When the North Wind blows, with him isn’t Mary Poppins. Instead, it’s the Cold Chill that rattles our bones and chatters our teeth. The kind of cold that turns people into human dumplings, wrapped in sweaters, scarves and mittens.

What better way then to warm the cockles of one’s heart than going to a winter festival. I am of course referring to last weekend’s Death Festival held at the ever creative and vibrant Southbank Centre along the River Thames in London.

Believe me, it was no ordinary festival.

A Festival for the Living

“What a strange idea!” I hear you gasp and I would agree. After all, Death is one of the biggest taboo’s in this country, according to the Death experts. In my case, Curiosity got the better of Fear. When I eventually subdued my 3Ms of “morbid, moody and morose” and instead envision “magnify, materialise and make-believe”, I managed to keep an open mind for long enough to 1) buy a ticket and 2) go to a few gigs.

Upon arrival, I’m greeted by an exhibition called “Boxed”, a display of beautifully crafted coffins that would make the Dead proud. That’s not all. There’s a whole host of activities such as “Coffin Morning” (a pun on coffee morning), “Death Cafe-Salon” where we are invited to eat a piece of cake while discussing all things Death-related, “Desert Island Discs” where people share the music they would like played on that special day. And O! so much more.

Festival Director, Jude Kelly, and associate artist, Lemn Sissay, describe the festival as, “the only event that truly links anyone and everyone who will ever visit Southbank Centre”. A classic example of “never have truer words been spoken”.

Whose life is it anyway?

As I sit through talks and discuss Death with strangers, the icicles in my head placed there by the Cold Chill begin to melt.

Death Bites

(What follows are quotes I collected from the day.)

Be Prepared – A good funeral doesn’t give a damn what people think about it. If you want a good funeral, you have to plan backwards, beginning with where you want to be when you’re gone.

Finding Solace in the Secular – What does Contemporary Death mean and how do we want to take control of the decisions of a secular funeral?

Enduring Death – Longevity of life makes death harder to think about; what used to take days now takes weeks or months. You will experience loss, fear, grief, anxiety or exasperation. Take turns supporting one another.

Fear Less – Grief is a personal experience. Funerals amplify your preferred natural state. A good life leads to a good death. Perhaps if we didn’t think that we would go to different places, one better than the other, we would be less afraid?

Circle of Life – Funerals are for the living. You have to experience Death to experience Life. To talk of death is to be most alive. Life, Love and Death is a cycle of rejuvenation.

Time for Celebration – Death leads to new discoveries. It’s possible to turn a funeral into a celebratory event. Such events are a catalyst for life. Create a celebration, one that creates a space for all feelings.

Beyond Goodbye

One of the most moving talks I heard was about the funeral organised by Jimmy Edmonds and Jane Harris. They have become known as the people who made a video of their son’s funeral in order to come to terms with his sudden death and celebrate his life. Jane talked about many things, including how she got to know Josh better during and after the funeral through hearing the stories told by his friends. All this because the family chose to share their son’s death with his friends.

Hanging on for Dear Life

As I leave the festival, I recall a curious fact I learned not so long ago. Death is the favourite topic among Buddhists. And the warmth I feel in my heart is exactly as Jimmy and Jane described in their experiences of coming to terms with their son’s death. Instead of “Goodbye”, we might try “See you later, alligator” or even “In a while, crocodile” and, in saying so, come to know our loved ones better forevermore.

An Encounter to Remember

Alain de Botton and I first met when I was 19 years old, between the covers of his first book, Essays in Love. Back in those days, we were both preoccupied with love. Between us, we would desperately try to define it, conjure it and acquire it. We would spend most of our time thinking about love, the only difference being he would write about it and I would read about it.

Ageing Curiosity

As time passed, we both grew up but we never grew apart. It seems that our mutual interests merely evolved with time. We continued to analyse the nuts and bolts of the body, mind and spirit of life, ranging from how Proust can change one’s life to the art of travel. As he continued to write, I would continue to read, nibbling on madeleines and sipping tea while dreaming of far off places.

Friends Re-united

Eventually our writer-reader relationship got buried by the sands of time until last Sunday. Imagine my surprise when we met up again, this time on ted.com, both in search of the missing pieces in secular life.

In search of Morality, Guidance and Consolation

I’m of course talking about what Alain refers to as Atheism 2.0, a flavour of atheism that takes the bits and pieces of religion (such as singing Christmas carols and visiting churches) that we enjoy to make our existence more complete, from daring to ask questions about life’s bigger mysteries (life’s purpose, death and disappointment) to creating connections (building communities and developing an attitude of service towards others).

I urge you to listen Alain’s Ted talk here. It really made me think.

Making Vital Things Matter More

As you stand by the water cooler today, looking out the window, ask yourself these three vital questions: Why am I here? How can I make things better? How can I make what we do together matter more?

And if you’re feeling courageous or simply playful, try asking these questions out loud and see where the conversation takes you, for it is in the search for answers that we find responses through our questionings.

And who knows? You may discover a pot of goodies at the end of the rainbow or tumble down a rabbit hole and have a tea party!

Dear Reader, my apologies for not writing sooner. The fact is, I’ve gone into hibernation mode. Caught in a week-day routine of getting up before dark and returning home in the dark is enough to send anyone to sleep.

And yet, this winter is not unlike all the other decades of winters that have gone before. Wintry weather has always had a way of getting under your skin and into your head if you let it. No wonder winter feels like a thousand days of dark and cold.

The problem is, it’s not even mid-January yet. So the real question is, what are we going to do about it?

