Change, Meeting Facilitation

Ready to spice up your Meetings?

Here are some quotes from research about meetings that I came across lately: “Most professionals attend approximately 15 meetings a week.” “…executives [are] spending anywhere from 50 to 90 percent of their time in meetings.” “Around 70 percent of senior managers view meetings as unproductive.” “88% of the participants find meetings useless.” “75% take the opportunity to do something else in meetings.”

Assuming those numbers are true, this is sad and frustrating. In this post you will find some ideas and inspiration on how to start changing what’s happening in your meetings.

I collected the quotes above from the Freakonomics Podcast “How to make meetings less terrible” and “The Meeting Spicer” card deck. The podcast refers to an interview with the organizational psychologist Steven Rogelberg of the University of North Carolina, Charlotte and the “Meeting Spicers” mention a survey by IFOB. I recommend both the podcast and the card deck.

So why do we meet anyway?

In an agile context it’s common to work in teams. We need the know-how and the creativity of each team member to do the next valuable step that tackles the user problem we are currently facing (or to conquer the complexity we are living in, if you like). And we don’t want team members only to be involved. We want them to be affected. So we meet “for a purpose that is sustainably related to the functioning of an organization or group… We need to have problems or crisis and decisions to have meetings.” (Hellen Schwartzman in the podcast mentioned above)

Or the other way around: If you don’t have a problem or crisis or decision to make, you actually don’t need a meeting. Doing that properly would probably delete half of the meetings in your calendar.

Meetings where (highly paid) people are gathering to update each other on a status of this or that are not only a waste of time but also a costly expense for your company. The owner of such a meeting should be aware of that and should think of other creative ways how to have everyone status-updated (if that is necessary at all). Maybe the meeting owner is only holding the meeting to establish his or her (boss) status? In that case it’s no wonder the meeting culture produces the numbers mentioned in the beginning.

(Culture) hack your meeting and spice it up

So, but this is your company and you find it hard to change the meeting culture?
The podcast comes up with a couple of ideas. Here are my favorites:

  1. Have your agenda (you have one, right?) not in topics but in questions.
    Framing the topics as questions gets it clearer who and what needs to be there for the meeting.
  2. Invite for the meeting for as long as it should be (and not for 1h)
    Don’t fall for Parkinson’s Law (“Work expands to whatever time is allotted to it.”). Think and then invite maybe for 40 minutes (or 39 minutes?).
  3. Spent the first minutes to connect the people with each other
    Ask e.g. “What was your best part of your week so far? What was the worst part?” Over time some interesting topics will come up.

The Meeting Spicer

“The Meeting Spicer” card set from Dov Tsal & Régis Schneider uses a playful approach to have your meetings more focused and effective. It is a set of short practices that can be easily introduced to any meeting. The practices are based on micro-learning: So you are spending (only) one minute per meeting on the practice. So the idea to try this for one minute will have minimal resistance.

To get you a better idea:
In a first step introduce the “end cards” to your meeting. That is a set of cards with activities to say, think or try. Let someone from the meeting participants pick one card and then read out loud the activity: e.g. “How do I feel now compared to the start? Did the meeting energize me? Did it drain me?” (Think) or “In your opinion: What is the single most important outcome from this meeting?” (Say)

If that is working well, use also the “start cards” in a second step. It’s also a set of card with activities: e.g. “Ask everyone to think silently for 20 seconds: Is the meetings’s purpose clear to me?” (Think) or “Assign a Time-Keeper: Give a participant the “Time Keeper” role card and the time-cards (provided in the card deck). Respect the time keepers remarks during the meeting.” (Try)

I have heard that the second edition is just out now.

At it-agile I provide a training on meeting facilitation together with a colleague.Next to a huge amount of activity and practice, we always find time to discuss topics like this. You are very welcome to join.

Books, Change

Elephant, rider and path

Book review for “Switch: How to change things when change is hard” from Chip & Dan Heath (Random House Business, 2011, 320 pages)

“Switch” addresses the question of why we experience change as hard, in person and in business. The book is entertaining, easy to read and educational.

