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Le Podcast

The Anatomy of Peace

In this episode of Le Podcast, John Poelstra and I had a conversation about the book The Anatomy of Peace.

John recommended the book in our previous conversation on how (not) to provide feedback. I read it twice and fell in love with it. John mentioned that in Changing Your Team From The Inside, I said that Change starts with you, it seems The Anatomy of Peace pushes it further: change starts with who you are.

The highlights of the conversations:

  • When your heart is at peace or your heart is at war,
  • When people are doing the right thing, a good opportunity for positive reinforcement,
  • Our body gives us signals to listen to when our heart is at war,
  • What about those times when we consider people as objects, obstacles, or considering them as people, other human beings,
  • The idea of being stuck in a box (I deserve, better than, the need to be seen as, the worse than) and how it could map with the responsibility process of Christopher Avery,
  • We have the choice to honor or betray our senses and desires,
  • The idea of judging others and judging ourselves,
  • The practice of Ho Ľoponopono,
  • The connection with the practice of meditation.

Find more information and resources about The Anatomy of Peace on the Arbinger Institute website.

Please feedback, comments by the usual means: email, Twitter, Linkedin!

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General

April’s Fool

Michael Doyle and I are launching a new book in May 2020. The book is I am a Software Engineer and I am in Charge: The book that helps increase your impact and satisfaction at work.

Some people told us that it was not the perfect timing as people surely have other things on their minds. Others told us it was the right timing because people will want something to read. As a result, I think I don’t really know if it is good or bad. I only hope that the book will find its audience and have the impact we wished for when we wrote it.

For April’s fool, we thought about what kind of joke we could make. We opted for a merch store with announces on Twitter using quotes from movies. We thought everybody would guess the joke and laugh with us.

I don’t think it worked. The products were named, the first, the of, and the month. Maybe people did not even get to the page and saw that?

Let’s not all of them, because someone ask it was for real, and if it was possible to order something ūüôā Yes, it is for real and we updated the page with real product names!

Here are two links for if you want to learn more about the book and why we decided to write it.

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General

Chief of Staff in the Tech Industry

In this article, I would like to provide information and pointers to information on the Chief of Staff’s role in the tech industry. As a member of the Engineering Leadership Team at Red Hat, I have been in that kind of role for almost three years for the SVP of Engineering.

People instantly connect the role to the one that John R. Steelman was the first to hold in 1946: White House Chief of Staff. The definition of the role varies immensely between every presidency. Even more, as Chris Whipple states in the subtitle of his book The Gatekeepers, “The White House Chiefs of Staff Define Every Presidency.”

As for the White House, the job depends on the company and executive the Chiefs of Staff serve. The general acceleration of the pace of business is the main reason mentioned for the emergence of the role in tech companies. CEO and Executive tend to shift their focus from inside their organization to outside. They need someone trusted to cover for them. Mark Organ, the CEO of Influitive, describes the Chief of Staff job as making him a superhero.

Rob Dickins, who served as Chief of Staff for several executives at Autodesk, describes the role using three orientations. I find the framework useful to structure the conversations with other Chief of Staffs, or with executives looking for Chief of Staffs (CoS).

The first orientation focuses on the executive the CoS reports. How do we make the executive operate at the highest level of performance?

The second orientation includes, in addition, the executive’s leadership team. I love that aspect of the job, transforming a group of people reporting to an executive into a true team leading the company or the business unit. Being part of a team, each member levels up his game and benefits from the diversity of the group.

The third orientation is the organization itself aiming at answering the question: How do we best set the organization to accomplish its objectives. One aspect of that is why I love using Objectives and Key Results (OKRs) to establish a continuous two-way street dialog between the people in the organization and their leadership team. The dialogue helps to clarify the strategy and to evaluate what are the right things to do to implement it.

Julia DeWhal, Chief of Staff to the CEO at Opendoor, describes the role as the right-hand person and the force multiplier. Brian Rumao, Chief of Staff to the CEO at LinkedIn, uses the same description in the short course he made available, and adds, that the CoS have to stand in for their executive as needed. Mark Organ even says that the CoS is his stunt double.

As Ben Casnocha, who was the Chief of Staff for Reid Hoffman, surfaces very well, the more connected the Chief of Staff is with the executive he or she served, enable better decision making and better tradeoffs.

What are the attributes you will want as or for a Chief of Staff:

  • Expert Facilitator: you manage conversations, synthesize multiple points of view, align on strategic orientation, either in-person or remotely,
  • Trusted Organizer: you bring order to things, you get things done, and you manage sensitive information in confidence and discretion.
  • Strategic Thinker: you can see the big picture, evaluate importance and urgency, and provide context for decisions.

I often wondered how Elon Musk was managing his time between his three main companies: SpaceX, Tesla, and The Boring Company. Surprisingly, Sam Teller was the Director of the Office of the CEO for the three companies.