“M is for…”

We can choose to make M stand for Moody, Morbid and Morose. Just as I was starting to wonder why Misery was getting to me, a friend casually explains that it’s because the moodiest day of the year is just around the corner. It’s scheduled for Monday, 23 January, with a preliminary spell of dreariness predicted on Monday, 16 January.

“Beware of Blue Monday!”

It turns out this terrible day has a name. Our modern day soothsayers (I’m referring to bloggers and feature writers) refer to it as “Blue Monday“. Discovering the existence of so curious a phenomenon snaps me out of my hibernation mode as I find myself leaping into CSI (Crime Scene Investigation) mode.

As I do my research, I find myself slipping between feeling bemused and amused by so strange an idea of “the most miserable day of the year”. Meanwhile, a quiet resolve forms in my mind to politely refuse to succumb to something that resembles nothing more than superstition.

“I have a dream…”

So I decide to make use of “Blue Monday”. This time, it’s personal. I plan to use it as a test of my personal agility. A test of my focus and will. A test of my play potential. With a little help from my friends, of course.

On this special day, I shall round up my Play Brigade and we shall make the most of what we have. Instead of succumbing to the notion of predestination, we shall assert free will. We will tell jokes, eat candy and play. There will be laughter and groans (unless I magically get my standup act together in time). There will be music and may be even dancing. And balloons. Yes, lots of balloons.

“M is for…”

We can choose to make M stand for anything our hearts desire. For me, M stands for Materialise, Magnify and Make-Believe. It’s no coincidence that these action words often lead to my most successful work as a coach and friend.

The days of “no news is good news” are long gone. Knowing that something as terrible as Blue Monday is just around the corner gives us time to prepare. And it makes us choose. A choice between sleepwalking through 2012 or making it a song and dance for life.

What do want “M” to mean to you?

Remembering 2011

One of the highlights has to be my Agile Pilgrimage with Carsten Ruseng and Henrik Kniberg to Snowbird, Utah on 12 August. Snowbird has a special place in my heart because it’s where only ten years ago, a bunch of enthusiasts got together to create the Agile Manifesto that became the definitive catalyst for the way we develop software and work together as teams today.

“Look what I found in my Agile treasure trove…”

As I looked through my Agile video library collected this year, I came across a video we made during our visit to Snowbird. It’s of Henrik Kniberg sharing his story behind the Agile Manifesto Translation Programme and the impact it’s had in forming new Agile communities.

“It’s nice to see you, to see you, nice!”

The coming together of this group has shaped not just my career, but also my life, in so many ways. People, purpose and play. These three words best describe the impact of Agile on my life as a whole.

Learning about Agile has meant that I’ve met more people than I would have done otherwise and learned something from each of them. Because Agile is a tribe of tribes the diversity that comes from this community is immense and the learning intense!

“Love what you do and do what you love”

If I had to sum up Agile in two words, they’d be “Continuous Improvement”. This passion for improvement has lead to many personal failures, learnings as well as successes. It’s made me realise that it is possible not only to love what you do but take you closer to doing what you truly love. By daring to fail in order to improve, it’s helped strengthen my purpose: to be better than I was yesterday every day and help others do the same if that’s their wish.

“Play once a day to keep the doctor and priest away!”

My Agile adventure started with playing The XP Game back in 2004 and has continued with playing many more games and even creating some of my own. My take on Agile has made play a key tool for tapping into people’s potential as well as increase it with time through shared experiences.

I look forward to meeting more people through more play in 2012! It’ll be nice to see you, to see you, nice!

This Christmas, I’d like to share with you 4 magical gifts you can use right away.

If you wish to get more organised…

… and become more effective and efficient in 2012, you must read and try “Personal Kanban” by Jim Benson and Tonianna Demaria. It’s a light and enjoyable read that shows us why and how important it is to a) visualise our work and b) set work-in-progress limits to achieve the goals we set ourselves. You can practice by applying Personal Kanban to make more of your holidays with friends and family!

If you wish to follow your dreams…

… and dance your dance but are hesitant to do so, let Elizabeth Gilbert, author of “Eat Pray Love” guide you in this beautiful talk on the genius behind art and creativity we all secretly aspire to. Learn to externalise the anguish of creativity and get a little help from your very own daemon (think Dobby, the friendly house elf).

If you wish to help yourself…

… and your tribes live happily after, prepare for the journey of transforming your workplace into a place where you long to belong with “Tribal Leadership” by Dave Logan et al. To learn more about Tribal Leadership in action, check out my interactive workshop based on the model. Like Dave says, “Birds fly, fish school and people tribe.” Go forth and tribe – why not try out the model with your friends and family?

My special wish this Christmas is…

… for all of us to have a safe, playful and fun-filled holiday. What better time to play then during the festive season? Make a gingerbread house, build a snowman, play Lego’s latest invention “Creationary“. Practice playmaking to magick any chore (such as large amounts of washing-up) into fun and games!

Merry Christmas and a very Happy New Year!

My First Job

Working with graduates reminds me of my early working years. Many years ago, after a series of interviews, I landed myself a job working in online publishing.

Every day, I would go to work in a building shaped like a magnificent ship. Where the CTO would ride around the office on his Muji bike. Where in the kitchen were Smeg fridges filled with an infinite supply of still and sparkling bottled water. Where there was a Playstation and a pinball machine and we were encouraged to play. (”It helps to get the creative juices flowing don’t you know?” the designers would say.)

What’s more, on the top floor of the building was a bar-restaurant that bore an uncanny resemblance to the one in Ally McBeal. Those were the days during the dot.com boom.

The Way of One World

During this time, I learned a lot. That most of the “real business” got done down the pub over a beer. That if you wanted to succeed, you needed to work for a “big boss”. That some people went to work to do a good job while others did the minimum yet expected to get paid more.