The authors Dan and Chip Heath describe in “Switch” what has to be considered in order to enable change: Each of us has an emotional elephant within us as well as a rational rider. Both must be reached to enable the change. At the same time, the path must be shaped for the elephant and rider to move easily forward. The idea of ​​the emotional elephant and the rational rider has its origin in the psychologist Jonathan Haidt’s book “The Happiness Hypothesis”.

The challenge of change is often due to the fact that the rider and the elephant do not agree: we are rationally aware that something has to change. However, if the emotional elephant does not feel addressed or disagrees, we will not move a bit. (Even if the rider sits on the elephant with reins and shouts out loud.) However, if we manage to address the elephant successfully, the elephant’s strengths are also evident: e.g. perseverance, loyalty, real instinct.

To enable change, according to to the book, three things have to be taken into consideration: direct the rider, motivate the elephant and shape the path.
Each of these aspects is discussed in more detail in the book.

For steering the rider, we should e.g. look at what works already and try to scale that. (In contrast to a lengthy analysis of the problems without advancement.) To motivate the elephant, we should e.g. find an emotion that is related to the change and / or that deals with the change in small, sequential steps or intermediate goals. (Big changes trigger greater resistance and corresponding demotivation.) To shape the path, it helps e.g. to optimize or adjust the environment, conditions or situation of those involved.

In numerous examples, the authors describe how this can be realized: A company manages to reduce expenses considerably by optimizing the number and purchase of different working gloves. This is not done by a rational statement of costs in a presentation. No, the responsible person stacks the 424 (!) different pairs of working gloves with price tags on the conference table of the decision makers and thus achieves not only the rational rider but also the emotional elephant: “So many different gloves. That’s crazy.”

Other success stories: Two health researchers manage to increase the market share of low-fat milk by making advertising messages very clear. A program to help malnourished children in Vietnam reaches 2.2 million people in 265 villages in just a short time, resulting in 65% of children being fed sustainably better. The program takes existing structures that already work successfully and scales them.

Although the book is written in a typical American entertaining style, the book is for anyone who has to do with change. Since reading the book, I better understand why changes in companies do not go easy – Mostly because only the rider is addressed.

Get “Switch: How to change things when change is hard” from your favorite book store >>

Meeting Facilitation, Training

Training “Professional Online Meetings”

In September 2018, I participated in a 2-day training on “Professional Online Meetings”.

What was my motivation to participate in the training?

Online meetings are messy and exhausting. And they are not a substitute for on site meetings. I experienced that during one of my last gigs at a company where the team members where distributed over three locations.

With only some experiences before that gig, I read some blog posts about the topic “Moderation/Faciliatation in distributed teams”, then simply tried out a lot in practice, always wanting to transfer the action, which can prevail in a meeting room on site, into a virtual space. Messy and exhausting it was. And also valuable. And funny. And we did a good job, I think.

I personally believe that the need for online moderation will continue to increase in the next couple of years (keywords: shortage or distribution of capacity of working people, less travel costs / time for working people, …). Therefore, I had researched if there are any training about online moderation. Furthermore, I was interested in whether something valuable is taught in the training (which I do not already know or apply).

In fact, there are hardly any training offers on the subject. I was all the more pleased that the Moderatio people are offering a training. Moderatio are the people around the German moderation guru Josef Seifert, who in my opinion are the leading trainers for business moderation in the German-speaking world. And yes, they are more traditional in terms of moderation compared to what a lot of Agile moderators or facilitators do. (Apart from that: Some years ago I participated in their training to become a certified workshop and meeting moderator and did not regret that. I actually recommended the training to a lot of people, who then enjoyed it themselves.)

What happened in the training?

