for your time. I really appreciate it.

Em Campbell-Pretty:

No worries, Nick. Great to see you.