Easy Agile Podcast Ep.3 Melissa Reeve, VP Marketing at Scaled Agile

"That's a wrap on Agile2022! It was great to be able to catch up with so many of you in the agile community in-person!" - Tenille Hoppo

This bonus episode was recorded LIVE at Agile2022 in Nashville!

The Easy Agile team got to speak with so many amazing people in the agile community, reflecting on conference highlights, key learnings, agile ceremonies + more!

Thanks to everyone who stopped by the booth to say G’Day and enjoyed a Tim Tam or two ;)

Huge thank you to all of our podcast guests for spending some time with us to create this episode!

• Cody Wooten
• Gil Broza
• Maciek Saganowski
• Lindy Quick
• Carey Young
• Leslie Morse
• Dan Neumann
• Joseph Falú
• Kai Zander
• Avi Schneier
• Doug Page
• Evan Leybourn
• Jon Kerr
• Joshua Seckel
• Rob Duval
• Andrew Thompson

Transcript

Caitlin:

Hi, everyone. Well, that's a wrap on Agile 2022 in Nashville. The Easy Agile team is back home in Australia, and we spent most of our journey home talking about all of the amazing conversations that we got to have with everyone in the Agile community. It was great catching up with customers, partners, seeing old friends, and making lots of new ones. We managed to record some snippets of those amazing conversations, and we're excited to share them with you, our Easy Agile Podcast audience. So enjoy.

Maciek:

[inaudible 00:00:26].

Tenille:

Maciek, thanks so much for taking time with us today.

Maciek:

No worries.

Tenille:

[inaudible 00:00:30], can you let us know what was the best thing you've learned this week?

Maciek:

Oh, that was definitely at Melissa Perri's talk. When she talked about... Like, to me, she was talking about slowing down. And what we do in Agile, it's not just delivery, delivery, delivery, but very much learning and changing on things that we already built, and finding out what value we can give to customers. Not just ship features, it's all about value. That's what I learned.

Tenille:

That's great. Thank you. So what do you think would be the secret ingredient to a great Agile team?

Maciek:

Humility. Somehow, the team culture should embrace humility and mistakes. And people should not be afraid of making mistakes, because without making mistakes, you don't learn. That's what I think.

Tenille:

So what would be, I guess, if there's one Agile ceremony that every team should do, what do you think that might be?

Maciek:

For sure, retro, and that comes back to the mistakes and learning part.

Tenille:

Yeah. Fantastic.

Maciek:

No worries.

Tenille:

That's great. Thanks so much for taking time.

Maciek:

Okay. Thank you.

Tenille:

Cheers.

Gil:

[inaudible 00:01:42].

Caitlin:

Gil:, thank you so much for chatting with us. So we're all at Agile 2022 in Nashville at the moment. There's lots of interesting conversations happening.

Gil:

Yes.

Caitlin:

If you could give one piece of advice to a new forming Agile team, what would it be?

Gil:

It would be to finish small, valuable work together. It has a terrible acronym, FSVWT. So it cannot be remembered that way. Finish small, valuable work together. There's a lot of talk about process, working agreements, tools. This is all important, but sometimes it's too much for a team that's starting out. And so if we just remember to finish small valuable work together, that's a great story.

Caitlin:

Yeah, I love that. And you were a speaker at conference?

Gil:

Yes.

Caitlin:

Can you give our audience a little bit of an insight into what your conversation was about?

Gil:

What happens in many situations is that engineering or development doesn't really work collaboratively with product/business. And instead, there is a handoff relationship. But what happens is that in the absence of a collaborative relationship, it's really hard to sustain agility. People make a lot of one-sided assumptions. And over time, how decisions get made causes the cost of change to grow, and the safety to make changes to decrease. And when that happens, everything becomes harder to do and slower to do, so the agility takes a hit. So the essence of the talk was how can we collaboratively, so both product and engineering, work in ways that make it possible for us to control the cost of change and to increase safety? So it's not just collaboration of any kind. There are very specific principles to follow. It's called technical agility, and when we do that, we can have agility long-term.

Caitlin:

Great. I love it. Well, thank you so much and I hope you enjoy the rest of your time at the conference.

Gil:

Thank you.

Caitlin:

Great. Thank you.

Tenille:

Hi, Tenille here from Easy Agile, with Josh from Deloitte, and we're going to have a good chat about team retrospectives. So Josh, thank you for taking the time to have a good chat. So you are a bit of an expert on team retrospectives. What are your top tips?

Josh:

So my top tips for retrospective is first, actually make a change. Don't do a lessons observed. I've seen lots of them actually make a change, even if it's just a small one at the end. The second, and part of that, is make your change and experiment. Something you can measure, something that you can actually say yes, we did this thing and it had an impact. May not be the impact you wanted, but it did have some kind of impact. The second tip is vary your retrospectives. Having a retrospective that's the same sprint after sprint after sprint will work for about two sprints, and then your productivity, your creativity out of the retrospective will significantly reduce.

Tenille:

That's an excellent point. So how do you create [inaudible 00:05:03]?

Josh:

Lots and lots of thinking about them and doing research and using websites like TastyCupcakes, but also developing my own retrospectives. I've done retrospective based on the Pixar pitch. There's six sentences that define every Pixar movie. Take the base sentences, apply them to your sprint or to your PI and do a retro, and allow the team that creativity to create an entire movie poster if they want to. Directed by [inaudible 00:05:34], because it happens. People get involved and engaged when you give them alternatives, different ways of doing retrospectives.

Tenille:

That's right. So for those teams that aren't doing retrospectives at the moment, what's the one key thing they need to think about that you... What's the one key thing you could tell them to encourage them to start?

Josh:

If you're not doing retrospectives, you're not doing [inaudible 00:05:54]. So I shouldn't say that. But if you're not doing retrospectives, if you truly believe that you have absolutely nothing to improve and you are 100% of the best of the best, meaning you're probably working at Google or Amazon or Netflix, although they do retrospectives. So if you truly believe that you are the equivalent of those companies, then maybe you don't need to do them, but I'm pretty sure that every team has something they can improve on. And acknowledging that and then saying, how are we going to do that? Retrospective's a very fast, easy way to start actually making those improvements and making them real.

Tenille:

Fantastic. Great. Thanks so much for taking the time to chat to us briefly about retrospectives.

Josh:

Thank you.

Caitlin:

We're here with Leslie, who is the president of women in Agile. Leslie, there was an amazing event on Sunday.

Leslie:

Yes.

Caitlin:

Just talk to us a little bit about it. What went into the planning? How was it to all be back together again?

Leslie:

It was amazing to have the women in Agile community back together, right? Our first time since 2019, when everyone was together in Washington DC for that event. The better part of six or seven months of planning, we had about almost 200 people in the room. Fortunately, we know the [inaudible 00:07:10] of what these women in Agile sessions that we do, part of the Agile Alliance conferences every year, right? We've got a general opening. We've got a great keynote who is always someone that is adjacent to the Agile space. We don't want to just like... We want to infuse our wisdom and knowledge with people that aren't already one of us, because we get all of the Agile stuff at the big conference when we're there.

Leslie:

So that part, we always have launching new voices, which is really probably one of my most favorite women in Agile programs. Three mentees that have been paired with seasoned speakers, taking stage for the first time to share their talent and their perspective. So that's really great. And then some sort of interacting networking event. So that pattern has served us really well since we've been doing this since 2016, which is a little scary to think it's been happening that long. And it's become a flagship opportunity for community to come together in a more global fashion, because the Agile Alliance does draw so many people for their annual event.

Caitlin:

Yeah, for sure. Well, it was a great event. I know that we all had a lot of fun being there. What was your one key takeaway from the event?

Leslie:

I'm going to go to [inaudible 00:08:14] interactive networking that she did with us, and really challenging us to lean into our courage around boundaries and ending conversations. We don't have to give a reason. If some conversation's not serving us or is not the place that we need to be for whatever reason, you absolutely have that agency within yourself to end that conversation and just move on. I love the tips and tricks she gave us for doing that well.

Caitlin:

Yes, yes, I love that too. That's great. Well, thank you so much. Appreciate it.

Leslie:

Yeah. Thanks for having me.

Tenille:

Hi, Evan. How are you?

Evan:

Very good.

Tenille:

That's good. Can you please tell me what's the best thing you learned today?

Evan:

The best quote I've got, "Politics is the currency of human systems." Right?

Tenille:

Wow.

Evan:

So if you want to change a human system, you got to play the politics.

Tenille:

Fantastic.

Evan:

Which feels crappy, but-

Tenille:

It's the way it is.

Evan:

... that's the way it is.

Tenille:

[inaudible 00:09:07]. Okay, next question. What is the Agile ceremony that you and your team can't live without?

Evan:

Retrospective. With the retrospective, you can like create everything else.

Tenille:

Fantastic. That's really good. And what do you think is probably the key ingredient to a good retrospective?

Evan:

Oh, trust. Trust requires respect. It requires credibility. It requires empathy. So trust is like that underpinning human capability.

Tenille:

Yeah. Fantastic. Thanks very much.

Evan:

Thank you.

Tenille:

Yes.