The training was enormously varied, with an almost perfect mix of theory and practice. The exercises quickly evolved from being dry / unrealistically (We were all sitting in the seminar room imitating a conference call while looking each at our laptop.) to being very practical. (Everyone was in their hotel room dialing into the conference call and connecting to the platform via a browser.) This was precisely when we were confronted with all imaginable (especially technical) problems that you may have encountered in your online meeting. 😉

We worked with Moderatio’s own platform Six Steps. But the training was not a sales event for the software as you may think. The trainer themselves pointed out that other platforms have similar functionalities. Six Steps, however, is perfectly tuned to the Moderatio approach with the six steps:

  1. Introduction
  2. Gathering topics
  3. Selecting a topic
  4. Handling the topic
  5. Planning the measures to be taken
  6. Conclusion

Six Step Software for Online Moderation

Below the Six Steps agenda on the left, you can find a whiteboard for (instant) visualization. In the center of the tool is the working area, on the right the list of all participants and below that a chat.

In “Gathering topics”, the tool always uses a (virtual) card writing method, in “Selecting a topic” always a (virtual) dot voting, in “Handling the topic” always the (virtual) two-field method and always the (virtual) action plan in “Planning the measures to be taken”.

The software works smoothly, which I can not say of other software I tried. The simultaneously adding and editing of several people works without flickering. The handling of writing cards, sorting them and clustering them, I experienced better than with any other software I have used so far.

We worked with the software during the two days with different scenarios.

On the second day, there was an emphasis on dealing with difficult situations in online meetings. Furthermore we were introduced to various other tools. (See below)

Valuable ideas I took away from the training

More leading moderation necessary
In online meetings I as a moderator need to take on a more active part than when being a moderator on site. There needs to be more talking, leading and sometimes maybe even pushing from the moderator side.

My hope was that I would also learn in this training how to transfer the atmosphere and action of an on site meeting into an online meeting. I did not get a good enough answer though, so I need to keep on searching.

Greater integration and use of a chat
Using video transmission or not, it does not matter, but especially with no video: There are always situations in a meeting where a short (fast) vote or check is necessary. So instead of asking openly “Is this okay for you? / Can we continue?” (in the hope that everyone reacts verbally) you can have a quick query via chat: “Please give your feedback on the chat: Type “+”, if you agree, type a “-” if you disagree or you need more discussion.” That worked just fine in the training.

Less focus on video
Until the training my opinion was that I would always try to have everyone visible via video for everyone. I learnt that is a good option to turn off the video, especially while the group is actively working (p.e. gathering topics). You will have less visual distraction and as a consequence more focus.

2nd Screen / Monitor participant’s view
With almost every software, there is a moderator view, which shows more / other things than what the participants see. This can lead to confusion if you refer to something the others do not see. So try to use a second screen where you can see the same as the participants see.
Of course, in the beginning of the meeting you should make transparent that you do so (also as it explains why you appear twice in the list of participants).

Rule of thumb: Activate the participants every 3-5 minutes
Exactly. The concentration of participants drifts away much faster during an online meeting than during an on site meeting. Therefore more activation. You should think about that during the preparation.

Tools that I did not know before:

Vitero
Actually for e-learning. What I loved here is that everyone is sitting around a virtual table using an avatar

Team Speak
Actually a platform for gamers, but good for quickly opening new chat rooms (>> could be handy for Online Open Space Technology?)

Mural
Created by the Design Thinking people and seems the closest to a “real” virtual flipchart / whiteboard. I want to take a closer look in this one.

Conclusion

Online meetings are messy and exhausting. And I will always prefer an on site meeting. Still with a useable software and the right attitude as the moderator, you can have online meetings less messy and less exhausting, for you and the group.

I highly recommend to better gain skills in online moderation than to simply condemn online meetings or distributed teams (as it is popular in the Agile world). If you can speak German, this training is a very good start.

Please feel free to leave your experiences with online meetings in the comments.

Meeting Facilitation, Training

Different Scripts to Guide you through your Meeting or Workshop

You are planning to facilitate a workshop or meeting? And it’s not a routine workshop or meeting? Or you are an un-experienced facilitator who needs to facilitate a challenging group and feel insecure about getting it all right? You have checked all items on the meeting or workshop checklist and planned the meeting or workshop accordingly. You know in which activities you want the participants to engage. Everything makes sense to you in preparation land and still you are anxious you will forget something in the meeting or workshop itself. A meeting or workshop script that you can sneak at during the meeting or workshop could help you here. This post describes three different types.

