In dieser Episode blicken wir auf das Jahr 2020 zurück und auf die Top 10 der am meisten gehörten Podcast Folgen. Ausserdem zeige ich Dir, wie Du mit Deiner Familie eine Retrospektive am Ende des Jahres machen kannst.

Hier die Top 10:

1. Die Top 8 der agilen Tools
2. Was versteht man eigentlich unter New Work?
3. Voraussetzungen für agiles Arbeiten
4. #NoEstimates explained
5. Agiles Versagen
6. Meine Meinung zu Gewaltfreier Kommunikation
7. Change Mindset
8. Journaling für Scrum Master
9. 5 Dinge an denen man erfolgreiche Scrum Teams erkennt.
10. How to facilitate successful remote retrospectives

Viel Spaß beim Reinhören 😉

Online Kurse

Passionate Team Agility - Der Online Kurs

Worum geht's in Kürze? 

• Du wirst in die Lage versetzt, Deine konkrete Situation zu analysieren und zu verstehen
• Du baust Teams, die passionierte Agilität leben
• Du bekommst das Wissen an die Hand, wie Du eine nachhaltige Dream Team Umgebung schaffst
• Du sparst Dir viele Stunden Frustration und Fehler bei Deiner eigenen agilen Transformation

Bring mich zum Kurs!

Der Ultimative Remote Retrospektiven Kurs

Im Kurs lernst Du

• Wie Du Remote Retrospektiven optimal vorbereitest
• Wie Du auch Remote Vertrauen im Team aufbaust
• Wie alle Teilnehmer die gesamte Retro am Ball bleiben
• Wie Du auch stille/introvertierte Teilnehmer integrierst
• Welche Online Tools am besten funktionieren

Bring mich zum Kurs!

Der Beitrag Rückblick auf das Jahr 2020 erschien zuerst auf Marc Löffler.

Enjoy 🙂

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Here is a short description ofMarcin:

I combine my passion for technology and for working with people to create an environment where people can apply their skills and experience working together towards a shared goal. I care about sustainable, continuous and frequent delivery of value and help teams take pride in the quality of the solutions they build.
I see engineering teams as complex adaptive systems and thus work by applying principles and practices from the domains of agile, lean, systems thinking, and similar to allow for the desirable outcomes to emerge in the presence of sensible guiding constraints.

I strive to be an inclusive and compassionate leader. I care about creating an environment of psychological safety where failure is encouraged and used as an opportunity to learn, where people can fully be themselves and where diverse opinions are encouraged and conflict seen as a healthy opportunity for learning and growth.

I remain firmly grounded in technology to guide strategy and vision in line with the latest development on the market and leverage good architectural practices. I promote engineering practices from Extreme Programming.

I constantly improve my knowledge and skills with relentless curiosity and determination.

Der Beitrag Episode 23 – Passionate Teams at Spotify erschien zuerst auf Marc Löffler.

Key Take-aways:

Passion by delivering things that are valued by customers

Scrum is a response to the underlying need for empiricism and self-organization for software teams. Now that results in amazing products for customers, because you’re continuously testing your hypothesis by delivering working software to customers, and it also ultimately results in teams that are much happier, much more content, much more, you know, having fun, because ultimately what’s the most enjoyable thing that any team can do? Deliver, and deliver software that people want, or deliver product that people want, or deliver value that people want, and I think that is ultimately what Scrum is all about.

Passionate teams care about the people they work with

You actually care about the people you work with. You care about the people that you spend every day, you know, delivering value to, and I think there’s a third dimension, which is about the mission. I think that certainly for me the most passionate teams that I’ve been on, and the most enjoyable teams I’ve been on, are ones where my personal mission is aligned with their mission and with the organization’s mission. When you’ve got that synergy, I think it’s very easy to care very deeply about what you’re doing and the people you’re working with and the outcomes you’re achieving.