Caitlin:

Right. We're here with Cody from Adfire. So Cody, how you enjoyed the conference so far?

Cody:

I'm really loving the conference. It's been awesome. To be honest, when we first got here, it seemed maybe a little bit smaller than we thought, but the people here's been incredible, highly engaged, which was always great. And plus, a lot of people are using Jira and Atlassian. So lot of big points.

Caitlin:

Win-win for both, huh?

Cody:

Yeah. Always, always, always.

Caitlin:

Very good.

Cody:

Yeah.

Caitlin:

Lots of interesting talks happening. Have you attended any that have really sparked an interest in you? What's [inaudible 00:10:15]-

Cody:

Yeah. I can't remember any of the talk names right off the top, but they've all been incredibly insightful. Tons of information. It seems like there's been a topic for everything, which is always a great sign and stuff like that. So my notes, I have pages and pages and pages of notes, which is always a good sign.

Caitlin:

Yeah, that's [inaudible 00:10:34].

Cody:

So I'm I have to go back and [inaudible 00:10:35] again.

Caitlin:

Yes.

Cody:

But it's been incredible and the talks have been very plentiful, so yeah.

Caitlin:

Good. Good. And what is the one key takeaway that you are looking forward to bringing back and sharing with the team?

Cody:

Well, I think one of the key takeaways for us was that... I talked about the engagement that everybody has, but one thing that's been incredible is to hear everybody's stories, to hear everybody's problems, their processes, all of that stuff. So all of that information's going to be a great aggregate for us to take back and create a better experience with our product and all that good stuff. So yeah.

Caitlin:

For sure. I love it. Now, I have one last question for you. It's just a fun one. It's a true or false. We're doing Aussie trivia. Are you ready for this one?

Cody:

Okay.

Caitlin:

Okay.

Cody:

Hopefully.

Caitlin:

So my true or false is, are Budgy Smugglers a type of bird?

Cody:

Are buggy smugglers-

Caitlin:

Budgy Smugglers.

Cody:

Budgy Smugglers.

Caitlin:

A type of bird.

Cody:

True.

Caitlin:

False. No.

Cody:

What are they?

Caitlin:

Speedos.

Cody:

Yeah. Well, I've got some of those up there in my luggage. So I'll bring the budgys out now.

Caitlin:

With your Daisy Dukes.

Cody:

Exactly. Exactly.

Caitlin:

Yeah. And cowboy boots, right?

Cody:

Yeah.

Caitlin:

Well, thank you so much.

Cody:

Thank you.

Caitlin:

Very appreciate it.

Cody:

Yeah. Thank you.

Tenille:

Doug, how are you?

Doug:

I'm great. Thank you.

Tenille:

Awesome. Well, tell me about, what's the best thing you've learned today?

Doug:

I think learning how our customers are using our products that we didn't even know about is really interesting.

Tenille:

That's amazing. Have you had a chance to get out to many of the sessions at all?

Doug:

I actually have not. I've been tied to this booth, or I've been in meetings that were already planned before I even came down here.

Tenille:

[inaudible 00:12:01].

Doug:

Yeah.

Tenille:

That's good. So when you're back at work, what do you think is probably the best Agile ceremony that you and your team can't live without?

Doug:

I think what I'm bringing back to the office is not so much ceremony. It's really from a product perspective. I work in product management. So for us, it's how we can explain how our product brings value to our customers. So many lessons learned from here that we're really anxious to bring back and kind of build into our value messaging.

Tenille:

Fantastic.

Doug:

Yeah.

Tenille:

Thanks. That's great. Thanks very much.

Caitlin:

He was one of the co-authors of the Agile Manifesto. Firstly, how are you doing in conference so far?

John:

Well, working hard.

Caitlin:

Yeah, good stuff.

John:

Enjoying Nashville.

Caitlin:

Yeah. It's cool, isn't it? It's so different from the [inaudible 00:12:46] what's happening.

John:

Yeah. It's good. Yes. It's nice to see a lot of people I haven't seen in a while.

Caitlin:

Yeah. Yeah.

John:

And seeing three dimensional.

Caitlin:

Yes. Yeah, I know. It's interesting-

John:

It's there-

Caitlin:

... [inaudible 00:12:54] and stuff happening.

John:

Yeah, IRL.

Caitlin:

Lots of interesting [inaudible 00:13:01] that's happening. Any key takeaways for you? What are you going to take after to share with the team?

John:

Oh, well, that's a good question. I'm mostly been talking with a lot of friends that I haven't seen in a while. [inaudible 00:13:14].

Caitlin:

Yes.

John:

And since I've only been here a couple days, I haven't actually gone for much, if anything. To be frank.

Caitlin:

I know. Well, we're pretty busy on the boots, aren't we?

John:

Yeah. Yeah. But certainly, the kinds of conversations that are going on are... I was a little bit worried about Agile. Like, I don't want to say... Yeah, I don't want to say it. But I don't want to say, Agile's becoming a jump turf.

Caitlin:

Yes.

John:

But I think there's a lot of people here that are actually really still embracing the ideals and really want to learn, do and practice [inaudible 00:14:00].

Caitlin:

Yeah.

John:

So I'm frankly surprised and impressed and happy. There's a lot. If you just embrace more of the manifesto, and maybe not all of the prescriptive stuff sometimes, and you get back to basics. [inaudible 00:14:22]-

Caitlin:

Yeah. So let's talk about that, the Agile Manifesto that you mentioned. Embracing that. What does embracing mean? Can you elaborate on that a bit more? So we know we've got the principles there. Is there one that really stands out more than another to you?

John:

Well, my world of what I was doing at the time, and I'd done a lot of defense department, water haul, and built my own sort of lightweight process, as we call it before Agile. So to me, the real key... This doesn't have the full-

Caitlin:

Full manifesto, yeah.

John:

But if you go to the website and read at the top, it talks about like we are uncovering ways by doing, and I'm still learning, still uncovering. And I think it's important for people to realize we really did leave our ego at the door. Being humble in our business is super important. So that might not be written anywhere in the principles, but if the whole thing at the preamble at the top, and the fact that we talk about how we value those things on the blog versus the whole... There's a pendulum that you could see both of those things collide. That, in my opinion, one the most important trait that we should exercise is being humble, treating things as a hypothesis. Like, don't just build features [inaudible 00:15:58] bottom up, how do you seek up on the answers, that's what I want people to takeaway.

Caitlin:

That's great. That's great advice. Well, thank you so much, John. Appreciate you taking the time to chat with us.

John:

You're welcome, Caitlin.

Caitlin:

Yeah. Enjoy what's [inaudible 00:16:11].

John:

Thank you.

Caitlin:

Thank you.

John:

[inaudible 00:16:13] tomorrow.

Caitlin:

All right.

Tenille:

Abukar, thanks for joining us today. Can I ask you both, what do you think is the best thing you've learned today?

Avi:

Best thing I've learned?

Tenille:

Yeah.

Avi:

That's a really interesting one. Because I'm here at the booth a lot, so I'll get to attend a lot of things. So there were two things I learned that were really important. One, which is that the Easy Agile logo is an upside down A, because it means you're from Australia. So it's down under. And then the second most important thing I learned about today was we were in a session talking about sociocracy, and about how to make experiments better with experiments, which sounded a little weird at first, but it was really all about going through like a mini A3 process. For those of you listening, that's something that was done to Toyota. It's a structured problem solving method, but instead of going [inaudible 00:17:02] around it and going through the experiment, going around two or three times and then deciding that's the right experiment you're going forward.

Tenille:

Thank you. How about your time?

Kai:

I've been at the booth most of the time, but from that you meet a lot of people all over the world. And we really have like one thing in common, which is wanting to help people. And it's really been nice to be in a room of people if they're at the beginning of their journey or their really seasoned, that their motivation is just to really empower others. So it's been really nice to be around that kind of energy.

Avi:

We've really learned that our friends from Australia are just as friendly up here as you are on the other side. I feel when you come on this side, you get mean, but it turns out you're just as nice up here too.

Tenille:

Well, it depends how long you've been on flight.

Avi:

Oh, exactly.

Tenille:

[inaudible 00:17:44], we're okay.

Kai:

Yeah.

Avi:Abukar:

Exactly. Good.

Tenille:

All right. One more question here.

Avi:

Sure.

Tenille:

What do you think is the secret ingredient for a successful team?

Avi:

What do I think the secret? Oh, that's a really good question. That's a-

Kai:

He's the best one to answer that question.

Avi:

That's a little longer than a two-second podcast, but I'll tell you this. It may not be psychological safety,-

Tenille:

Okay.

Avi:

... just because Google said that and Project Aristotle show that. I think to have a really, really successful team, you need a really skilled scrum master. Because to say that the team has psychological safety is one ingredient, it's not the only ingredient. A strong scrum master is someone who's really skilled to create that psychological safety, but also help with all the other aspects of getting ready to collaborate and coordinate in the most positive way possible. Plus, searching for... Her name is Cassandra. On Slack, she calls herself Kaizen. You get it? It's a joke. But that's the whole thing is that a really skilled scrum master helps the teams find the kaizens that they need to really get to become high performing. So psychological safety is an enabler of it, but that doesn't mean it creates the performance. It's an ingredient to make it happen.