1. Meeting/Workshop Time schedule

A very easy and straight-forward script is a flowchart or time schedule. On a document it simply gives you an overview of
– the sequence (check-in, gather data, discussion,…)
– the goal of the sequence
– the activity
– the needed material
– the duration of the sequence
– the words of introduction

Here is an example of a flowchart or time schedule to give you an impression:

workshop-schedule
Meeting Time Schedule

Especially the “words of introduction” helped me a lot when I began facilitating groups: As I was nervous or insecure I started babbling incoherent words or sentences (I still sometimes do…) and missed the opportunity to get the activity started. Taking preparation time and writing down the first couple of sentences I want to say helped me to gain more security.

2. Sketching your Meeting/Workshop

The idea of Sketching was introduced to me by Ben, who was a participant in one of our last trainings. Ben is working for the Berlin based company Momox. When we were discussing about different options how to script your meeting, he explained that it helps him to scribble the sequences of the meeting. As you can see in the photo: Ben not only scribbles the starting question(s), the sequential steps of the activity and the needed material. He also scribbles what might happen in the room: Where do the participants interact? Where do the materials go?

workshop-sketching
Sketching your workshop beforehand

What I enjoy about Ben’s scribble is that it makes your meeting/workshop preparation very lively. And additionally it helps you to find some (logistic) challenges beforehand (Where is the flipchart put in the room? Do I have enough space for what I have planned?) and gives you enough time to find options to tackle those.

3. Meeting/Workshop Flowchart

Using a Meeting Flowchart is kind of a mixture of the previous two types. I use those especially for workshops that last for more than one day. As you can see in the photo: It easily shows you the different activities I want to use including all important questions to ask, how I could structure the material and the time the activity will take.

flowchart-meeting-workshop
Meeting / Workshop Flowchart

So here they are: Three different types of a script that can guide you through your meeting: time schedule, sketching and flowchart. Especially for un-experienced facilitators scripting your meeting in one of the three ways can help to give more security. Of course, the more routine you have as a moderator or facilitator the less detailed your script will be. In that case you might want to have a look at stringing your workshop with Liberating Structures. And I’m sure there are more types of meeting or workshop scripts than those three.

It is important to prepare your meeting or workshop and the three scripts can help you in your preparation. It is more important still, to actually sense what the group or the participants really need in the meeting or workshop. As a consequence you might have to trash your meeting or workshop script and need to react on reality.

Please let me know how you are scripting your meetings or workshops.

Agile Coaching, Meeting Facilitation

DIY Flipchart for less than 15€

Most of the or rather all Agile folks love to work with flipchart when presenting or workshoping. Some are so obsessed with the “flipchart-marker-visual-facilitation-universe” that you could think they have a Neuland tatoo. 🙂 Or they want to have a flipchart even at their home. Like me! 😉

In this post I will write about building your own flipchart: a very low-budget version for less than 15€, an advanced version for less than 45€ and, with a little more effort, an awesome version.
I created an Amazon wishing list with all material you could use: http://nearn.de/Zw

1) DIY low-budget flipchart for less than 15€

Very easy, indeed: Buy a set of over the door clothes hanger, find a flat door in your home, hang the hanger and the flipchart paper. Ready to go. No tools needed.

door clothes hanger 
2) DIY advanced low-budget flipchart for less than 45€

Buy 2 pieces of plywood and stick them together. Drill 2 holes for the door clothes hanger. Find a door in your home, hang the hanger, then the plywood construction and finally the flipchart paper. Basic crafting tools needed here.

door clothes hanger for flipchart   DIY flipchart 

 3) DIY awesome low-budget flipchartDo the same as with 2). Additionally, saw a stripe off of the plywood, drill well-fitting holes for big and small markers and glue or attach the strip to the plywood. And your awesome flipchart for your home is ready!

marker holder 
If you have DIY flipcharts as well, please let me know and send me a photo!

