Management 3.0: #5 Happiness Door/Wall

As you may have mentioned i tried and wrote about some of the Management 3.0 practices before. In this blog post i am writing about my experience with the concept of having positive things publicly visible. The practice i tried out next was the Happiness Door or the Happiness Wall.

Happiness what?

You may have heard of the method of switching the focus toward positive things. This could’ve been in private live, like the positive thinking, or in professional live, like with the Kudo Cards. The Happiness Door/Wall aim on the same thing: pushing the focus towards more positivity. They try to get the positive things more into the awareness of the people around by showing them public and in written form. Everyone at your company is allowed to write something positive he or she experienced on a piece of paper and pin it at the Happiness Door. That’s it. Not much more magic here. The magic starts when you engaged enough people to write something down and your colleagues see it often enough and value it. They can take a bit of energy out of the made experiences and load their heart again with positivity. Nothing more and nothing less.

My experiences

Let me be honest at first: i didn’t found a good place in my actual company for “the Wall”. We have rooms in multiple houses and the rooms were flats before. So we have more stairs than expected and it feels really like Hogwarts if you show guys all the rooms the first time. So unfortunately i only found a movable whiteboard in one of our meeting rooms as the first point to start. In one of our company retrospectives (do you hang around once in a while with all your colleagues to inspect and adapt all the processes? No, try it, it really matters!) we filled it with positive things. It was a overwhelming moment, when more and more positive things came up in our minds. It felt great, when even the hard feeling guys brought something good. Another thing i tried was hanging out the testimonials of some of our customers in one room of developers. It was a mixed reaction: some liked it and some came up arguing why to do this and that there is no benefit in it.

Conclusion

So for me there is a absolute plus in doing things like the Happiness Door or Wall: the positivity comes into the halls. Sometimes very slowly and somtimes it is hard to push it further. But it is absolutely worth playing around with such things. I learned, that in some situations you shouldn’t force the positive energy, because it can end in resistance. And that’s a thing you want to avoid. Or maybe in the resistance lies the root cause of some other problems? I will see

What positivity techniques did you tried? Did it worked well? Were there resisting forces? What did you do about them? How did you handle those things? Thanks for reading and leave a comment if you want to connect in one or the other way!

Book review: Eat That Frog!

We all heard the fairy tail of the brothers Grimm in which the girl kisses the frog and he automagically converts into a charming prince. Maybe you liked the story or you did not. That’s not the point for todays book review! The book i am writing about today is Eat That Frog! by Brian Tracy. I mentioned it earlier in blog posts about virtuous circles and about moving motivators.

A frog – seriously?

Eating a frog! How ugly is this? And there it doesn’t stop! On one of the first pages we are encouraged to eat the biggest frog we can find! And later on we should eat that one as the first one!

The frog is only a metapher for your tasks. How often did you came accross a task you didn’t wanted to do? How often did you procrastinated without getting something productive done? The book helps you figuring out what is important, urgent, valuable and needed. This is done by a very useful set of principles. First and best example is the ugliest frog. Whenever you feel, that you could do something better with your time, go for it. But it also comes up with advices for planning your future and your day. Sometimes there are already well known things like Pareto’s Principle (at least for me it was not new). But they are presented very detailed and from multiple sides. This helps to understand things deeper and reflect more and better. Other things are not so obvious. Being a creative procrastinator was one of these things i never heard before. Its absolutely clear, that you can’t do everything you would like to do in your life. So you need to put things into the background, which are not highest priority. Also you learn how to push yourself into action. Overall there are 21 techniques to recognize and eat the most important frog first and to swallow it as good as you can.

Conclusion

The book Eat That Frog! is written very entertaing. It is easy to read and understand. At the end of each chapter the great tips are summarized again for being accessible later fast. The chapters are atomar, so that you can pick up the book, check out a chapter and try one chapters recommendations. The clear advices are fast and easy implemented. So overall this book is full of easy and brilliant things. Some you may know, some seem too easy, but its good to be reminded again!