Tenille:

Fantastic.

Kai:

There's no better answer than that one. Let's do exclamation.

Tenille:

Excellent. Thanks very much for taking the time.

Avi:

Thank you so much.

Kai:

Of course.

Hayley:

We're here with Carey from Path to Agility. Carey, what have you been really loving about this conference?

Carey:

I think I've loved the most about this conference so far is the interaction with all the people that are here. It's really nice to get together, meet different folks, network around, have the opportunity to see what else is out there in the marketplace. And then, of course, talk about the product that we have with Path to Agility. It's a wonderful experience to get out here and to see everybody. And it's so nice to be back out in person instead of being in front of a screen all the time.

Tenille:

Yeah, absolutely. Have you had a chance to get to many of the sessions?

Joseph:

I've tried to as much as I can, but it's also important to take that time to decompress and let everything sink in. So here we are having fun.

Tenille:

Yeah, absolutely. So thinking back to work, what do you think is the one Agile ceremony that you take that helps you and your team the most?

Joseph:

I think that finding different ways to collaborate, effective ways to collaborate. And in terms of work management, how are we solving some of the problems that we have? There's so many tools that are here to make that easier, which is made pretty special. Speaking to people and finding out how they go about solving problems.

Tenille:

And what do you think makes a really great Agile team?

Joseph:

Well, you could say something very cliche, like being very adaptive and change and so on and so forth. But I think it really comes down to the interaction between people. Understanding one another, encouraging one another, and just the way you work together.

Tenille:

Fantastic. Great. Well, thanks very much for taking the time to chat.

Joseph:

Thank you. It was nice chatting with you guys all week long.

Tenille:

Cheers.

Tenille:

Dan, thanks for taking the time to chat.

Dan:

You're welcome.

Tenille:

[inaudible 00:22:54] questions. What do you think is the best thing you learned today?

Dan:

Oh, the best thing I learned today, the morning products keynote was excellent. Got a couple tips on how to do product management, different strategies, how you have folks about seeing their focus on the tactical and the strategic. So just some nice little nuggets, how to [inaudible 00:23:12].

Tenille:

[inaudible 00:23:13], thanks for joining us today. Can I start by asking, what do you think is the best thing you've learned this week?

Speaker 17:

The best thing I've learned this week is there's no right way to do Agile. There's a lot of different ways you can do it. And so it's really about figuring out what the right process is for the organization you're in, and then leveraging those success patterns.

Tenille:

Well, I guess on that, is there one kind of Agile ceremony that you think your team can't do without?

Speaker 17:

The daily standup being daily. I think a lot of our teams, they talk all day long. They don't necessarily need to sync up that frequently. I've had a few teams already, they go down like three days a week and it seems to work for them. The other maybe key takeaway that I've seen folks do is time boxes. So no meetings from 10:00 to 2:00 or whatever it may be, and really driving that from a successful perspective.

Tenille:

I guess on that note, what do you think makes a really successful Agile team?

Speaker 17:

The ability to talk to each other, that ability to communicate. And so with all of our teams being either hybrid or remote, making sure that we have the tools that let them feel like they can just pick up and talk to somebody anytime they want, I think is key. And a lot of folks still don't have cameras, right, which is baffling to me. But that ability to see facial expressions, being face to face has been so nice because we're able to get that. So that's the other key is just that ability to talk to each other as though I could reach out and touch you.

Tenille:

Okay. Fantastic. Well, thanks so much.

Speaker 17:

You're welcome. Thank you.

Tenille:

Okay. Rob and Andrew, thanks so much for taking a few minutes with us. Can I start by asking you, what do you think is the best thing you learned this week?

Rob:

For me, it's definitely fast scaling Agile, we learned about this morning. We're going to try it.

Andrew:

For me, I really enjoyed the math programming session and learning kind of different ways to connect engineers and collaborate.

Tenille:

Great. Next up, I guess, what do you think makes a great Agile team?

Rob:

First and foremost, that they're in control of how they work and what they work on, more than anything else.

Andrew:

Yeah. For me, it's a obviously psychological safety and just having a good team dynamic where they can disagree, but still be respectful and come up with great ideas.

Tenille:

And is there one Agile ceremony that you think a great team can't live without?

Rob:

Probably retrospective. I think the teams need to always be improving, and that's a good way to do it.

Andrew:

Agreed. Yeah. Agreed.

Tenille:

Okay. That's great. Thanks so much for taking the time.

Andrew:

Thank so much. Appreciate it.

"Every time I meet with Tony, I'm always amazed by his energy and authenticity. In this conversation, that really shone through."

In this episode Hayley Rodd - Head of Partnerships at Easy Agile, is joined by Tony Camacho - Technical Director Enterprise Agility at Adaptavist. They are delving into the highly discussed subject of team alignment, discussing what it means to have synchronized goals, cross-functional collaboration, and a shared agile mindset.

They also cover the fundamental building blocks to get right on your journey to team alignment, like the power of listening and embracing mistakes as learning opportunities, stressing the importance of following through on retrospective action items + so much more.

We hope you enjoy the episode!

Share your thoughts and questions on Twitter using the #easyagilepodcast and make sure to tag @EasyAgile.

Transcript:

Hayley Rodd:

Here at Easy Agile, we would like to say an acknowledgement of country. This is part of our ongoing commitment to reconciliation. Easy Agile would like to acknowledge the traditional custodians of the land from which we broadcast and meet you today. The people of the Darova-speaking country. We pay our respects to elders past, present, and emerging, and extend the same respect to all Aboriginal, Torres State Islander and First Nations people listening in today. Hi all and welcome to the Easy Agile Podcast. My name is Hayley. Here's a little about us here at Easy Agile. So we make apps for Atlassian's Jira. Our applications are available on Atlassian's marketplace and are trusted by more than 160,000 users from leading companies worldwide. Our products help turn teams flat Jira backlog into something more visually meaningful and easy to understand.

From sprint planning, retrospectives and PI planning our ups are great for team alignment. Speaking of team alignment, this is what this episode is all about. Today I'm joined by Tony Camacho. Tony is the technical director of Enterprise Agility for Aligned Agility, which is part of the Adaptiveness group. I've met Tony a few times during my time here at Easy Agile and have learned that he's one of the most generous people along with being funny and a clever human being who is incredibly knowledgeable about Jira and a bunch of other agile related topics. It's really wonderful to have Tony on the podcast today.

Hey, everyone, we've got the wonderful Tony Camacho on the podcast today. This is our first time recording from our Easy Agile Sydney office, which is super cool. Tony, I'm not sure if you know, but Easy Agile is based out of a place called Wollongong, which is just south of Sydney. But we've got a Sydney office because we've hired a bunch of Sydney team members recently who wanted a place to come and hang out with each other. So we created this space, but it's 7:00 AM in the morning, so I'm all alone right now. That's how much I love you. So Tony, let's get started on the questions. Team alignment. What does it mean for a team to actually be aligned?

Tony Camacho:

So for us in an agile space that we're having, it's a collective understanding, a synchronization of your team members towards goals, principles, your practices that you're going in. Even more so I would even go down to the point of cadence, you would have those synchronizes. So it's a matter to be consistent with your agile principles and values, your mindset, your shared goals and vision, your synchronized work practices, DevOps, [inaudible 00:02:44], how we're going to put this out. Cross-functional collaboration between the teams, getting your tea shaped partners/teammates shining at that moment, learning from each other, roles, responsibilities things of that type. That's what it means to me. It really means.

It's all about human beings and at that point, having everybody aligning and working to our common goal, that objective that we want to do for the business partner. There's the gold that we're all after as a team. Does that make sense for you guys? We have the same objectives for this initiative and our practices. And finally for me, which I know this is not typically is we're coming to an agreement on the tools we're going to use and how we're going to use them and have a system source record where we know where we can get our troops, our dependencies, find out which teams do have capacity and move forward from there. That would be my overall definition of an agile team.

Hayley Rodd:

Wow.

Tony Camacho:

And teams.

Hayley Rodd:

You've had lots of experience over the years. I guess where my mind goes when you say all those really wonderful things about team alignment is that in my experience when team alignment is when people get it right, it's super great. When people get it wrong, it's really hard. And I actually think it's pretty hard to get team alignment right. You got to really work at it. What's your experience in that?

Tony Camacho:

To me it's like it can be a bad marriage or a great marriage, but it needs work. As we know, all relationships need work. We're human beings, we're not the same. Each one of us brings something to the table of value. So let me give you one example that I've lived with on a team. I'm an extrovert by nature, and I'm a developer, an engineer and typically that is not two skill sets that you hear together. So I've had to learn that when I'm working with my teammates that happen to be sometimes introverts slow down, listen, wait. They've also had to try to learn to respond faster because as an extrovert, if I ask you a question, all of a sudden I'm looking at you, I'm not getting a response, I'm thinking you're not understanding the question. I rephrase the question and now you're in a deficit to two questions.