Those were the days when managers would educate graduates like myself. The most memorable lesson was one from a recently- hired manager. He’d been with the company for less than 2 weeks.

“Portia,” he said. “If you want to get on in this world… The moment you get a new job is when you start looking for another!” This comment would be followed by raucous laughter from some of the crowd.

I didn’t know what to think when I heard both the advice and the laughter. My mind crowded itself with questions. How can you learn and improve if you’re constantly on the lookout for something better before you’ve acquired and developed your skills? As a manager, how much can you possibly care about the people and why would you help them grow if your mind is already somewhere else? Most important of all, how can you build something that lasts and why do it if you don’t expect to be here tomorrow?

Uneasy questions demand game-changing answers

It’s taken me a long time to reconcile my thinking and actions with the lessons I learned back then and continue to learn everyday about how organisations work.

Instead of accepting the status quo and playing the same game day in day out, recognise that we each of us have the power to change the game.

Instead of leaving behind any old legacy, let us create “inheritance” – something of value for those who come after us, an organisation that is at once prosperous and adds value to the world in which we live.

Instead of “doing deals” down the pub, let us reward people based on meritocracy – based on their performance at work; how much value they add and the amount of personal potential realised.

Instead of teetering on a knife edge performing an unsustainable balancing act of work and life, let us figure out what’s really important to us so that we can unite the two instead.

Last, but not least, instead of being caught up in the tide of commoditisation of everything we have and everything we are, let us figure us what’s for sale and what is not. Because once we realise what we have that even money cannot buy, we discover what it takes to change the game.

Christmas has come early for me this year. I know this because I’m carrying holiday weight two weeks in advance of the big day itself. That’s when I decide to step up my visits to the gym and reduce my daily intake of “Christmas-in-a-cup“.

What’s Bodypump?

For those of you unfamiliar with Bodypump, Bodypump is weight-training en masse to pop music. In the early days, mainly only women went (something to do with it being perceived as “aerobics with weights”). Nowadays it attracts both men and women because it’s up to you how many weight plates you want to stack onto your bar. What you get out is what you put on.

Each class is made up of the usual sequence of warmup, followed by squats, then upper body training (biceps and triceps), followed by either lunges or more targeted training and finally always finishing with abs work. How good you are at crunches (and its variations) is a fair indication of how squishy/toned you really are. What they call your “core strength”.

Physical and Mental Training

Now imagine you’ve just signed up for a Bodypump class. The warmup’s gone fairly well and you’re not yet out of breath. You feel “warmed up”. Suddenly, from out of nowhere comes a steady stream of existential questions.

Booming Voice: “Why are you here?”

Voice-in-own-head: “That’s a very good question. To work out I guess. I’ve put on a bit of holiday weight and I’m hoping to work it off before the holiday binge.”

Moments later, displeased with the class’s progress or the answer, the Booming Voice poses a different question during the toughest of squat tracks.

Booming Voice: “What are you waiting for?”

Voice-in-own-head: “Another great question. It’s not an uncommon question I ask myself. I’m trying to give it my all, honest I am.”

Then a longer period of silence, leaving one more time to reflect on one’s previous answers to such wide-reaching questions confined to so stuffy and small a training room.

Finally, we get to core strength and we do the plank followed by side plank with rotations, same number of agonising reps on both sides. You have to try it to appreciate how tough it really is.

Booming Voice: “We won’t be here for long.”

Voice-in-my-own-head: “Best make the most of my time here then.”

And as the class wraps up with a cool-down, the Booming Voice leaves us with one final thought.

Booming Voice: “Well done. Good job. See you next Tuesday.”

Being a Work-in-Progress

Moments afterwards, as I get ready to return to work, I wonder how often we get asked such profound questions that truly shape our lives. And it is in searching for the answers that transforms us from who we dream of being to who we ultimately become.

Isn’t it time we all have more fun at work?

If your answer is “Yes!” then join us at the home of my new blog “Playmaking – Transforming Work Through Play“. Looking forward to seeing you there!

A Hundred Years of Solitude

For as long as I can remember, I’ve always yearned to find a place where would I truly belong. A place where I’d spend most of my waking hours actively participating in what I call the 3 Cs: Communication, Collaboration and Community.

Communication: A place where my finger’s always on the pulse, a place where people say what they mean and mean what they say.

Collaboration: A place where people work together, play together, win together, working towards a common goal.

Community: A place where we care about one another, look out for each other and create opportunities together.

Then one lunchtime, as I peruse the shelves of business books at my local bookstore, I stumble upon a book to help me turn my dream into reality. To create a place where I long to belong at work.

The Power of Tribes

“Tribal Leadership” by Dave Logan, John King and Halee Fischer-Wright is a book based on the ancient concept of tribes. In it, they describe how organisations operate in a 5-stage model based on organisational research from numerous U.S. companies. The book is packed full of practical tips of how to “upgrade” your tribe from its current stage to the next in order to create an organisation that doesn’t merely survive, but thrives.

According to Dave and his co-authors, a tribe consists of a group of between 20 – 150 people who would stop and greet each other when their paths crossed. A small tribe (the equivalent to a small organisation) is between 20 – 50 people large, whereas a large tribe (a larger organisation) is between 50 – 150 people. The concept of “tribe” scales in that a large organisation is made up of a tribe of tribes. And what do all tribes in a single organisation have in common? Organisational culture, of course.

What Dave’s research tells us

The supporting research of Tribal Leadership is based on workplaces in America.

Stage 1: A person at Stage 1 is usually alienated by the world of them. Around 2% of professionals are at this stage. People at Stage 1 take shotguns to work. Tribes at Stage 1 are reminiscent of prisons in culture.