Management 3.0: #4 Exploration Days

After we talked about the management 3.0 techniques Kudo Cards, the Moving Motivators and the Delegation Poker it is time to talk about one of my favorites: the Exploration Days!

Exploration what?

You may have never heard of the term Exploration Days, but you may know them by a different name! They’re often called slack time, hacking days, pet projects, ShipIt days and sometimes hackathons (which in my eyes is something completely different, but that’s another story :)). What’s exactly meant by this? Quite easy: giving the employees the chance to self educate or to develop something on their own. And all of this great things in and while their normal working hours. Some of the main goals are a better motivation of the individuals, a better connection between the team members among themselves and the company and more outside the box thinking team members. You can fill the time with whatever ideas come up from the crowd. Important is to make it fun for everybody who wants to join! I’ve heard and experienced a variety of implementations. For instance google lets it completely to your own what you’re doing in your twenty percent of each work week. The other side i know is, that the company (often somewhere in between your boss and the team) decides what you are allowed to do. Both have goods and bads.

My experiences

It is a bit tough for me to find the right balance between respect and full honesty. In one company we were waiting for the implementation of this kind of stuff for a longer time. When we finally were allowed to start, it was quite unclear who had to approve the topic and it was a mess. Somehow there came up big discussions what to do when and if doing some things at all. Overall it was nice to have the time to do something to develop further. On the other side all the waiting and the big discussions gave an off-taste to the whole thing. Not the greatest experience. For me some things are clear: whenever Exploration Days are implemented, it should not be talked to long about it without starting and the rules have to be crystal clear. Even if the rules are too harsh, because the company fears employees are wasting time. Reasons for this can be cultural (some kind of distrust) or business need (the business model can’t handle non earning time).

What contact to Exploration Days (or their brothers) did you have? Which experiences did you made? Did it helped to be more motivated or was there a drop in motivation caused by strange rules or bureaucracy? Let the world know it by leaving a comment!

Thanks for reading and have a good time exploring!

Management 3.0: #3 Delegation Poker

A while ago i presented the first management 3.0 technique, the Kudo Cards and Box, in an earlier post and the Moving Motivators in the second post of this little series. Now i will write about the next technique: the Delegation Poker. Have you ever delegated to someone else? If so, you maybe have found yourself in a situation where you not knew how the status of the delegated job is or where you were not satisfied with the quality of the result. This two examples point out things which can happen, if you miss to make things clear. If you delegate, you should try to make the what, how and why as clear as crystal! Lets have a short look from the other side: have you ever had a boss who complained or even worse redone your work after you finished a job for him? There we have the unclear expectations again! The Delegation Poker tries to solve this problems and to make aware how much the person who receives the delegated jobs can and wants to handle them. This last point is reached by giving the chance of saying “i want you to do more in this particular case”.

As you see, delegation is more a scale than just a binary thing. Not only you or me, but little nuances like i will ask you or i will discuss with you. With this in mind we are able to find compromisses and negotiate where both of us see the job and the responsibility. Lets have a look at the actual cards we have in the Delegation Poker! There are the following:

  • tell
  • sell
  • consult
  • agree
  • advise
  • inquire
  • delegate

Now that we know the cards, we can have a look at the game itself. First we need a set of scenarios we want to decide who should have what responsibility. This can be easy little jobs or complex and complicated things like leading a whole department. We pick one after another of this scenarios and everybody selects secretly which card is nearest to his wished delegation level. All cards are revealed together, when every player decided for a card. If everybody has the same card, it is clear and decided, which level of delegation is chosen. If there are different cards, than it is obvious that there is a need to talk about the diverging ideas and wishes. After a short discussion there is the next round for the same topic, until there is a consensus. The results are noted on the delegation board: horizontal are the tasks to delegate (or not) and vertical are the seven cards. We make a mark on every line for which level of delegation we agreed on.