And now I'm even worse because now I'm like, "Hayley isn't understanding me. What's happening here? Let me rephrase it again." And it can easily fall apart. What I have seen when teams aren't in alignment is that the team isn't a team any longer. It's miserable to go to the team. It's miserable to come into work, when the team is truly aligned, you're rocking and rolling. It's a feeling like you've never had. It's hard to explain to people that when you see the team, because you know it when it's working and you obviously know when it's not working, you're starting to miss deadlines. Integrations aren't happening on time. You don't have a single source of truth. You start having people explaining the same thing in two, three different matters, different priorities. We're not working from the same hymnal. The thing that I took from my... I'm an SPC, so as an instructor, the one thing I always try to explain to everybody, you may have the best of everything out there, but that's not necessarily mean it's going to work together.

So you have to have that type of understanding, how we're going to work together, what is our priorities, what's the tool sets we're going to have and what is our values as a human beings to this team if that... I'm hoping that helps describe some of the things that I've seen that have gone really bad. I have seen it at, I can share a customer that I have seen it gone, but we started off with good intentions. It's a financial institution in the United States and they were trying to make the jump to mobile applications. And at first we were on the same page as a team, but they decided that they didn't believe that cadence was required to be the same across the board. They didn't believe that we could use the same one tool set, we could use multiple different tool sets.

They had spreadsheets flowing all over the place. And what was happening was we lost trust. We were redoing work, there was ambiguity everywhere. We were misaligned and we started paying for it because our customers started complaining. They could see it in the quality of the work. One team had one schema, one background, one type of... You could see the difference when they integrated, it seemed like it was two applications being put out there mashed together. And when you're misaligned, that comes through very, very quickly in your work. There's a saying that we have here. There's a scrum master, I know her name was Sophia Chaley, one of the best I ever met. And what she will always tell people is what a team delivers is what the team is doing is learning. It's building knowledge, it's expressed as code. When we're misaligned, we're learning different things and we're expressing it differently in the code, if that makes sense.

Hayley Rodd:

Like thinking about the fundamental building blocks of team alignment, is there something that a team really needs to get right to be successful at alignment? And what is that in your mind?

Tony Camacho:

Oh, that is for sure. They had to get that right. First of all, the size of the team.

Hayley Rodd:

Yeah, okay.

Tony Camacho:

Human beings, and I'm not referring back... Going back to say for our scrum practices, I am a CSM. I do know they recommend 8 to 13 people. My best teams have been typically a little bit larger than that. But we had to have the same agreed to the size of the team where it didn't became, didn't become too large where we were over running each other and we weren't listening to each other. We had to understand our goals. We all had the same goals. We used to practice this by, when I worked at Microsoft, we used to have what we used to call our elevator speech. And we would stop somebody and I would go, we're working on this. Watch your elevator speech for this. And if your elevator speech wasn't... It wasn't meant that it had to be in sync with mines, but if I didn't understand it, we had a problem.

Or if it was a different goal where I'm looking at you going, but we're building a Volkswagen, but you're describing to me a Lamborghini, we have a problem. And those were the type of things that we also had to have to make sure that we had the right... Same practices and the tools. That's where I find Easy Agile exceeds. I mean it just exceeds, it meets above the market. It's transparent and it shows everything in front of you right there for me. So when we had the same tool and we were having the same cadence and we could see our dependencies and we could see what I had to deliver for somebody else or somebody had to deliver it for me, that was the types of things we had. We had to have respect. Somebody seems to always forget that we always had to have respect for each other.

We had to embrace the same values of collaboration, adaptability, transparency. The practices that we all know, but somehow we seem to forget when we get into a place where we are not aligned and if you respect my ideas and I respect yours and we're working together, we do not have to agree. But that respect will drive us a long way towards getting to that project vision that we want. And we're trying to meet the customer's needs. And those are the type of things that we needed. We needed leadership. Leadership, I can't say, and if you notice I'm not using the word management, leadership is where you're putting yourself out there in a situation where it can go bad for you as a person, as that leader, trying to make sure that we're making the right choices empowering the people and making them very clear what they can make decisions on and they can't. And it sounds so simple when I talk to you like this, but every time I've had to do some type of transformation, the baggage that sometimes we bring as human beings, the fears, the lack of trust that we have, that's where the scrum masters of product owners come in. And then you need something to make sure that you're having that vision to communicate that vision across. As I mentioned before, some of the tool sets that we have out there. Is that making sense for you at all?

Hayley Rodd:

Yeah, it really does. It's really resonating with me. I think when you talk about coming together as a team and putting together a set of values and a vision, it seems so much like a a "duh" moment. It's like, of course you would do that as a team, but I think at the end of the day as teams, we get in the daily business as usual and we think, I don't have time to get together as a team and set that vision because I've got to do X, Y, and Z, that's due next week. But I think it's one of those fundamental building blocks that really sets you up for success to do X, Y, Z quicker down the track. So that's what I've taken away from that.

Tony Camacho:

And I would agree with you. And you came up with a perfect example because a lot of people do that. I have ABC to do for next week, daily. I don't have time. And the problem is that if they would suddenly realize, and it does become apparent to your practices. So once you agree on your practices, your daily standups, if you're doing that, your retros at the end of your sprints and moving forward, once the person feels that they have that respect for you and they're not fearful, they can share that with you, "Hayley, I'm having a problem. I'm having way too much work. I don't know if I am going to be of value here. Or Do you really need me?" "Yes Tony, I do need you, we're going to discuss this and let's discuss your A, B, C and see how I can help you." And they suddenly realized they're not on an island alone. Developers by nature being introverted, we have to break that habit. We have to be able to share. And it's funny, I'm not saying share my lunch, fine, sure, let's share our lunch, but share the workload.

The one thing that I always try to mention to teams, and again that's... I'm sorry, but I do believe in Easy Agile, using this tool. That's where easy Agile also to me makes it apparent. A story belongs to a team, not to a person. And once you know that you suddenly realize, I'm not alone. I'm here working as part of a bigger thing. And most human beings want to be part of a bigger thing. You suddenly realize that it's almost like the baseball metaphor that I use for teams. And I know the market is not baseball, but I think it would apply for other sports, be cricket or sports like that. When I'm batting, it's me against everybody. When I'm on the field, it's us against... I prefer being with the us. And generally that's where things like that, let's do that.

Also, when you're working with more people as a team, there's things that happened there. You minimize the project risk, which I hate using the word project. It should be initiative. It's long living. You're usually a much more adaptable. I don't know all the answers. So when I worked with you, Hayley, and you showed with me some things there, you're one of the most humble people I've met, and I loved it. But when you walked through, you walked me through the tool, it became very apparent, you know it, you feel it, you love it, it's part of you. And that to me is invigorating. It's energy. Who wouldn't want to work with somebody like you? Why not? Let's do this. Right?

Hayley Rodd:

Thank you Tony. I guess one of the things that I wanted to touch on is when you're in a team and you're coming together as a team, you're working on something, how does an individual who seeks recognition for what they're doing, how do they get that? Or how do you leave that? How do you put that ego aside and say, "I'm doing something as a team to the better of the team?" Have you ever come across that or considered that? I'm interested in your thoughts.

Tony Camacho:

So the people that I felt that needed to have that typically how I... Yes, that's a great question because I'm thinking specifically. There was one, a scrum master that I thought that did it the most amazing way ever. Basically she would call out the ideas even if it wasn't that person's, yeah. I feel that Hayley is... You're not having a good day, Hayley. You're not having a good day. And I know you are not getting used to doing, working in the scrum team. It's new to you and everything else. And what she did typically was in front of everybody would be, and it wasn't even your idea sometimes. And she would just say, and Hayley came up with this wonderful idea that's going to save us something, move us forward. Hayley said this to me, it made us think as a team. And we went around it, we talked and we did it.

And that person always usually would be like, "Wow, I got credit for something. Good scrum-masters will see that. Or good product owners will point that out." The other way that I've done it was using something like Easy Agile. It's a great tool to use, believe it or not. I would back off, I'm a developer, but I also played the role of Scrum masters for years. I would step back and I would let one of my teammates run it, hear their voice, feel empowered. It's amazing when you can have people feel empowered because what you're all talking about, there really is about a lack of trust, a lack of psychological safety. And it's for us to be an aligned team, you have to have trust there and you have to break down the fear of judgment. So the other thing that one time happened with a scrum master that I thought was wonderful was is that again against Sophia Chaley, chief stood in front of her room when there was this a bad sprint.

The sprint didn't end well. And she stood up in front of everybody and she basically went, "Sometimes you win, sometimes you learn. This was a learning sprint." She pulled up Easy Agile, she was using at a time, pulled it up, showed the things that didn't work out the way they thought they were going to work out. And she said, these are the actions we're going to take to improve this. And then when somebody who was in management, again not using the term leadership, now I'm using the term management on purpose, was looking to assign blame. Her response was, not screaming, not raising her voice. Her response was, if we need to get rid of somebody or blame somebody, blame me. But I'm here to solve the problem. Let's move forward.

Hayley Rodd:

Wow.