Stage 2: A person at Stage 2 is constantly complaining, wondering “Why me?” Dave refers to this stage as the “ghetto of corporate despair. Around 25% of workplaces operate at this stage. According to the model, Dilbert is at Stage 2.

Stage 3: A person at Stage 3 is all about “Me! Me! Me!”. Knowledge is power and they hoard it and keep it for themselves. A whopping 49% of workplaces are at Stage 3.

Stage 4: Individuals and tribes are value-driven at Stage 3. Around 22% of workplaces make up Stage 4. Interesting fact: people at Stage 4 require a common enemy against whom the tribe focuses in order to be better. Reminds me of classic James Bond movies where Bond needs baddies in order to be a goodie.

Stage 5: A person at Stage 5 “makes history”. People at Stage 5 take full responsibility for their words and actions. They are driven by leadership, vision and inspiration. Around 2% of workplaces make up Stage 5. Graduates begin at Stage 5 and usually regress to lower stages.

Tribal Leadership session at XP Days Benelux

For those who know me, one of my favourite hobbies is turning theory into experiential learning to help bring the theory alive and that’s exactly what I’m trying to do with Tribal Leadership at XP Days Benelux last week.

What Dave says about the session

Dave has seen the presentation and says, “Amazing work! Would you be open to our posting this on our website? It’s really outstanding!” Having seen the pictures from the session at XP Days, Dave adds, “This is really fun! Love the pictures. Looks like you get people really involved.”

I hope you have as much fun looking through the presentation as I did in building it with help from my tribe!

Where can I find out more about Tribal Leadership?

Sticks and Stones

Some days I feel old. I think about all the hip things the youngsters are getting into these days. Wonder if I should buy myself an iPhone and get into the whole apps-on-phone rave, replace my beloved paperbacks with Kindle versions, accept invitations from strangers on LinkedIn requesting to connect as “friends”.

That’s when I decide to take an alternative route to work. As I go past a familiar row of shops, ABBA strikes up and the music jolts me out of my reverie. Because I’m taken by surprise, I pay attention to the lyrics for the first time. “You can dance, you can jive, having the time of your life“. Sounds like wise words to me. (Go on, you know you want to play it loud and play it proud!)

The cheery tune transports me back to my first visit to Sweden a couple of weeks ago for Oredev when I rediscovered an old friend, full of colour, sound and good humour. I’m referring to ABBA of course. And all this reminds me of a niggling notion I’ve been carrying in my head for sometime and it is this: the feeling of Agile.

The Feeling of Agile

Agile to me is a catalyst for personal and organisational change, so if you practice Agile on a daily basis, then you’re bound to feel silly or foolish at least once a day. Just as 5 – 10 minutes of play a day can keep the doctor and priest away, feeling silly is a sure sign you’re out of your comfort zone. And being out of your comfort zone demands courage. It can also lead to learning and personal growth.

The meaning of silly depends on you. Why stand up in front of an entire open plan office for a 15-minute standup meeting? Why try to improve when no one else seems to care? Why invite a new team member you barely know out for lunch?

Silly Me

I reflect on yesterday and scan for signs of silly, like a first aider fingering a wrist for a pulse. Much to my relief, I remember brainstorming ice breakers for a team building session with a fellow playmaker, among other silly episodes.

“What do you recommend?” she asks. To which I reply, “What’s the goal of the session? And the success criteria?” Once these are clear, the real fun begins. “There’s “Mad, Sad, Glad” which helps ground the team by looking back at how far they’ve come and where they are now,” I say, trying to come up with a range of options.

“Then there’s “The Profile Card Exercise” (which always contains surprises like “I love the Queen and I hate mushrooms”). And my all time favourite “The Superhero” – if you were a superhero who would you be? What kind of super power would you have?” This final suggestion gets an involuntary chuckle from my colleagues who overhear the conversation.

It’s true what they say, “you’re only as old you feel”. And I’d emphasise “as young as you want to be”. Silly is the pink flamingo in your drink. Or the cricket in your pocket. Do you dare to feel silly?

It’s that time of year again, Christmas is just around the corner, people are talking about the possibility of snow on Christmas Day and, of course, it’s almost time for XP Days Benelux, the friendliest and most fun Agile conference I know.

I’ll be presenting a brand new session about Tribal Leadership based on the book by Dave Logan, John King and Halee Fisher-Wright. I’ve had great fun experimenting with the theory, so I hope you’ll enjoy it!

Tribal Leadership – Create the place where you long to belong

Do you hope that one day all the office politics will be replaced by a common and worthwhile cause? Do you wish you could be part of a winning team? Do you dream of working in a place where you belong?

Every organisation is made up of tribes, naturally occurring groups of between 20 – 150 people. And even though each tribe is different they have one thing in common: organisational culture.

Join me to learn about Tribal Leadership, a practical model for leveraging natural groups to create organisations that thrive. Learn how you can help transform your work experience into what you want it to be by focusing on language and behaviour within a culture.

You’ll get the chance to identify the stage you and your tribe are in and the next stage you want to move towards. Working in pairs, triads and as a whole group, you’ll leave the session with a roadmap of your own to take your tribe towards “Innocent Wonderment”.

Find out more about the session here.

Looking forward to the fun and games at XP Days Benelux and all the invaluable learning and sharing!

A glimpse of my personal play history

When I look back at my working life to date, there’s a moment that stands out from all the rest.

It’s 2002. I’d been working for several years and had come to terms with what most people would describe as your typical “working life”. I worked hard and always tried to do my best. Sometimes that was good enough, at other times, it wasn’t. Then one day, as I sit in my dentist’s waiting room, I pick up a glossy magazine because my appointment was running late. An article about work catches my eye.