My experience

In the receiving position it was really fun and helpful to play Delegation Poker! It helped making clear to me which priorities we as a department have. Afterwards there was a motivation boost and i felt heard and valued. Even if there was not everything what i would liked to have in my direct influence. When i first wanted to play the Delegation Poker game it was a hard time. I chose an emotionally really charged situation. We had to put the cards aside to get out of the stressful area. Afterwards we found, that we can’t decide, if not also everybody is there to make all the decisions. So giving the Delegation Poker has some easily assessable conditions. Make sure there are no big emotional stress points open and that every decision maker is aware what you are going to do and even better: they are in the room and want to join too.

What are your experiences with delegating? Did you talked about it or was there just a “Hey, could you do this?”? Did you used the Delegation Poker and the Delegation Board? Just leave a comment and let the world and me know what you learned!

Thanks for reading and have fun delegating and being delegated!

Book review: The Five Dysfuntions of a Team

Have you ever worked in a team? Was it always easy and trouble-free? I hope not, because without some little conflicts something is really wrong! At least it feels not really vivid and not really human. The point is to handle this situations well. One approach to tackle the most problems is the one of Patrick M. Lencioni to watch out for the Five Dysfunctions of a Team. Lets first list them and then discuss a bit further what they meen:

  1. Absence of trust
  2. Fear of conflict
  3. Lack of commitment
  4. Avoidance of accountability
  5. Inattention to results

They are build like a pyramid: the ground and base for everything is the trust. Without trust in the team, you don’t need to think about conflict or results. If the team members don’t trust each other, it is hard to go in good conflict, the healthy conflicts. They are necessary to feel committed to the common goals. Without this the team members see no reason to hold each other accountable. And if nobody is having a look at the others, there is no attention into the results. That’s it. As easy as this all problems are in a simple line of causes.

How to get to attention to results

Whenever you see a dysfunction described in one of the five pyramid layers, start fixing this exact layer. If it is not directly one of those five, try to find out in which layer it starts. Sometimes the teams are not showing distrust openly. You find one member is asking everybody else, but not her team for a thing. Or you feel a slight thing around the results, like everybody is doing stuff, but there are constant hard discussions about the direction. Whatever you feel the actual layer with a not perfect running team is-start there! Find out in private talks to each of them if it is really the right layer. Look into the book, find a good excercise and go through it with your team. Tell them, that you will have an eye on the thing and want them to look for it too. Tell them repeatedly, what their goal is. For example “you are a team, our goal is, that you’re working effective and efficient together”. If the layer of dysfunction is fixed go to the next higher one and fix this one. Always be on only one layer at a time. Stay there, till it is fixed! Reflect with the team, if the layer is fixed before going up.

My experiences

The most astonishing thing for me was to realize how many things can break a teams attention to results. It can come from so many directions: from above, from the side and from below. If the boss is not respectful, nobody stays respectful for a longer time. It needs so much discipline to maintain respect in such a situation. If you are not allowed to keep your team members accountable, it will end up not well, if nobody interrupts the vicious circle. And it is a real vicious circle: if one thing is broken and not fixed, the layers below will break soon! Why should you hold someone accountable, if nobody cares for the results? Why should anybody commit to something, if there are no consequences?

The awesome part about this book is: it really works! There is a magic behind it, which makes it easy to approach any overwhelming seeming problem. And after some attempts your team is getting better. Already the sign that you care helps the team to feel better. In most cases they want to understand and help fixing the problem. If you keep repeating that the problem will be solved, it helps fixing it. The greatest feeling is, when your team members come up with ideas how to solve the problem and make the team work even better. You only have to start and stick in some situations.

Sometimes it is not the best idea to tell the guys what you are going to do with them. Some don’t want to have the touchy-feely things at work and in their live. For these situations i don’t have something what works really good. Only to not tell front up next time, to not disturb the walk through.

What experience do you have with team building? Did you read other great books on the topic? What problems did you had in your teams? How did you solved them? I would be happy if you would leave a comment!