Tony Camacho:

She wouldn't tell. And that was to me was one of the most outstanding moments I've ever seen. And she was at that point actually using Easy Agile that wasn't a financial institution in the United States. I would let you know that teachers use it, figure it out. And she basically showed the board and just went through everything and did that. That was leadership. That was leadership. And generally your teams will follow leadership and they will suddenly step up and you'll see that that's what people who want to stand up. Now, not everybody wants to do that. Some people want to just be team members and that's okay. That is perfectly okay, but the thing that's not okay is that if they don't have trust, right? And to me, that's the biggest thing. When you have people who are resisting change or siloed in their world, they suddenly realize if you can get them to open up it's really, they're just telling you, I don't feel safe.

I've been doing this all my life. I'm great at it and now you're asking me to do this. And you need to somehow get them to get the feel that they are bringing something of value. They are helping you move forward. And you're meeting them halfway if you have to. But yeah, that's the biggest problem I've ever seen that we've always, it always comes down to the human being in that. The rest of it, you can always come, you can always change that. But there's some of the things that you also have to do. I think that some people run into Hayley that I think me and you live in our world as we're moving up is sometimes we are, there's an ambiguity of the things that we have to do. And I've seen you do that, people in our roles will have suddenly, even if it isn't part of our role, will take it on and we have to learn. That's it. But yes.

Hayley Rodd:

Yeah, I think that, yeah, it's so true that the [inaudible 00:19:23] the psychological safety needs to be there. And I think back to so many teams that I've been a part of that it isn't there. So you have to feel like you got to lay your mark or put your mark on something and show your value. Because if you're not showing your value, then you get questioned. And so I think that that's such a common thing that I see in teams and it actually creates, not a camaraderie, but a competition between teammates and it breeds the wrong environment. So it's just really interesting. One thing that I did want to touch on that you spoke a lot about a couple of questions ago was respect and making sure that teams have respect for each other. How does a team member show respect for their teammates? What are some really good examples of respect and how can we display it or embody it or enact on it as team members?

Tony Camacho:

So let me show you a lack of respect right now. Yeah. Hayley, we're talking about this.

Hayley Rodd:

Looking off camera, avoiding me. Yeah.

Tony Camacho:

One of the main things was to really to learn to listen. Sit down, believe it or not, I found the best thing is sometimes taking a deep breath, listening, not responding, recognizing what that person may be feeling and going through at that moment because it's hard what we do. It's half art and it's half science. Let them learn that making a mistake is not a failure, it's a learning moment. Have that discussion there. Take their concerns real. So it's funny because you just made me think of something. That's one thing where I could show respect to my teammates would be as a scrum master, if I was a scrum master, hold effective retros. Really listen to what they're saying in the retros, report back on the things that you said you're going to improve in the retros. So we said these are the three things we're going to improve on or these are things that are assigned to me.

Make it real. Make it a story. Show it on the board and say, "This is where we're going. This is what's happening. This is what I'm blocked by. Can somebody help me?" But I am working this for you. Get them, really be sincere. I don't mean buying pizza or bring a lot of scrum masters will bring pizza and donuts to the office. No, it's make their lives really better. Be that advocate up for them. And if you're a teammate, be an advocate for each other and be sincere. Have the bravery to stand up and say that's not a fair assessment. But the biggest thing is to really listen. Because a lot of times when somebody's saying something to me, I'll make it personal. Me, I have sometimes have, I know I'm feeling uncomfortable, but I cannot explain why. And just having you there, looking at me and talking and going through it, I suddenly realize it may have been something different and I want to hear your ideas.

But I would have to, if I wanted to show myself to help that teammate, I also got to make myself vulnerable. If you're coming to me, I should share, but I should active listen, right? And really I respect your different perspective. It's okay. We all have different perspectives. Problem I find is that in ourworld, that we're moving so fast sometimes we don't stop to listen. We lack patience. We're moving too fast. So I'll share one for you that I'll be sincere. I had something medically came up and I was being a little abrasive with the team. So finally I called a meeting with our team and they saw me cry. I was okay with it. I was like, "I had no reason to be like this. You guys were showing me love, you were showing me respect, you're backing me up, helping me with my work. And I was still being utterly terrible."

And it hurt me. It hurt that I was doing that, but I needed them to see me and I needed them to listen to me, give me that second to get it off my chest. And in the end I started crying. A 60-year-old man crying in a meeting going, "I shouldn't have done that to you. That was wrong." And it wasn't contrived. Some of the people there were 20 year old people on my team and they were in tears. And it was because they felt, they told me after this, they felt my pain that I was in, because I wanted to help. It's the most frustrating thing. To your point before, how do I feel? I wanted to help. I wanted to be there and I couldn't. Physically, I wasn't there. My mind was all over the place and I was being rude, being blunt, and I could use some other terms. Please don't. But that's really the main thing for me was it's really simple what we do. I just listen and just show respect for other people. And sometimes we forget.

Hayley Rodd:

I think that so many of the messages that you are talking about are not just for developer teams, they're for every team, every team in every walk of life. I think that they're just so fundamental to successful human relationships, whether it be personal or professional, I think so. I think there's just so many good messages. One thing that I wanted to touch on was that you're talking about active listening and when you think back on your career, and maybe this is totally off script, but when you think back on your career, how have you become a better active listener over the years? How have you improved that skill? As you said, you're an extrovert, you want to get in there, you want to fix the problem. How do you get better at that?

Tony Camacho:

I had some very, very smart people that put up with me, listened to me, and then had the courage to approach me after and teach me and teach me and didn't embarrass me in front of anybody. Did it in a manner that they said, "Do you think maybe this could have been better Tony?" As I said, I'm 61 and still I'm an extrovert and I still have high energy and I still make mistakes. As I tell everybody, every day I wake up, I make a mistake, I just got up. But I could have stayed in bed longer. But also the thing that I've learned, and it's just by the nature of getting older, it's not the age part of it. It was watching people come up trying to do the same thing I did that I failed at and I was an instructor for Microsoft for a long time.

And seeing how, because to me seeing how a person's minds works is amazing. So what happens is I'll just... You know what I tried that, it didn't work for me, but I will say after class with you to show it to me again because maybe you solved it. I'm not that arrogant. And the nature of our business is that I find this, that the more you learn, the more you realize how little you know. That was the biggest thing that opened my eyes. Now it's like, oh my Lord. You meet somebody like John Kern, you meet somebody like Sophia Chaley who come from different perspectives, brilliant people, and you suddenly see that they happen to do things slightly different and you just watch them and you're like, "Wow." And the thing that I love about our job, which I guess you must love, everywhere we go, every team we work with, it's different. It's different.

Everybody always asks me, how do you do that. And I'll tell them, "Look, I will share with you the ways I did it. I have a varied background. I've always been consulting." I've done the ATM space, I did for space enabled warfare, I've done for health industry, everyone's been different. Someone from government regulation, but most of the time different human beings. So I have a saying, I've earned every scar in my back, their minds. I've learned people, you have to give people the chance to have their scars. Yes, it may be pain, I'm not saying fail, I won't let them fail. But sometimes people want to do something. So that's the way I would do it. Let them do it. And I just watched and learned that what happened was as I went in and the more I learned and I suddenly realized how little I know, I was like, I started with FORTRAN, I used to work in the dead 28.

And then you start working your way up and you start realizing, "Wow, I don't know as much as I thought I know." And I had the luck of running into working at Microsoft and having the pleasure of meeting Bill Gates. Now, no matter what you say about Bill Gates, because a lot of people do say some crazy things and some of them may be true or may not. But the one thing you can't take away from him is you go into a room with him and you suddenly see how he puts all these ideas together and comes up with a bigger picture. You suddenly realize, "Wow, people tell me I'm really smart, not that smart." And then you learn, humility is a good thing.

Hayley Rodd:

Yeah, I think humility is just such an important asset to have and to try and grow on because leaving your ego at the door and being open to learn from other people and not think that everything is definitely a life lesson that sometimes you need to go through. And some people go through it and still don't take away the life lesson. So yeah, I think it's so interesting. I guess we don't have too much longer left, but I wanted to touch on thinking about it from an ROI perspective. How important is team alignment from a return on investment? What do you gain from a business perspective when you have an aligned team?

Tony Camacho:

So I'm going to use a term that I dislike and Hayley, you can smack me the next time we meet. But I'm trying to use it as, I don't because it's effective resource utilization, right? But I'm not referring to human beings to that point because it may be human beings. The problem is that's a large market. But as Agile people I won't refer to you as a resource, I refer to you as a fellow human being, you are a partner on my team. You're my teammate. You're not a piece of wood. But that is unfortunately a term that is used. And we will have effective utilization, we'll have common goals across our organization. If you're using any of the message less, bad, safe, pick it, you start focusing on your value streams. You should have improved product quality because we have the same cadence. We're putting things out there and we're having the same views there.

You'll have I think better customer satisfaction and loyalty. They start seeing your product quality going up, being consistent, look and feel and hopefully you are delivering what they want. When you have your teams aligned, you're much more adaptable. Hayley, your team's got capacity? I don't. We don't have capacity to do this. Do you have capacity? Yes I do. Or we find someone or we break it down together and we present an idea to our partners. That's the things I like and I think in the end you have reduced risks at that point.