Agile Coaching, Scrum

Checklist for Scrum Masters

You are a Scrum Master and you have the feeling, that your team “actually works fine” OR You are a Scrum Master and you would like to check what else there is to do to help your team to improve? OR You are a Scrum Master and you are looking for confirmation that you are doing the right thing?

checklist-e1438035281655

Then  Michael James’s Scrum Master Checklist will help you.

The checklist offers questions that will challenge you:

  • Part 1 – How is my Product Owner doing?
  • Part 2 – How is my Team doing?
  • Part 3 – How are our Engineering Practices doing?
  • Part 4 – How is the Organisation doing?

Additionally: My colleague Urs Reupke and me were doing the translation for the ScrumMaster Checlist in German.

Please comment if you think that a question is missing.
Please comment if you could check all items on the checklist.

ScrumMaster Checklist »

Scrum

Using Scrum on our Trip to Barcelona

My partner Mel and me went on a short trip to Barcelona. We created a backlog with things to do, used backlog refinement and 1-day sprints to manage ourselves in the 3,5 days there. The following post describes our experiences.

Backlog and Sprint Board at our hotel room
Backlog and Sprint Board at our hotel room

A backlog for the trip?
Similar to an Agile software development project you normally want to get the best possible ROI (Return of Invest) from your holiday. The holiday ROI, of course, is different for everyone and not neccessarily connected to a monetary value.
Similar to a lot of projects out trip had a fixed time (in our case 3,5 days).

Mel and me have never been to Barcelona before, so we populated our backlog with sightseeing tips and places to eat from a city guide book as well as asking family and friends who have been in Barcelona before. (Asking my Facebook friends resulted in at least 15 Backlog items…\o/) And that was already the first version of the backlog! A very rough list with items on Post-Its like “Stroll through Barri Gotic”, “Eat Churros” or “Familia Sagrada”, but good enough to start our trip.
I experienced a lot of Agile projects that started the same way: An appropriately detailed list of user stories with no guarantee of completeness or sufficiency. That’s why we want the backlog to be emergent. For Mel and me this provided the best flexible way to travel and also the chance for serendipity.

Setting up first backlog
Setting up first backlog

Some of the backlog items were described with more details, information or restraints (our “acceptance criterias”) like “Get tickets online to avoid queues.” or the adress of the restaurant; mostly as a result of talking with each othet or reading the city guide. We also used diffferent Post-It colors for different types (sight, eating place, transport, …).

The first prioritization of the backlog and Sprint Planning was done at the hotel bar after we arrived late night in Barcelona.
Our Scrum Flow in a way then was then every night: Review (“What did we do today?”, “What was your highlight?”), Retrospective (“What can we do different tomorrow to have an even more awesome trip?”), Planning (“What do we want to do tomorrow.”). Backlog Refinement took place almost all the time, either because we read new stuff or liked places we wanted to re-visit (definitely El Born, “Looks like a nice restaurant/bar.”) or recognized we will not have enough time to do it and therefore threw away the Post-It.

Stakeholder, Product Owner, Scrum Master, Dev-Team
In a way the Scrum roles were implicitly realized:
Mel acted more like the Product Owner because she read the city guide more seriously than I did. Therefore she had better arguments on he ROI. I was more the Scrum Master because I pointed out several times that we can’t do all of the sights or made clear the consequences.
The Dev-Team was the people and the city of Barcelona. At least in a way: They not only offered us a wide range of possibilities on how to maximize our ROI but also “delivered” awesome sights. 🙂
Stakeholders or users were Mel and me ourselves, but also our family and friends (“Have you visited the place I told you to?”) or our employer (“Have fun and relax to be happy back at work.”).
[OK. The role comparison is a bit lame.]

Lessons learned
Mel an me had a great time in Barcelona. It was the first time that we organized the things we want to do with a backlog, but both of us really loved it. Every evening we were happy and sometimes astonished how many sights we visited (moving Post-Its in “Done”). We gained very clear insights that we can never see all sights within those 3,5 days and felt OK with that.
We also understood that we should do a little more planning next time to avoid standing in front of a closed museum (although it was mentioned in the city guide… :)).

Molt de gust y fins ara!