Thanks for reading and have always great ideas for fixing your team problems!

Story Points

After i’ve wrote about User Stories there were some questions about the closely related topic of the Story Points. I will try to cover those in this blog post.

What they are

A Story Point is an artificial estimation measurement for a User Story. It is artificial on purpose. We don’t want to have it exact, because this would take us too much time to reach. The main value in estimating in Story Points is this: the ideal Story Point estimation makes every story, which is estimated with the same scale by the same persons comparable to every other story for which the same things apply. We need this two conditions, the same scale and at least nearly the same group, for important reasons. If we try to compare stories which are estimated with different scales, we are comparing the famous apples with oranges. This will not help in seing how long a team will need to finish the given set of stories. Same applies if completely different people estimate the stories. Even if they know the original scale, they will see the world through different eyes. Which makes the estimation different. This can be good, if the estimation gets more realistic, or bad, if it is tending more to the unrealistic direction.

The difference of Story Points to the famous man-day is, that we not only have a look on the effort it will take, but also on the risk and the complexity. So a nearly effortless story with a huge risk can be estimated higher than a easy, boring, time eater routine story. Same for a not much to do, but complex set of tasks: it can be estimated higher.

What they are not

We are trying to make the estimation in Story Points more adequate but not exact. Trying to reach exact estimations would mean to have a complete plan for every step. With User Stories we try to give the team the possibility to explore the solution and work strong together. With the need of having exact times and an exact plan, we kill creativity, team work and the feeling of responsibility. As already mentioned Story Points contain not only the time! This is important to have always in mind, there is never a precise mapping of Story Points to a time needed or even to a precise point of time in the calendar. The agile part in Story Points is, that we try to get things like team work and responsibility in exchange for the illusion of an exact plan. Things will always go wrong and no plan survives the project, so we let the planning phase be a bit short and gain other values out of it.

How to get a first baseline

My first teams to be introduced into Scrum and Story Point estimations had a situation, where not everybody was comfortable to estimate. The reasons were somewhere inbetween estimation by management and hard deadlines made by sales without asking. Here comes what helped everybody not worrying, but just going: we layed out a Fibonacci sequence of cards (1, 2, 3, 5, 8, 13, 20, 40, 100) on the middle of the desk. As you may note, from twenty on the Fibonacci sequence is broken. That’s for easiness, everybody can remember twenty, fourty and one hundred. But try to remember 21, 34 and 55. Yep, only a little bit harder, but think in two weeks again. Back to the main topic! We take the first story, discuss what has to be done. If it fits around the eight or thirteen, we put it on the desk in between those two numbers or on one of them. If it is somewhere else, take another story to start, till you have one which fits between eight and thirteen. Ask everybody, if there are open points to discuss with this decision. If so, talk and move the card till everybody is happy with its place. Now take the next story. Decide, if it is bigger or smaller than the first. Try to find a good place for it. Take always only one story and sort it into the already given stories. After every story reflect, if the card sits correct where it is and if you need to rescale all the stories for a better measurement. Reasons for rescaling can be that everything is on one side of the scale in a range of two or three points or if there are stories which seem to fit nowhere. When the team found enough stories fitting in the scale, let them choose for each point of the Fibonacci sequence an example story. These stories you bring with you whenever the team will have to estimate the next two or three times. They can be seen as reference points, if there are differences in the points of view. After a while everybody should have a common feeling what an amount of Story Points meens.