Against a backdrop of glamorous smiles and beautifully coiffed heads, a journalist told me that “We spend more than 75% of our waking hours doing work and work-related activities.” As though that were not sufficiently terrifying, she went on to say, “The average working person will spend more time in their entire lifetime with their colleagues than their loved ones.”

Quick as a flash, a quiet resolve forms in my mind. Life’s too short to spend it on doing what you don’t enjoy with people who’s company you don’t care for.

Ever since then, that’s been one of my guiding principles on how I choose to do my work. It was difficult at first but I found that with practice I could create opportunities for myself and others to do more meaningful work that I’ve come to describe as “Playmaking“.

Where next?

If you want to find out more about Transformative Play and get ideas on how to satisfy your recommended daily amount of play at work, join me at Oredev on 9 November in Sweden where I’ll be presenting on “The Power of Play – Making Good Teams Great“.

In addition to the latest research behind the power of play, there’ll be lots of storytelling including:

• The Sorry Story of the Sea Squirt
• The Hunger Games – How play can help hunger at bay
• What happens when a very hungry polar bear meets a husky?

I hope to see you there!

Emergency Self-Rescue

Are you having a thrisis? How do you know if you’ve got it? And if you are suffering from a thrisis, what can you do about it?

I recently came across the term “thrisis” and it’s been playing on my mind ever since. A thrisis is a mid-life crisis in your thirties. Given my birthday last month, I’m certainly susceptible. In fact, I think I may have contracted it some years ago but didn’t know what to call it.  The Florence Nightingale in me tells me I should get it seen to ASAP.

An open mind seeks possibilities

Now that I know there may be an issue, I sign up for a seminar on “Happiness” by Charlie Morley, all the while telling myself to keep an open mind. In doing so, I discover I’m an “optimistic sceptic”.

According to Charlie’s research on Happiness, Happiness is “a fundamental friendliness towards life”, otherwise known as “unconditional friendliness”.

To be happy, Charlie says we need to differentiate between what we can change and what’s outside of our control. The reality is, most of what exists outside of us is full of uncertainty and uncontrollable. Trying to control the uncontrollable is like trying to swallow the sun. The only thing for certain is that it’s sure to give you more than a sore throat.

Instead, look around you and observe what’s going on. By observe, Charlie means to simply acknowledge what’s happening, without judgment. This allows us to make friends with our mind and, by doing so, increase our awareness of what is and what isn’t. When we are able to acknowledge what has come to pass with unconditional friendliness, we give ourselves the chance to change the way we see the world.

The 3 Paradoxes

Charlie identifies 3 paradoxes towards happiness:

1. Help others to help yourself. This is also known as “selfish selflessness”. It’s WIN-WIN even though it’s not altruistic.
2. Thinking more about death is good for you. “It’ll shake you up to wake you up,” says Charlie. Pop quiz: what do buddhists talk about most when they get together? Death, according to Charlie.
3. Happiness is a habit. It takes a lot of practice. The first step is to “accept” your unhappiness. By doing so, you acknowledge where you are and that allows you to move forward.

Pause for Thought

Come to think of it, thrisis is unlikely to be only an age-related condition. In fact, this condition might be part of what many of us experience day-to-day but don’t call out by name. The French call it “ennui” and I’m sure other cultures have a name for it, too.

My one consolation, the Agile principle of “Fail early, fail fast”. The quicker I discover there’s something wrong, the quicker I can begin to address it and the more time I have in sorting it out which should increase my chances of getting it sorted. Call it “Optimist’s Logic”. What’s more, my spidey sense tells me there’s an adventure in all this, so things can’t be all that bad.

How can you express unconditional friendliness right now? And tomorrow?

From Journeyman to Master

It’s been a while since I last coded, so I jumped at the opportunity when I heard about an Object-Oriented kata run by Sandro Mancuso, the man who started the London Software Craftsmanship Community. Sandro and I’ve exchanged a handful of contemplations about the Software Craftsmanship Manifesto recently, so I was really glad to experience it firsthand last week.

According to Sandro, the thing a craftsman strives to achieve is “Perfect Code”. If that’s at one end of the spectrum, what’s at the other? The code we write at work, our Daily Code. And what’s in-between? The space in-between, says Sandro, “represents how much we suck”. I laugh out loud. This remark warms my heart and tickles my funny bone. I like to think of it as “my room for improvement”. Either way, the gap exists and we can all do something about it. It turns out that something is called “Perfect Practice”.

What does “perfect” mean?

To me, “perfect” is an aspiration. It’s elusive by design. It’s an aspiration because we’re always to make things as great as they can be. It’s elusive because something can always be improved. The pursuit of perfection is striving to always be better. That makes “perfect” a moving target which is why it requires lifelong learning. It’s about being a lifelong apprentice.

Perfect Code requires Perfect Practice

When we’re at work, we’re faced with a whole bunch of challenges. Tight deadlines, peer pressure, insufficient skills, knowledge and/or experience, to name but a few. So what do we do? We make compromises, also known as hacks, false trade-offs, driven by short-term thinking.

Instead of trying to write perfect code during work hours from the outset, Sandro suggests we strive for Perfect Practice. In our own time, on our own terms. Why? Because this creates the headspace we need to learn how to do our job better. To close the gap, we need different conditions from those associated with pure “delivery mode”. The army calls it “Train hard, fight easy.” Software crafts people call it “Perfect Practice”.

“The longest journey begins with a single step…”

Sandro gets us to work in pairs, doing Test-Driven Development to develop a banking application with basic functionality such as making deposits and withdrawals. He repeatedly reminds us that the goal of the exercise is to learn and not, as we might immediately assume, to be the pair to finish first or complete it in its entirety.