Humor creates a passionate environment

Of course, everybody has to be a little, you know, can’t take themselves too seriously, and laughs at the world around them a little bit, because that ultimately creates an environment of passion, of success, of et cetera, but they didn’t add it, but I do wish that we had humor. I think sometimes we get very- take ourselves a little too seriously, and I think if you can smile at the situation you’re in, and as a team if you can share that, you know. […] I think, because of their ability to work as a team and to have passion and to support each other and to deliver, ultimately, the results that they needed.

Scrum is in response to the social system we live in

I think some of the reasons why people are unhappy is because ultimately the social systems, and I consider organizations and the teams and the structures and the departments, et cetera, to be ultimately a social system, the social systems that we constructed as part of Industrial Revolution and sort of the change in the 1900s with Taylorism and Ford and the like, the social systems that we created ultimately are not designed for the world that we now live in. [. …] Ultimately these social systems are built around reducing risk and ensuring predictability and ensuring that everything just goes in this very efficient way, efficiency, predictability, and risk are sort of like the tenets of modern organization. […] Well, we live in a world of opportunity, a world of really innovation where it isn’t about whether you can do something. It’s how you can do it, is it economic to do it, is it the right thing to do, the rise of agile and particularly, you know, Scrum being the most popular agile approach, is definitely in response to this world that we live in.

The most happy and successful teams are agile

The most successful, most happy teams I’ve seen are agile. Now whether they’re doing Scrum or not, you know, but they’re working empirically, they have control of their destiny, they have an alignment to some sort of vision and passion and direction.

Passionate teams work and help in community

So I love organizations where you are rewarded for being really good at what you do. That also means to be good at what you do requires you to help others do what you do. […] If I end up with these heavy dependencies on people, well, one, that’s a huge risk. But also it’s not very scalable. So instead, let them teach others, whether it’s pairing or mobbing or whatever, to all get better, and then over time then everybody’s helping each other but you reward them for it. You incentivize them for it. You pay them for it. […] But it’s more in a community or guild or a whatever weird word you want to use, but I love community, and I think we need to incentivize people for working in community and helping community. And that’s actually not just true inside organizations. I think in general we should reward people for their contributions to community rather than their ability to have hundreds of people report to them.

Safety and trust are the key for passionate teams

Safety and trust are key words for building these kind of teams, and safety and trust require focus and energy. You have to give people freedom, learn together, and understand where the boundaries are. There’s certain things … You’re building pacemakers. You do have to have other people check your work before you deploy it, you know? I mean, you don’t want a pacemaker to go wrong. Nobody wants that.

Der Beitrag Episode 14 – Scrum and Passion, an interview with Dave West erschien zuerst auf Marc Löffler.

Key Take-aways:

Passionate teams are able to harness their power together 

My definition [of a passionate team] is a team that has a purpose and are able to harness their power together. They’re able to take that power and go above and beyond what’s expected of them. So in America you say a person gives 110 percent and that 110 percent can be to surpass expectations or it can be to get through really difficult times and achieve what they need to achieve.

Passionate teams have a goal

I would say we had a goal. We knew we had to execute for the clients. And in the banking sector, which is quite interesting, is that if you make mistakes you know that there will be financial losses. So there’s another driver there. There’s also a competitive mindset in pride that I’m not going to make a mistake because I don’t want to make a financial loss.

Passionate teams share losses

In the end, what we did was we analyzed what went wrong, what happened. We looked at it from the people in Brazil and the people in the UK and the people where I was working in Luxembourg, and we realized, well wait a second, you know, and I had people say to me, „But it wasn’t your fault. You really didn’t make a mistake,“ but I still said, „No, wait. I created the overflow of information,“ so I created this chain, and in the end they shared the loss because it’s a huge international organization. They shared the loss between the different offices, which can be done, and they took that actual mistake and they put the learnings behind it. And in the end they use it today as a training course for people.