Also, I think that the thing that they have in is that it's indirect, but nobody knows about. Nobody really talks about it is that if I was upper management C-suite, when we start doing this and we're having the teams aligned, first of all, your teams become safer, your teams feel more comfortable, they're working with the same people. They start becoming very effective and they start producing ideas. They're the knowledge workers. They know this better than anybody else and then they feel empowered to share ideas. The places that I thought that I had the best teams was once they asked... Well, and I got it, I don't know how, I was running a train and they asked to talk to the CTO and all they wanted to do was to talk to the CTO and make that person human. They asked her what she did in a previous job. Amazing. She worked as a factory worker and she also worked in construction. She used to drive, one of the things, nobody would've believed this. And what happened was they started sharing ideas with her and she embraced them. You know what that did to the team, the teams all, they were like, now that's out there, that's ours. Look at that. That was ours. I mean ownership, it's unbelievable.

And unfortunately we are working on a capitalist market, which is fine, that's who we are. I mean we're in IT, it's a return on investment. Return on investment in the end, you start seeing much more efficient use of your money, much more efficient use of your dollars. Also, I would also imagine for the people above who are in the C-suite, they suddenly realize that the organization is going in the same direction. I think psychologically they feel that we now I have this team behind me pushing towards the same goal where a lot of times, every time I do an agile transformation, the first thing we always hear is we know they're working. We don't know what they're working on. And that's where something like Easy Agile bridges that and then you can use that information to go further. And that's wonderful because then at that point, everybody's on the same page. So you're a team now all the way from top to bottom. As opposed to I'm going to my team at work and that's it. So it's just really about return on investment, making sure that we are hitting our customers with everything we got. And I don't mean in a bad way, but we're delivering for our customers with everything we got. It's now efficiency, right? And that's it. That's about it.

Hayley Rodd:

Yeah, that's so powerful. I think it sort of nicely ties everything together because we've talked about a lot of things in the last half hour or so. And I think that at the end of the day, if you can get team alignment, just as you said, there's this ROI that can really shine through and it's a powerful thing for the whole organization to get right and to see the fruits of that work. So one last thing. Can you share your perspective on PI planning? I know you just mentioned safe a little bit for being the initial launchpad for team alignment.

Tony Camacho:

I love it. You have everybody in the room, you get to meet the people, you start making those connections to people. You start seeing them as human beings, not as this email or this text that you're sending across that you're going through there. So could I share one real experience from that? That's a PI planning house.

Hayley Rodd:

Please

Tony Camacho:

Do. So when I was working at Microsoft, I work for product quality online, which I know right now, considering the problems Microsoft is having, you're pretty much going now, "You suck Tony."

Hayley Rodd:

Never.

Tony Camacho:

No, we had our people distributed all over the world. And what was happening was that when I would talk to my short teams, I would ask them, and I was being facetious at a point because I just couldn't get the true answer was I would ask him, can you build the Twin Towers by tomorrow? And the answer would inadvertently be yes. Next day would come. Obviously you can't do the twin towers overnight. Ask them again, will you get it by next week? The answer would be yes. And they were feel for all of that. So when we had the PI planning, we did.

Microsoft went, got a hotel room in Seattle, a hotel room, a hotel in Seattle, rang our offshore teams. And then when they got to see me in person, they suddenly realized that I wasn't telling them I need the twin towers by tomorrow. I really wanted them to tell me when they could get me the twin towers. And I would defend it because they saw me right there in PI planning, defending, saying, "No, this is not possible." And when they saw me doing that, suddenly it was like the sky's open, sun's came through and now I was getting true answers. And what happened was it gave him an opportunity. And I realized that guys, you keep hearing me as sermon. It's always about the human beings, it's about those connections. It's about seeing the people. It's hard. It's two days of a lot of work. But once you get that work done, you come out of there a line, sharp direction. We know what our north is, now, do we know exactly where our true north is? As an agile team, we shouldn't, right? We should be refining it as we get there.

Find out exactly. But we know more or less where the direction is. We more or less know we're all on the same page. We all know that what we have to deliver to make this work out what other people have to deliver for us or we have to deliver for other people. So we suddenly feel part of something bigger. Bigger, right? We are now talking to the, if you're a developer or an engineer, software engineer, you're starting to see the power brokers and why they're doing this. You get the chance to ask them questions. What more could you ask for, right? I finally get to see the people who are making the decisions and I can ask them why. And they can tell me what the business value is and I can make the argument to them that maybe I don't think that's as much business value or we need to fix these things first before we can get that right and move our way on. What more could I ask for? I have an opportunity to make my case and I get to see the other people I'm working with. It becomes, when you're dealing with 125 people and you're on a train, you will become family.

We spend more hours sometimes with these people than we do with our family members at times. And it also gives you a sense of... Besides trust, a sense of a safety. You know it's not just you, it's all of us. So the saying that usually I see that the better executive say, I heard that in one PI planning, you fail, I fail. I fail, you fail. My job is to keep you employed. Your job is to keep me employed and to keep this company together. It's synergy, right? So it's amazing.

Hayley Rodd:

Beautiful.

Tony Camacho:

Yeah, I know. I'm all about the human. Sorry.

Hayley Rodd:

No, I am right there with you. I'm so glad that we got to have this conversation. We've talked a lot over the little while and every time we meet, I'm flabbergasted by your energy and your authenticity. And I think that this conversation that really shown true, so thank you Tony for taking the time to be with us. I'm going to say goodbye to all our listeners. I'm going to say another big thank you to Tony. So Tony is part of aligned agility and that is part of The Adaptivist Group. And yeah, thanks Tony for being here with us and thank you for everyone who has tuned in and listened to this episode of the Easy Agile Podcast. Thank you.

"It was great to chat with Alana and learn from her experience" - Sean Blake

In this episode, I was joined by Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day.

She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

We covered a lot of ground in today's episode. We talked about:

• The importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities.
• Building trust with your team and disclosing some vulnerabilities about yourself.
• Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community.
• Servant leadership and being a generous leader.
• The importance of authenticity and direct communication.

I hope you enjoyed today's episode as much as I did.

Transcript

Sean Blake:

Hello, welcome to the Easy Agile Podcast. My name's Sean Blake and I'll be your host today. Today, we have a really interesting guest and a fantastic episode ahead for you. Our guest today is Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day. She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

Sean Blake:

We covered a lot of ground in today's episode. We talked about communication styles. We talked about the importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities. We talked about the importance of building trust with your team and disclosing some vulnerabilities about yourself. We covered Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community. We talked about going first in servant leadership and being a generous leader. The importance of authenticity and direct communication. I hope you enjoyed today's episode as much as I did. Let's get started. Alana, thanks so much for joining us on the Easy Agile Podcast today. It's great to have you here.

Alana Mai Mitchell:

Thanks so much, Sean.

Sean Blake:

Before we jump into our conversation, Alana, I'm just going to do an acknowledgement to country. We'd like to acknowledge the traditional custodians of the land from which we're recording today, the Watiwati people of the Tharawal speaking nation, and pay our respects to elders past, present and emerging. We extend that same respect to all Aboriginal and Torres Strait Island peoples who are tuning in today.

Sean Blake:

Well, Alana, there's so much to talk about today. The background is, we used to be colleagues in the financial services industry. We bumped into each other again out of the blue at Agile Australia '21 Conference, just at the end of last year, which was a great conference. We thought we'd have you on the podcast because you've got so many different stories to tell, but I thought maybe we could start this episode by talking about your career journey and how working with Agile Teams has weaved into your career trajectory.

Alana Mai Mitchell:

Yeah, sure. Agile really came into the forefront right back in 2013. I always remember my first Agile training. We had a team day, where I was working at the time. We had an external facilitator come in because the Agile framework was something totally new to financial services at that time. We played Lego. We had each of our wider team was divided into smaller teams, like scrum teams, all this new terminology. Then we were building island and we had an island each and the product owner was feeding user stories in from the customer. Partway through we were building, I think, a rocket launcher and then no, we didn't want to rocket launcher anymore.

Alana Mai Mitchell:

We wanted to tweak it. We had to adapt to things on the fly. I always remember that experience because it was so transformative, just having such a direct and collaborative way of working with people on a project. To this day, of all the Agile trainings and experiences that I've gone through, it's always the ones that are really interactive that I've remembered the most and gained the most and taught them, like learnt them myself as a participant and then taught them to other people as well.

Sean Blake:

Along the way, do you think, you've been through all these training sessions and you've been working with teams on the ground. What have you found from Agile, which is a big topic, but what have you found to be the most transformative and the most helpful from the way that these teams used to do things to the way that they do them now?

Alana Mai Mitchell:

I would say communication. What I found was, because I had the contrast with both, I've worked in Water Force style projects and Agile projects as well. I think the biggest part is the amount of effort and rigor that we would go through reviewing requirements and have those be delivered into technology. Then it go quiet and you not hear from technology until they come back with something and they're like, "I've got a baby." You're like, "What kind?" The difference with Agile is that you are able to co-create them.

Alana Mai Mitchell:

You're creating with your customer or your end user, if you're working with an internal user, and then you are also working with technology and finding out what kind of constraints technology has or what kind of ideas they have as well. You have that ability to communicate with the dev. Sometimes your devs are on-shore, often cases they're offshore. We're all remote now, so it doesn't make as much difference as it did when we were in the office. You can really just pull away a lot of the process that gets in between people and have conversations. That's what I really think is the most transformative part.