“It doesn’t matter how far you get in the exercise,” Sandro says. “The goal is ‘Perfect Practice’. Over time, with practice, this becomes second nature. That’s what will enable us to write better code at work.”

Since it’s been a while since I last coded, I give my pair buddy Dan a brief description of my technical skills, knowledge and experience. I explain I was most definitely rusty at best and that I would strive to be better. As a sign of trust, he plugs in the second keyboard and mouse and we’re good to go.

The Art of Perfect Practice

The rest is “Perfect Practice”. Instead of rushing around like a pair of headless chickens, we took our time to think and talk things through, from the approach we would take (Domain-Driven Design) down to the specifics (Ubiquitous Language, Design Patterns and the careful naming of each variable and method).

The result? Well-crafted code that is easy to understand and maintain. Every decision was conscious and considered. What else? A sense of immense satisfaction. It tasted of euphoria because it brought back memories of all those times when we took care to do a good job. And the many possibilities for improvement. I could hear my heart sing.

And as I looked around the room, filled with 15 smiling faces and furrowed brows, all signs of minds deep in thought and conversation, I have proof. Proof that there are others out there who care about their craft. People who care so deeply that they invest their own time in Perfect Practice.

To think of many things

The kata reminded me of many things. That everything we produce tells us a lot about who we are. That programming is poetry, a transmutation of ideas into words. That it takes 10,000 hours to get really good at what we do. That Perfect Practice can be part of what we do and how we live. Every day.

How will you feed your need for Perfect Practice today?

Ask for help

One of the things that Agile has taught me is this: “When in doubt, ask for help“. So when it comes to gardening, who better to seek help from than seasoned experts with a passion and an excellent track record for helping people grow? I know as a green gardener I’m going to need as much nurturing as my garden does if we’re to start creating a place of beauty and keep it growing.

Where to go for help

Colleagues, friends and family. We’re surrounded by people who have the credentials and who are willing to help. By simply asking around for help, you’ll uncover an abundance of people ready to share their advice and ideas. The key is to find people who care about their craft and has genuine experience with some knowledge and skills to boot.

In my experience, the kind of experts you want on your project behave like ambassadors, people who are willing to share their stories in a respectful way. They won’t tell you what to do. Instead, they’ll share with you what they did, the good, the bad and the ugly. And their lessons learned. And how they’re no expert. That they’re still learning. They’ll usually quickly let you know how much experience they really have so that you both understand where each of you is coming from.

Working together to get started

Next, you’ll move forward together where you clarify your goals and together come up with real options for next steps. The secret when working with experts and consultants is to consult them. You’re under no obligation to take up their advice, but you’d be wise to listen. And if you find yourself strongly disagreeing with one expert, ask someone else for help and see what they come up with. Then, if after speaking to a handful of these experts, you find they’re not providing any value (and all saying the same thing), you’d do well to dig deep. Do some personal root cause analysis and figure out why you’re always right and everyone else wrong.

Some things money just can’t buy

The best help I’ve had over the years are from people who stay hands-on and care deeply about what they do. They take time to understand the situation and your goals before making suggestions. Most important of all, they’ve learned to see the big picture even if we’re stood in a field of weeds.

Green Fingers

I’m green to gardening. I took up gardening recently and have been pleasantly surprised by how a spot of rooting around in dirt can refresh the mind and provide a different perspective on things.

My 3Ps of Gardening

“P” is for Patience. How long does it take for a seed to turn into an oak tree? Depending on your perspective, quite a while or not long at all. One thing’s for sure, it takes time. And no matter how much we try to hurry the seed along, Nature will run its course. Assigning ten gardeners won’t make the seed grow faster. In fact, fussing about with the seed could put it in peril. Better then to provide what the seed needs and give it the time and space to grow. That’s what good gardeners do.

“P” is for Practice. There’s lots to learn when it comes to gardening. Depending on your goals, interests and stamina, it’s a lifelong experience. As my father says, “A garden’s for life. And it needs you.” Given this commitment, it’s natural to want to make repetitive tasks, like weeding, as effective and efficient as possible so you have time to “grow” things. This reminds me of Malcolm Gladwell’s “10,000 hour rule“, that’s the time it takes to get really good at doing something.

“P” is for Pragmatism. Asking someone to create a garden overnight is like asking someone to swallow the sun. It’s physically impossible. Even if you manage to plant everything, the plants still take time to bed down, breathe and fill their space. It takes time for visitors like the birds and the bees to discover the place. It takes time for a garden to come alive. Gardening is about recognising potential. Through the art of the possible, we move forward, sometimes with great leaps forward and mainly with baby steps. Especially if you grow your own and have only the weekends spare.

Going social with gardening

I’ve spent less than 24 hours toiling in my garden and I can already see it’s going to be a lifelong adventure. Most importantly, it’s helped me look at work from a fresh perspective. It’s given me the idea for what I call “Social Gardening”, the concept of applying the principles and practices of gardening to work. One that is filled with challenge, anticipation, and hope. And, of course, fun. Lots of it. Watch this space!

Begin with the end in mind

I still remember the moment when I first heard that Agile 2011 was going to take place in Salt Lake City, Utah. It was during an announcement at the end of Agile 2009.

At the time I wasn’t sure how I’d get there and with whom I’d go, but two things were certain.

Firstly, I thought it would be nice to re-live history by visiting the room where the Agile Manifesto was created 10 years ago. Partly out of curiosity and partly out of respect to the 17 visionary-signatories without whom I probably wouldn’t have a job I love doing and related to IT.

Secondly, I would have to go with a group. After all, Agile is fundamentally about people working together. It would be odd and sad for me to show up and no one to relive the historic moment with.

Almost everything I’ve ever experienced with Agile has been remarkable, so it came as no surprise that our journey to Snowbird was equally serendipitous.