My experience with these steps:

As mentioned the first teams i guided through the learning how to estimate had distrust against estimations. For this situation it was way easier to just talk about one story at a time than have the discussion why to estimate and how to do it. The guys were open to follow it step by step and no big discussions came up. The guided tour through the process made it easy and painless for all of us. When we came to the end it was even the case, that the team members came up with suggestions how to rescale and were in vivid discussions about if a story is a five or an eight. My theory is, that whenever you go through easy steps with a group of people, they tend to come with you. But if you tell them “we’re going to xyz” they can come up with the complains and boycotts. To me seems to be like in the great book Facilitator’s Guide to Participatory Decision-Making. There is a theory of how to get people painless to get to a solution or decision by guiding everybody through phases. There you first open the solution space and than talk through the possible solutions to find the best solution (or the least worse one ;)) and choose one solution in the end. Really excited made me, that even new guys had an easy time to get into the estimation after a few months. Almost everyone new to the team made it after just one time with only watching to get really fitting results! One developer made it arlready in the first Backlog Refinement she participated, to come up with fitting estimations. That left me speechless! The last observations i want to share are the following: there developed a game thingy in our estimations which is like “if everyone has the same number, than we get a shot”. Nope we aren’t drinking at work. Even if it seems as a good idea :)! That made the Backlog Refinements and the Sprint Plannings real fun, thanks for that guys! But its important to mention, that everybody knows, that the differences in the later on blind estimations are more a big value. Because we afterwards talk why the values differ. Within that talks we discover risks and clear questions.

What are your experiences with estimations in general and especially with Story Points? Have you ever asked yourself “How to get these guys to estimate?”? What worked well for you and what absolutely not worked?

Leave me a comment and tell me what you liked or not liked about this article! Thanks for reading and have a great estimation :)!

Management 3.0: #2 Moving Motivators

In an earlier blog post i wrote about the Management 3.0 technique of the Kudo Cards and what i’ve learned using them.

Today we’re going to have a look at my experiences with the Moving Motivators, as you guessed it right, also a Management 3.0 technique. The key question the Moving Motivators try to solve is the following: what are the intrinsic motivations of a person and what does she win or lose if something changes? So it is a tool to become aware of the things the player thinks are most important to herself and make them transparent. That said, we can have a look at the motivators one can choose from. They are the following:

  • Curiosity
  • Honor
  • Acceptance
  • Mastery
  • Power
  • Freedom
  • Relatedness
  • Order
  • Goal
  • Status

Note, that the first letters form the word CHAMPFROGS, which reminds me of the great book Eat That Frog! – you don’t know it? My recommendation: read it, its full of entertaining small pieces of daily usable wisdom!

Lets have a look on the overall process: we have a facilitator, a player and the deck of motivator cards. The facilitator explains the steps and asks further questions to point out insecurities and make things clearer. First step is, that the player sorts the motivators in descending order of how important they are for her. Second step is to ask a question to have a closer look at. This can be as simple as “How will my life change, if i take the next step in my carreer and go to XYZ?”. With this question in mind you now have a look at each of the motivators. Will this motivator change to the good or to the bad? If its getting better with this decision, you move the motivator card upwards as much as you feel. If the motivator will be damped or you feel it will go down, you move the motivator card downwards as much as necessary. If you want to decide between several options, you can play the game multiple times, till you have a complete set of “How my life will change”-situations. You than can compare the options from another point of view.

When i played the game myself, i found some helpful things for myself: first i loved finding out what my motivators are. Being aware about what i need and want a bit more clearly made my expectations more realistic. Seeing that some things can be better, while other things go worse, gave me a deeper understanding of the complexity. When seeking for the next job it helped me and still helps me to figure out what i really want and where to go and where not.

When i played the game as facilitator i found, that this little game is a powerful tool for many people to find their way. On top it is a great structure to get in touch with the deeper feelings of one another. Whenever two people need to find out the real intention and motivation of one another it is a good starting point to have a look at the cards and open up. This is easier than with the direct question, because the cards and fun of a game is making the situation not looking to serious. But: you can handle really serious situations, don’t be fooled by the nice looking cards!

As a bonus i developed a nice little browser tool, with which you can play the Moving Motivators online. You can even save and load your results to have a look later on (have a look in the lower right corner for the icons ;)!