Sean Blake:

Great. Yeah, so that communication. Do you feel like the communication throughout COVID and working remotely has been more challenging? Are you one of those people that find those face-to-face communication skills, you really prefer the face-to-face or has remote been okay for you? Because I know some people have struggled. Some people have found it easier to be on Zoom all the time.

Alana Mai Mitchell:

Well, I mean, when I go in the office and we have that brief time where we were back in the office, I had a smile on my face the whole time. Because I just love seeing people and I'd go around and walk over to my team and say, "Hey, how are you going?" Just catch up with them. I think the one piece that's missing for me in the remote working whilst there's greater flexibility, you can do multiple things at the same time. You focus a lot of your work. You can get a lot more done quicker. I do find that informal relationship building, you need to actually schedule in time or pick up the phone out of the blue and connect with someone.

Alana Mai Mitchell:

Whereas in the office, I would just find that because people were there and I don't know, you might be having lunch at the same time or going downstairs for something at the same time or even the corridor conversations that happen after the meeting where you can just chase someone or ask someone a question or they chase you and you just get things done. It's just different. I'd say it's more, the catch ups are more scheduled and formal, I find in a remote work setting.

Sean Blake:

I feel the same way. I feel the small talk and the talk about the weekend on Zoom is much harder for me and much more tiring to try and sustain that than in person. It becomes more naturally. I really have to make a big effort, especially on one-to-ones with people in the team when I'm trying to check in on their health and wellbeing and how they're going at work. I just find that much more exhausting than what I do in person. I think it's just those nonverbal communication skills and you can see people's body language easier when you're in the office.

Sean Blake:

Someone's slumped at their chair for six hours out of a seven-hour work day. Then you're like, "Oh, something's wrong." If you know that you've got to get on Zoom and try and pretend to be happy and that everything's okay, then you can fake it a little bit easier. Of course, there's loads of benefits to remote work, as you say. That human element personally, I find it's much more challenging to replicate using digital tools. Maybe there'll be more innovation that comes, but the time will tell on that.

Alana Mai Mitchell:

Yeah. On that, I wanted to add some of my friends in the technology space. Talking about the metaverse and how at the moment you and I are having this conversation through screens. I'm in my space, in my house, and you can see my painting in the background and I can see that you've got a podcast set up. One of my friends was talking about how, he's an architect, and so he was thinking about how we create digital spaces. When we meet digitally, if we were meeting as our avatar, what kind of space would facilitate better conversation? That blew my mind when he was talking about that. I was like, "Oh, I hadn't even thought of that." Absolutely, you could meet in a virtual space because we're doing what we've got with the tools that we have today, but the tools can change.

Sean Blake:

I guess it's almost certain they will change. I can't see that Zoom will be the market leader forever. I'm sure there'll be things that come along very soon that will try and replicate some of those physical experiences that we miss so much of being in the office and having those social experiences together. Alana, I'm wondering about the teams that you work with now or in the past, those Agile teams, do you have any tips for people who are new to Agile teams or maybe they're coming in?

Sean Blake:

They want to improve their communication, whether they're remote or in office, and improve their organization's Agile maturity, but they're just finding it a bit of a struggle. Do you have any tips for people who are just, they're butting their heads up against the wall and they can't seem to make progress with some of those patterns and habits that you talked about, like taking requirements away and not knowing what's happening for so many months or years before you hear something back from technology? How do you actually start to influence that culture and behavior, if you're new to Agile?

Alana Mai Mitchell:

I'm going to take a slightly different approach on that to answer your question. Because the thing that came to mind for me was when I in Outward Bound, which is a remote wilderness organization in 2012 in the US. I was instructing there. One of the frameworks that they use is William Glass' Choice Theory. Choice Theory talks about that we have five needs, and I'll put myself on the spot. Well, I'll mention some of them, because I can't remember all of them. There's like need for fun. Some people have a high fun need. Then there's like need for power, like feeling powerful. There's like, love and belonging, is another important need. There's two others, which I can't recall right now. I think when you are coming out of a situation, from a perspective, you've tried a couple of times when you're approaching it, and not getting anywhere, I would have a look at what needs am I, myself looking to get met out of this communication.

Alana Mai Mitchell:

Then on the flip-side, what needs is my communication partner or the team that I'm working with? What is the most important need for them? As we were talking about remote working, like the fun need. People love to have fun and you can actually have fun at work. It doesn't need to be separate. Thinking about like, if you have a high fun need, and you also notice your team has that as well. How can you address that in your communication style or bring out some kind of activities that can bring that to life? I would always go back to what are my needs and what are the needs of other people that I'm working with? Because when you're working with different teams, they have different agendas, they have different goals. If you can figure out what you have in common, it's a lot easier to bring another team or people in those team on the journey, once you figured out what the common ground is.

Sean Blake:

That's great advice. Think about it from their point of view, rather than just what you need and your own agenda and try and adapt to your approach to them. That's really good. I saw this quote recently, Alana, which reminded me a little bit about your mental health journey, which we'll talk about more in a moment. The quote was about, when you're looking for a new role or a new job, you shouldn't just look for a great company to work for. You should look for a great manager to work for, because the influence and your experience as an employee, working for a manager, is often so much more important than and influential than just picking a great or a well-known company to work for. Have you found that to be true in your own career?

Alana Mai Mitchell:

Oh, yeah. I have found that some really phenomenal leaders. In a previous organization that I was working in, I like to keep learning and growing all the time. In previous roles, sometimes I get bored. It happens. That's really valuable to organizations because I'm constantly looking at where to improve things. I had a time where my manager was focused on other things and learning and development wasn't as important. Then I had a lady named Christina come in and Christina was like fire. She was just, "This is what we got to do." Open to change, really clear communicator, she's from the US. She's really direct in a compassionate way and she's really progressive as well. I found because of her influence in the organization.

Alana Mai Mitchell:

Also, through my willingness to put my hand up and say, "I'm willing to participate." Which is, for the people who are tuning in, it's not just about the leader creating the opportunities for you and saying, "Hey, present to this general manager forum or executive general manager forum." Or whatever it is. It's also about you saying, "Hey, I'm willing and I'd love to." And communicating what you are after. We met on that path and I had some of the most, stronger success working with Christina. I was fortunate at that the culture was also really great. The immediate team culture needed to shift as well, which is part of why Christina came on board, and the company culture is really good.

Alana Mai Mitchell:

I would say on the point on like manager over culture is that when you are someone who is progressive and you're wanting to shape the culture for the better, you're going to find cultures that need a little attention or need a little work or things that aren't quite as performing as well as they are. With the sales perspective, opportunity plus. If you go to a culture and everything's amazing, you're sure you can make it a little bit more amazing. Really, when you have the support of your manager, who's, you see these initiatives and they're going to say, "Okay, go for it. I've got this GM forum coming up that you can present at, or let's find your sponsor. Let's find your mentor." That the two of you working as a team can be at the forefront of the new culture, which impacts the rest of the culture.

Sean Blake:

Interesting. I don't know if I've ever been in a culture that's perfect and overachieving and too good, but absolutely you can get too comfortable and complacent in roles and you can almost just be a little bit shy from putting your hand up for those opportunities. Do you think there's many cultures out there that are too good? How do you assess the quality of a culture before you accept the role and start working in that team?

Alana Mai Mitchell:

Oh, good question. I always asked, what's the vision and how does it relate to this role? I want to hear it from the hiring manager before I join a company. What I'm looking for is I'm asking that question to multiple people. I'm looking for a congruence, about the hiring manager sees a similar story as to what their peer, who's maybe interviewing in the second interview or their leader in the third interview. I'm looking for those things to match up, because that's telling me there's consistency. It's just, I'm getting the same story. That they're also communicating well. That would be a sign to me. Yeah, that's about what I do.

Sean Blake:

That's good. Good tip. Alana, you have a quote on your website, which talks about your mental health journey. It says, "I have totally recovered from five mental health breakdowns across six years, where doctors once talk would me, I would be homeless." That sounds like a lot of hardship and a lot of sweat and tears and pain over many years. Do you want to walk us through a little bit of that journey and what you've learned about yourself through those experiences?

Alana Mai Mitchell:

Oh, yeah. Thanks for pulling that out from the site, Sean. In 2013, I started to notice that things weren't right. I wasn't feeling myself. I sought help from a counselor, career counselor. Because I thought, "Is it my career?" I said, "Am I not in the right job?" I spoke to a psychiatrist and a psychologist and they did a little bit of an investigation, but no one really got to what was going on. Then I made some quick decisions in my career, which I look back on and I think, "Wow, I really was in the throes of it and not thinking clearly at all when I made those choices." I found myself, about November 2014, in between roles. As someone who was previously really ambitious, like high-achiever, chronic high-achiever without having a role and a career prospect at the moment back then was a big deal.