Mission Possible

As soon as I arrived in Salt Lake City, I started polling for interest about a visit up to Snowbird. My mission was clear: to get a bunch of people up to Snowbird to celebrate the manifesto’s 10th birthday. I didn’t do it in a fanatical way. Rather, I offered it as an option.

Some people would smile politely and nod, agreeing that it was a good idea in principle. Others would stare bemused since they felt it unnecessary; we were already at the conference, isn’t that all that mattered? May be for them, but not for me.

Two days into the conference, I only had one other person seriously interested in making the journey – Carsten Ruseng, a friendly Dane, from Systematic.

Over the course of the next couple of days, we tried to create and evaluate options for making the visit possible. We both wanted to make the most of the conference AND we wanted to visit Snowbird. I felt confident that we could achieve the mission if  only we applied Agile and Systems Thinking to the problem.

Information Gathering and Agile Planning

Meanwhile, I needed to find out the exact location of the room. Fortunately, I bumped into Alistair Cockburn during the conference and he gave me precise directions. It’s Lodge at Snowbird, exit 3. The rooms’s just above the reception. That was the most crucial piece of information I needed to complete my mission.

Then finally, last Thursday, on the evening before the last day of the conference, Carsten and I committed to executing the mission (the last responsible moment). We’d meet bright and early the next day (at 7 am to be exact) and go to Snowbird. It would mean that we’d miss Kevlin Henney’s talk but I knew Kevlin would understand.

Without a goal, it’s hard to score

Throughout our planning conversations, we always went back to our goals for the mission. In Carsten’s words, “We’ve already come all this way for the conference. Not going would be like not seeing Niagara Falls even though we were in Toronto.” Since we’d both managed to visit the falls independently during Agile 2008, I understood what Carsten meant.

But we were still only two. Given that three’s a crowd, I wished for one more person to join us on the pilgrimage. Just when I’d almost given up hope late Thursday night, Carsten texts me to say that Henrik Kniberg would like to join us and would that be OK. OK? I said. Most definitely!

Carpe diem

We arrive at 07.50 outside Lodge at Snowbird. When we get to the reception, I look the gentleman behind the desk straight in the eye and begin to explain why we are there.

We’ve come to see a very special room, I say. We’re in Salt Lake City to attend a conference and 10 years ago, a bunch of people created a manifesto related to the conference. They created the manifesto in the room just above your reception, I explain.

At first, the gentleman stares at us blankly and then he starts to ask us a whole bunch of questions. What’s the conference about? Where do you all come from? Why is seeing the room so important?

So close, yet so far

Just when I think he is going to decline our request, Monte tells us that 10 years ago, he was made redundant doing IT. He tells us how, at the time, he thought there must be a better way of developing software and he even wrote an essay about it. He asks us to tell him a bit more about the manifesto. Have the lives of IT professionals improved, he asks. Are they happier? To which we reply things have improved, but with improvements come greater expectations. We’re doing our best. We’re always striving to learn, we tell him. He smiles and shakes his head in disbelief.

Monte ushers us into the office so that we could look up the manifesto online. Henrik had come up with the idea that we could double-check we’re looking at the right room based on the background picture of the manifesto with the signatories stood in a circle.

History is what we make it

Everything from there is history. Before taking our group picture, we scribble up the 4 values as though they were fresh from yesterday. We start joking and laughing at our adventure. We ask Monte to take a picture of us. Then we set the camera on auto-shoot so that we can get a picture with Monte in it, too. This is the crowd I was hoping for.

We spend the next half hour strolling around Snowbird. It’s not difficult to imagine how such beautiful scenery would inspire people to come up with something like the manifesto, Carsten remarks. During the walk, we exchange more of our memories accumulated over the last decade. We talk about getting lost, following and leadership.

So long, farewell, auf wiedersehen, goodbye…

The overarching theme of that day has to be closure. Henrik mentioned it several times. He explains how he was going to go on a family holiday soon for six months and has handed over the Agile Manifesto translation project to Shane Hastie, newly elected on the Agile Alliance board. Henrik describes how by initiating a translation project in a certain region or country, it has brought people together, in debate and discussion about what the manifesto really means. Translating the manifesto into a different language usually marks the start of something important.

Making work matter

For me, closure has resulted in a new beginning. One that builds on the past while clearly looking into the future. It reminds me of Tom Peter’s frustration when he wonders out loud why it’s taken so long for us to realise excellence, and we’re not there yet, even though he wrote the book “In Search of Excellence” more than two decades ago.

And my answer is this. Everyone knows what’s right, but only the Spartans do it. That was the lesson I learnt in history class all those years ago. We can go around claiming to be “agile”, but everyone else recognises when we’re not. To make progress, we need to first be honest with ourselves. How agile are we really? Most importantly, why should it matter? What do we want to achieve, now and in the future? How will you make work matter today?

The Emperor’s New Clothes

The brand new Agile Fairytale “The Emperor’s New Clothes” will be making its first appearance in the US at Agile 2011 on Tuesday, August 9! It was first shown at XP Days Benelux 2010 and has been travelling around Europe with Jenni Jepsen and me ever since!

Meaningful interactions in stressful situations

See the Emperor in all his glory! Which role will you play? We all interact with different types of characters in our daily lives which may lead to stressful situations. Together, we’ll learn how to communicate more effectively with others, especially at times of stress, by transforming our behavior from incongruence to congruence. We’ll learn to recognise incongruence by role-playing the 5 Coping Stances based on the Satir Model, then learn how to begin transforming our behavior from one of incongruence to congruence by thinking about interactions in terms of Self, Other and Context.

Places are limited to 30 participants, so come early to play, de-stress and improve!