It seems that the “Alter Egos” were doing well together. Jonah Bromwich used the term in his New York Time article, Hail to the Chief of Staff, The title is suddenly everywhere. It can mean almost anything.

Can it mean almost anything? Yes. So it means that you can define a role so that your contribution has the most significant impact on your organization.

To find out more about the Chief of Staff role in tech, follow the CoS Tech Forum.

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General Le Podcast

Psychological Safety

Psychological Safety is the term coined by Amy Edmondson, the author of The Fearless Organization.

I already talked about Psychological Safety, when I presented the work of Google on the project Aristotle, and how it was a very good conversation starter for my team.

The two other books I mentioned in that episode of Le Podcast are:

  • The Coddling of the American Mind
  • In Great Company

The questions we asked to assess psychological safety are:

  • When someone makes a mistake on my team, it is often held against him or her
  • In my team, it is easy to discuss difficult issues and problems
  • In my team, people are sometimes rejected for being different
  • It is completely safe to take a risk on my team
  • It is difficult to ask other members of my team for help
  • Members of my team value and respect each others’ contributions

The scale to answer the questions ranges from “Strongly disagree” to “Strongly agree”.

Tell me what you think!

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General

A very special dinner

In May 2011, Isabel and I had the pleasure of organizing the first edition of TEDxBordeaux. The theme we chose was Together. The underlying idea was, as I said in my introduction to the event, We can rediscover our power to change things. Together.

When I read about 15 Toasts in Priya Parker’s book, The Art of Gathering, it reminded me of the dinner we organized with the speakers and organizers the night before the event.

The 15 Toasts dinners aim at creating safe spaces that give the “15 guests the permission to be vulnerable, engage as human beings in an open and genuine conversation, and surprise one another and themselves.”

I hadn’t thought of that this way, but when I read that sentence, I thought: “Yes, exactly that!”

Side conversations are not necessarily the ones you plan for…

Our goal was that the speakers connect, learn more about each other so that they support each other on the big day on which they will give the best talk of their lives. We thought that the audience would feel the connection between the speakers, the organizers, and that will contribute to the overall perception of the event, and help make the connection between the theme, and each of the topics the speakers will cover: Education, Healthcare, Technology, Art, Universal Basic Income, Open Source…

We were lucky enough to find the best possible location to do that: a big round table in a private room at the back of a good and reasonably priced restaurant. Unfortunately, that space does not exist anymore, the restaurant moved to another location, and the people who took over chose to remove the big round table and replaced with too many small tables of four.

As Isabel coached all the speakers, she was the connection point between all of them. We worked on assigning the seats so that the people can be comfortable to engage in side conversations. But we wanted more. The dinner participants all knew that they would have to introduce themselves, answering three questions that Isabel had shared in advance. We don’t remember the questions but it was something to push them out of delivering their usual pitch.

And it worked! It worked during the dinner. It also worked during the rehearsals the morning of the event. It worked during the event itself on that Saturday afternoon. The speakers and the organizers all behaved kindly, supporting each other, overcoming the obvious growing pressure, and contributing to the magic of the event.

The next time you organize an event, you can start to think of using the necessity of food to accomplish something more. I don’t believe large dinners in conference centers can accomplish that, and this is the reason I love so much the Dinner with a Stranger idea.

I will cover that next time.

What are your best ideas to foster that sense of connectedness that definitely gets things done? Please share through the usual means: comments, Linkedin, Twitter, or direct email. Thank you!

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General

The Art of Gathering

I have been asked thousands of times to facilitate small or large gatherings. When I worked on Changing Your Team From The Inside, I wanted to make clear that self-organization is the most powerful way for people to organize, but that based on their history, you will need to help them get there. You will need to create the conditions for self-organization to happen.

Chapter nine of the book is titled Organize because self-organization requires organization. I focused the chapter on meetings because it is something easier to change, to adjust, to experiment on, than to change the whole organization. And I believe it is much more impactful to change the way we meet than to change the reporting structure.

The Art of Gathering, by Priya Parker, is a perfect book. The structure brings you gently to think about all the aspects that matter about your gathering.

It starts with the purpose of the gathering. Why do we really gather? And, of course, the answer is not because it is Monday.

Then you cover the uncomfortable question of who should join. And, no, inviting everybody is not an inclusive option. It is even the opposite. Why would someone who attends a meeting on which he or she will bring no value should feel included?

In the role of the host, you have power, and you have to use that power to serve the purpose of the gathering and your guests.

The time of the gathering is a temporary alternative world in which the traditional rules are not necessarily valid. You can, and in fact, you have to create rules that once again will serve the purpose and the guests. The author gives a ton of inspiring examples.

I know that, and even knowing it, I understood reading the chapter that I was not investing smartly enough on the openings of my gatherings.