Passionate teams csn trust each other

So this learning culture is … they’re not forgetting the past and that really, for me, that creates a really strong team culture because people will realize, „Wait. I can trust the person if I have a question, I can pick up the phone, I can ask, I can get the right information. I don’t just have to put my head down, close my eyes, forget about it, and just do my job. There are other people out there who can help me,“ and it was quite interesting.

Passionate teams support each other

They also need to know that they have support from other people. For example, if I’m playing basketball and I get injured, I need to know that if I’m replaced that other person can also come in and perform at the same type of level as I’m performing. And I find that’s incredibly important is to empower people and trust them and allow them to, I would say, to have a voice and to be able to play to their best ability.

Passioante teams balance creativity and regulated processes

I always say your first team is only as good as your second team pushes you. And many times the first team, if they don’t think they have to improve, they don’t think they have to be creative, or they’re forced to work in a certain way, they’re never going to reach their full potential. When you have a second team that’s competing, but also pushing that team, it can be in a very positive way, it can be in a competitive way, it allows for teams to really perform and not be complacent. And I think in the corporate world also, I’ve seen in the corporate teams, we need these creative people. We need these people who will speak out, but we also need the other people who will stick to their processes and procedures too.

Passionate leaders can be like a conductor

I mean, also as a professional basketball player, I mean, I could’ve been that one professional person who takes over and says, „I’m going to do everything,“ for me, no. It’s like, if I’m going to be the leader of the team I’m more of an orchestrator, like a conductor. And I know there’s times where if everyone was going to stop me, that there’s a lot of other people who are free and available. I can be a decoy and I can easily pass the ball to somebody who can make a basket and win the game and just you see their eyes light up and feel proud and happy, for me is absolutely amazing.

Der Beitrag Episode 11 – Interview with Virginia Anderson erschien zuerst auf Marc Löffler.

Passionate teams are motivated

Yeah, a passionate team to me is a team that’s comprised of people that are motivated. They’re very interested, intrigued and driven to do the work of the team. There’s something about it that they feel like they’re making an impact and they know it and so they strive to come up with unique solutions to achieve the goals that they have from their customers.

Team chemistry by giving choice

You know, I think that if people have the freedom to choose their teams, maybe there’s a greater chance that the teams will have chemistry, that the people will want to work together. Maybe the people choose to work together. I think giving choice in team, is something that, it’s almost like risk management for team chemistry, If people have choice.

Sometimes people need to work with others

Forming, storming, norming, performing and you know, sometimes I think, yeah, if a team is together too long, they could feel like they’re stagnating. Maybe there’s not enough diversity of thought […]. You could try to change it up and bring in different work or start a book club or something, but sometimes people just need to work with others.

Change is also a personal choice

So it’s a business decision how the rate at which you grow, it’s kind of like stepping on a gas pedal fast or slow. But then it’s also a personal choice, I think. Just like our opinions about change in general, I might be a person that wants more change or maybe I might be a person that prefers more stability and less change and I think that’s valid.

It’s valid to not change your team

And it’s valid to not change it. So I’m not saying bust up all your teams, I’m not saying dynamically change all your teams as fast as you can, what I am saying is that reteaming the ability to change is an option that I think is left out of many of the discussions in software development best practices. It should be on the table for many reasons that are valid and then sometimes invalid. Team change is gonna happen, so you might as well get good at it.

Tap into the interests and needs of the people

Yeah, I would say really try to tap into the, get to know people. Tap into their interests. What motivates them? We’re motivated by different things. You know, have one on ones. Talk in groups. Be open to enabling people to grow maybe into a different role or into a different squad, into a different team or to working on something else like really try to tap into the interests and needs of the people and really support them to help them into the directions that they want and it’s the sweet spot when you find the direction that the person wants to go when it’s in step with the direction the company wants to go. So I think through having close relationships, we can make this happen.

Der Beitrag Episode 8 – Dynamic Re-Teaming with Heidi Helfand erschien zuerst auf Marc Löffler.

Der Beitrag Episode 5 – Interview with Chris Murman erschien zuerst auf Marc Löffler.