Alana Mai Mitchell:

I had what was called a psychotic episode. Essentially, that was like me, believing deluded thoughts and not having a really strong grip on reality, having some story going on in my head that wasn't true at all. It ended up because I was taken by ambulance to hospital. Then still at that point, people didn't really know what was going on. I was a in mental health ward and came out from that, started on medication, which improved things. I thought, and this is part of why I had the multiple psychotic episodes, is that I thought that the stress of being in between jobs or stressful situations at work, I thought they were the triggers for the psychotic episodes.

Alana Mai Mitchell:

I would take the medication for a while, get better temporarily, think everything was normal, stop the medication. Then six months later I would have another breakdown. Then that happened over six years and I realized towards the fifth and final, so that was when I was running a coaching business that had a few clients at the start and then we didn't have any clients at all. I essentially ran out of money and got into debt. Then when the doctor learned about my financial situation, he said, "You're going to be homeless." I was so offended. I was like, "How dare you." I was like, "No, I will not. I will not." I look back now and I'm so thankful for him sharing that with me, because he provided me with a choice. Something to push against and choose another way. He activated my will, from me going from being offended to being thankful, where I'm at today.

Alana Mai Mitchell:

I charted my way out of that. Now, I have well-managed schizophrenia and I take medication. I'll be taking medication for the rest of my life. It's part of who I am. I don't experience like, some people have a lot of appreciation for, because I know that they're in their mental health journey. It's not all smooth sailing, even after they have an answer of a diagnosis. It still can be challenging in there's up days and down days. For me, I'm consistent. It's been now coming up to four years since the doctor and I had that conversation in the hospital. Life is just incredible since then.

Sean Blake:

That's great. I'm so happy to hear that. Thank you for sharing your story with our audience. I think it's really important, isn't it? To be vulnerable and to share the truth about things that have happened in the past. Do you think that there's something that we can learn? With the people that you work with now, do you have a clearer understanding or are you looking for signs of people in your life who might be struggling with some of the similar issues and what can we do as people in our own communities and working with teams to look out for each other and to better support each other with some of these mental health issues front of mind so that we can be more supportive?

Alana Mai Mitchell:

I always listen for and check in with how the team is doing and it's not just, you ask how are you, and you're listening for more than what they say. If they say they're good, how are they saying it? We had that conversation before about the remote working and it's different. To come to the, are you okay, and we have the, are you okay days. Someone asked me in the office where we were actually working together. They're like, "Are you okay, Alana?" I couldn't answer her. It's not always as simple as getting a no, sometimes it's, you don't get a response. Then the alarm does go off. I really think taking in all the points of interaction that you have with someone and aligning to, is that consistent with how do they were, is there something different, check in with them, how is it going? If you're having a conversation, great. If they're sharing with you, even better.

Alana Mai Mitchell:

If they're not, you can always just check in with yourself and being like, "Is it something you need?" As to, why are they not sharing or is that something that's going on with them as well? The other piece I wanted to tie it, bring it back to the Agile leadership piece and from the conference that Agile Australia that we were at. I really see that building trust with teams is so key. We're in this remote working environment or hybrid working environment, depending on what office you're in. It really is important to build trust with your team. One of the quickest ways you can do that is by sharing vulnerably with what you have to share. I don't mean going for exposure and putting yourself in vulnerable situations where you are uncomfortable with what you share.

Alana Mai Mitchell:

It's disclosure, so it's something that you're 100% comfortable within yourself, and you've accepted it within yourself and you share that with your team in openness. When you do that, you see that your team also, they hear it and they mirror it as well. You go first and they share. The mental health example, I shared that on LinkedIn. I've shared it in situations with my team. Then I've been invited to talks and I've had people approach me. It really builds without having to go through a lot of, I ask this thing of this person, do they deliver it above and beyond expectations when I ask for it? How many times do you need to go through that process before you trust someone versus you, coming out and creating an environment of trust through of vulnerability? I do caveat that it's like not oversharing, it's sharing what you're comfortable with at that point in time, and that might change as you go on.

Sean Blake:

Interesting. Does this apply to leaders as well? I know that you've spoken about being a generous leader in the past, and that reminds me of servant leadership, which is another kind of Agile phrase that you hear come up quite a lot. This idea of going first, disclosing what you're comfortable with to your team, even as a leader, showing vulnerability is really important. I know in my experience, if you can share some of the honest and harsh realities of what it's like to be in your position, then your team are more empathetic with the challenges that you have.

Sean Blake:

Because a lot of people assume that when you are in a position of leadership and responsibility, then things are easier because you can just delegate or you've got budget to solve some of these problems, but it's not actually the reality of it. The reality of it is you struggle with things just like anyone else. By sharing and disclosing things with people at all levels of the organization, then that helps to build empathy and a bit more care and support no matter what level you're at. Are there other things or habits or qualities of a generous leader or a servant leader that you've seen or that you try and model or encourage?

Alana Mai Mitchell:

The big one that stands out for me is authenticity. Really knowing yourself, knowing what your leadership style is, knowing what your challenges are, what your strengths are, what you're working on and being authentic about that. When you feel something, sharing what you feel, not having to feel like you need to say it a different way or sugarcoat it, being able to speak your mind in a way that's direct and compassionate. We're not going for like arrogance, and we're not going for wishy washy. We're going for direct and compassionate, then share what's in your heart, so authenticity. Those are the leaders that you, I'm so glad you brought up empathy because when you're vulnerable, empathetic, and authentic, those are the leaders that really stand out for you and me.

Sean Blake:

That's great advice. Authenticity, direct communication, build empathy. All right, thanks for sharing that.

Alana Mai Mitchell:

You're welcome.

Sean Blake:

Alana, how did you decide that you wanted to write a book about some of your experiences and can you tell us about how your book, Being Brave, has changed your life and how you think about sharing your story?

Alana Mai Mitchell:

I naturally have a lot of things going on. I love projects. I love it, that's why I'm in projects. Because I love setting a goal and reaching it. The company I was working at had done a number of workshops and I got to a point where I didn't have as many activities going on. I was like, "Oh, that's really interesting. I don't have as much stuff going on." This was just at the start of the pandemic in 2020. A friend, a really dear friend of mine said, "Try meditation. Try meditation daily." I meditated each day and I had been surrounded, my network is very much of a coaching network. I know a lot of coaches and they had written their own books as well. I was on the radar and I was meditating and I got the idea to write a personal memoir about my story.

Alana Mai Mitchell:

It's really interesting that even in through that process of doing a lot of personal development work and going through the process of writing the story, there were still some things in that, that I wasn't quite comfortable owning yet. It's been, since I wrote the book that I've accepted that. In a book, if people read it, I talk about psychotic episodes. I don't talk about schizophrenia because it was all later when I was asked to do a media thing about schizophrenia, that I was like, "Okay, yep. Time to own that." I feel like the book at a point in time had me accept all that had happened with unconditional love and then to still, modeling that piece of going for disclosure and not exposure. Still, I had my fragility on what I wasn't ready to disclose yet. Since then, that had progressed further.

Sean Blake:

That's awesome. That therapy you're sitting down to write the story actually helped flesh out the story itself and you came to terms with some of those things that happened. What has been the reception to the book?

Alana Mai Mitchell:

Most people, when they pick up the book, it's a short book, so some people even call it a booklet, because it's 11,000 words. It's short. They say, "Wow, I read that in an hour and a half, in one sitting. I couldn't put it down." someone had said, "It's the story of the famous rising from the ashes." They can take a lot of inspiration from it. The point of the book and a lot of what we're talking about vulnerability is going first as the leader. You set an example that others can follow in, so that will flow into their lives as well. The book is set out with a story and a few questions at the end that people can go through for their own insight.

Sean Blake:

Great, awesome. Alana, is there anything else you'd like to share with our audience before we start wrapping up the episode today?

Alana Mai Mitchell:

I did, because I know this is about Agile more so, and that's a really important topic to your audience. I did write and have a think about after that conference we went to, Agile Australia, about what is beyond the Spotify model? Because the Spotify model is very, word is spoken about it at the moment with the crews and the tribes and squads of course, and the chapter lead models and all that they have, which I'm sure everyone tuned in would be really familiar with. I started to think about, what are the things that are relevant beyond the Spotify model? What's next? If your organization is at a point where you've already at your job at some of that, and you're looking for what's next. I did write an article about that. It's on LinkedIn, and I'll give it to you. If you want to, you can put it in the show notes.

Sean Blake:

That's awesome. We will definitely do that. Where can people go to find out more about you? Where can they buy your book or visit your website?

Alana Mai Mitchell:

My site is www.alanamaimitchell.com. On there is more about my story. There's a few things about coaching, which may be relevant. I'm not coaching at the moment, I'm more focused on my career in financial services. Then the book is on Amazon and it's in English and also in Spanish. There's the audio book and also the print book and the eBook.

Sean Blake:

Awesome. Well, Alana, thanks for disclosing what you've disclosed today and sharing your story with us. I've learned a lot about your experiences, and I've got a lot to think about, to reflect on, how to be a more generous leader. Thanks for spending time with us and being part of the Easy Agile Podcast.

Alana Mai Mitchell:

You're so welcome. Thanks for having me on the show, Sean.

Sean Blake:

Thanks, Alana.