In conferences or other gatherings, my frustration level grows each minute that passes. Why that? Because people are not true and authentic. Okay, I am over-generalizing. Not all people are manipulative and insincere. And not all people behave all the time the same way. The big idea is that it takes intentional efforts to create conditions for people to be true and authentic.

In meetings, when we stay on the surface of things, we can be very polite and respectful, avoid any potential conflicts and keep the status quo forever. If keeping the status quo is what you need, you probably don’t have to push hard to get to that. If not, then it is on you to organize the controversy so we can really discuss what matters and initiate a change.

We are approaching the end of the post, and you have to know that ends matter a lot. I would like to, once again, thank the author for having created that perfect book. I would like to thank you for reading and sharing this post. I would like to encourage you to read the book, and to share what you learned and how it affects your next gatherings. Working on ending the meeting properly is probably one thing I would change in Chapter 9 of Changing Your Team From The Inside.

And finally, what I would love is to have Priya Parker on Le Podcast to discuss how to apply her expertise and experience to online gatherings. But I guess you will all have to ask for it to happen!

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Le Podcast

When your team is distributed

John Poelstra, Michael Doyle and I talk about how to make distributed teams efficient. We had that conversation while we were spread over 15 timezones: John in Portland, Oregon, Michael in Brisbane, Australia, and me in Boston, Massachusetts.

The conversation is republished from John’s show.

Let me know what you think!

Happy to connect to share remote facilitation approaches!

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General

Time matter for a team

The fact that time matter for a team is not a controversial matter. I think we would all agree on that. The other aspect of time that we will all agree quickly on is that, not all time will matter the same way.

We will not value an hour stuck in a traffic jam the same way as an hour hiking on a trail, or an hour shopping, or an hour playing with friends, and so on…

So when it comes to how an individual contribution could be the most effective, what is the time that matters the most?

When asked, people usually look at three different types of time:

  • Synchronization time,
  • Collaboration time,
  • Focus time.

Synchronization time

Synchronization time is when team members share their progress, challenges, learnings, so they all can stay on the same page, aligned toward the same goal.

During synchronization time, we can identify opportunities for activities that will fall into the two other types of time. It could be an opportunity of collaboration on understanding and solving an issue or a possibility of training in a specific area to take two examples.

Collaboration time

Collaboration time is when two or more people work together to accomplish a specific activity. Activities could be different, like pair or mob programming, writing, designing, reviewing, and so on.

Focus time

Focus time is when team members work alone, ideally without interruptions so that they can work on one thing in an ideal state. Like writing an article to share knowledge (and initiate a feedback loop that will bring more learning opportunities in return).

Why it Matters?

I believe it matters for a team to agree on the practices they will adopt to benefit from the three types of time. Those practices can evolve over time, and as a consequence, their team agreements evolve accordingly.

The practices vary upon the physical organization of the team. Practices have to be different when the team is collocated in the same room, spread over a building, in multiple offices or locations, spread over multiple timezones.

A practice that works well for synchronization when the team is collocated, like a quick 10-minute morning check-in in front of a kanban board, will not work when the team is distributed over 15 timezones. In the latter case, synchronization still matters, but another synchronization practice will have to be defined for the team.

It is the same for the collaboration time and focus time. Practices are different depending on the collocation or distribution of the team. The main aspect is that it has to be defined!

Do you and your team have defined practices for the three types of time? And what are you preferred practices?

As usual, please comment, tweet or direct emails! Thank you!

Categories
Le Podcast

Changing Your Team with John Poelstra

I had the opportunity to have a great conversation about the book, Changing Your Team From The Inside, on John Poelstra’s show.

John proposed the idea to cross-publish our conversation on our respective podcasts. In order to do that, I had to re-listen to the conversation and I really enjoyed it.

Yes, of course, there is some Ego involved in that, and this is one of the topics we covered in the podcast, among the other aspects of what makes a team great and how to get your team to be a great one!

Give it a try! And let us know what you think!

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General

How do we Communicate?

How do we communicate is a really important question to ask when the team is up to define its Team Agreements.

Valve, the game company published its Handbook for New Employees in 2012. The subtitle provides information on how their approach to communication will have to be different: A fearless adventure in knowing what to do when no one’s there telling you what to do.

How communication works when the organization values self-organization and self-management at that level. As you can see based on the illustration below coming from the handbook, the organization relies on individuals taking matters in their own hands.

The Basecamp Guide to Internal Communication is another example of clarifying not only how we communicate but also where, why, and when.

Reading the Basecamp Guide, it is obvious that Basecamp values the time of people, and values the time when they are not interrupted.

Those two examples show that the underlying values and principles of the organization condition the way communication happens, its purpose and who has the initiative to initiate or improve the communication.

The one thing I would like to leave you with is: It has to be defined!

As a team member, you cannot rely on the fact that other team members know how to do it if there is no formal agreement on how the team is doing it. The understanding of each team member is probably slightly different leading to bigger misunderstandings.