What does Agile mean to me?

Agile is a means not an end. It’s a means to improve the way we work to the benefit of individuals, teams, organisations and society itself.

Agile paves the way for a great adventure of personal and professional renewal, helping us improve our existing skills and develop new ones.

Agile takes us out of our comfort zones and teaches us how to adapt to change. It enlarges our comfort zones only to take us out of it again. It’s beyond survival. It’s about self-actualisation.

Agile is about being a “forever apprentice“, someone who begins as a student and becomes a teacher while remaining a student. A forever apprentice applies the principle “the best teachers make the best students and the best students make the best teachers”.

Applying Agile

I’ve been applying Agile to what I do for some years now, from delivering projects at work to projects at home. I pack in all the practice I can get. The way I use Agile is constantly changing through improvement experiments. Always learning. Always improving.

Applying Agile and being agile has helped make work fun and engaging. Again. Do you remember the very first day of your very first job? That’s the enthusiasm and energy I strive to re-create every day. For myself and for others. Some days, I give myself a day off.

Every day’s a new day when you’re trying to be better than you were yesterday. I’m improving, one baby step at a time. Sometimes the steps are so tiny that they’re invisible to the naked eye, but I can feel it, like a new shoot about to break through the ground after rain.

I don’t like to admit it, but I know when I’m getting complacent. A little voice in my head tells me, “You’ve been there, done that, seen it all, what’s the big deal?” That’s when I sense trouble. How can I know it all and still be constantly improving? Unless I’ve stopped, of course.

Evolving Agile

When people find out that I’m an Agile Coach (one of my many roles) they tell me, “Of course you want to make everyone do Agile, you’re an Agile Coach and that’s your purpose”. To which I reply, “If we do Agile right, Agile will evolve itself out of existence and something new will appear to take its place.”

As for my purpose, it’s to create opportunities and options to help us make the most of our potential, leveraging what we’ve got and increasing it day by day. I do it for me and for us. Agile is but one tool out of many that makes this possible. It helps to get the conversation started.

What does Agile mean to you?

Six éléments essentiels

La deuxième présentation à la Conférence Agile France 2011 proposait six bases essentielles pour mettre en place un environnement de travail Lean ou Agile. Comme toujours il y a de bonnes nouvelles et de mauvaises nouvelles:

• La bonne nouvelle: Lean et Agile ne sont pas de la magie, entre temps on sait pourquoi, où et comment ça marche
• La mauvaise nouvelle: ce n’est pas compliqué, mais c’est vraiment dur de mettre en place les prérequis nécessaires.

La présentation ne donne qu’un aperçu de chaque élément. Voici des ressources pour les 3 premiers élements, qui peuvent vous aider dans vos recherches. Les 3 autres éléments seront décrit dans un billet suivant.

1. La Théorie des Contraintes

Originalement décrite par Eli Goldratt dans le roman “Le But”, cette théorie se résume très facilement:

• Le résultat de chaque système est déterminé ou limité par un de ces élements, le goulot d’étranglement
• La seule façon d’améliorer les résultats est de travailler sur le goulot.
• Améliorer les autres élements du système n’apportera pas de bénéfices, cela aura souvent un effet négatif!

Comme mon grand-père savait déjà: “pour rendre une chaine plus forte, il faut renforcer le maillon le plus faible”.

Le “Jeu du Goulot d’étranglement” vous fait vivre les conséquences qui vont souvent contre le “bon sens”.

2. Les Real Options

Au lieu de prendre des décisions difficiles le plus tôt possible, comme nous encourage toute la littérature sur l’architecture informatique, il faut

• attendre jusqu’au “bon” moment pour prendre chaque décision. On peut calculer exactement quand c’est le bon moment: la date de livraison – le temps d’implémentation de l’option
• jusq’au moment de la décision on garde toutes les options ouvertes
• on utilise le temps gagné pour rechercher plus d’informations ou pour créer d’autres options
• on essaie de réduire le temps d’implémentation de chaque option afin de repousser vers l’arrière le moment de la decision

L’heuristique que j’utilise:

• Une décision difficile à défaire doit être prise tard. J’essaie de réduire le temps d’implémentation pour avoir plus de temps de reflexion et évaluation.
• Une décision facile à défaire peut être prise tôt. J’essaie de convertir des décisions difficiles à défaire en décisions faciles à défaire.

Exemples concrets:

• Les User Stories nous donnent l’option de prendre des décisions difficiles de planning et contenu du produit plus tard que d’habitude
• Du code clair, facile à comprendre, bien factorisé avec des tests automatiques nous permet de défaire des décisions de design et architecture à faible coût qu’on a fait auparavant pour implementer de nouveaux besoins
• Le tableau Kanban permet à l’équipe de voir les goulots en temps réel et de réagir en conséquent.

L’article “Real Options Underlie Agile Practices” par Chris Matts (en anglais) explique les Real Options et le lien avec Agile et lean. Il y a un résumé des Real Options sur le site Agile Coach.

3. Gérer par la valeur, pas par les coûts

Au départ de nos projets on se met d’abord d’accord sur notre définition commune de “valeur”. Don Reinertsen appelle cela un “Project Economic Framework” dans The Principles of Product Development Flow: Second Generation Lean Product Development. Nous appellons cela un “Business Value Model” ou “Modèle de la Valeur Métier”.

Bien définir la Valeur avec toute l’équipe apporte beaucoup de bénéfices:

• Toute l’équipe est alignée
• Comme nous comprenons mieux le vrai but, il est plus facile de trouver des vraies solutions
• Il est très facile de prioriser
• Les projets deviennent plus petits parce qu’on élimine ce qui n’ajoute pas ou pas assez de valeur

La présentation