Did you ever heard from the Moving Motivators? What are your experiences with them? In which role did you played them? And what did you learned while plaing it? If you never heard of it: did this post animated you to try it out?

Thanks for reading and have a successful day!

Great leadership

At this point of time i feel that its a good moment to fixate my learnings about leadership. The ones i felt how i would like to go, the ones i learnt by horrible mistakes or blind spots and the ones i read about. Why do i want to write about them? Just to reflect my situation and where i am now and what i want to reach. Some things i already live quite well, some things i want to achieve. Lets dive in directly with the first and biggest learning: leading starts with yourself!

Lead yourself first

This is the way most important thing about leadership i see: when you’re not able to lead yourself, you can’t lead others. Well you can, but you will not be as effective and successful as you could be. So the journey to become a great leader, starts with your first step to reflect yourself regularly. It is very helpful to be aware about the situation in yourself and in the others around you. This gives you the possibility to see the chances you and others have in this exact moment. And seeing more options opens a whole new universe of possible solutions.

Be respectful with yourself. This one starts with the thoughts you have and goes over the actions you take. If someone around you is consequently and constantly disrespecting you or your role, than first of all talk to them, if this doesn’t help to their boss and if it still doesn’t change, do yourself a favor and move on to the next position. Easy as this: you always have the option to accept it, change it or leave.

Win the inner game: don’t let the lazy dog do his “laying in the sun” game. Go progressive against procrastination! Don’t shout out every angry comment you have in your mind. Often its not making the situation going anywhere good. Don’t rant around about everything and everyone. Sometimes its good to show the energy of anger, but you should spare it for the points when the time is ripe and your peers are open for the extra energy shot. Exploding daily makes it common and nobody will listen to you any longer. So in a nutshell: you are the boss of the feelings you have and show. Win the fights with yourself, to win the ones outside.

The next point of leadership is focusing. I know a lot of guys with great ideas. They have plenty of them and are keen about all of them. They start to build a thing and a week later they tend to the next one and leave the first one aside unfinished. By this habit they leave a trail of started projects and none of them works. Sometimes its the point, that they tend not to get over the dip in a new area and sometimes they just leave it die because there is a newer, more sexy thing around. With focus on only a small set of goals or projects you will always reach better results. If you only have a little set of objectives, it will be easier to stay on track and reach them. When you finish one, you can and should put a new one on your list. My maximum which worked out very well was three goals at a time. More goals and i tended to not make the goals big enough. Less worked well, but if there is a external blocker in one thing, which you only can influence and not shape directly, its getting a bit unfocused again. You have no goal number two and don’t want to open a new one without finishing the old one. A small dilemma, but it’s ok. So three objectives is my favorite. By prioritizing them in the Eisenhower matrix you can assure to not work on things which are not important and urgent. More great hints on how to get the right things done are in the book Eat That Frog!.

In my eyes having a vision is another key to lead yourself to something great. Sure, often in life there is no easy planning for how to go step by step to where you want to end up in your carreer. You meet the most important people in your life sometimes on purpose and sometimes just by accident. But forming a clear vision helps seeing when the right ones stand in your door. You get the chance to feel that there is someone who can give you something, if you have your why as concise as possible in your mind. With the why often a what and a how comes for free. Find the leaders worthy to follow. And search for them! Look for great visions and the ability to inspire others with the ideas and the questions!

The last two things you can do are being proud and keeping your ego in its healthy boundaries. As often in life it is important to have a good balance. Here this means to have a standing, an opinion and to not stand still on this opinion. If there is a better way to see things, switch to it. If the new way doesn’t work out well after a time: go back! Be agile and flexible in your mind. Nothing is worth leadership than staying stubborn on your old point and expecting better results than you already got. Some things should form your core values. You should not touch these values. For example one of my core values is respect. Sure, its sometimes hard to maintain, if somebody is disrespectful over and over again on purpose, but its worth to have such a value and i won’t skip it for little things.

Lead others to grow leaders too

As we’ve talked about things which touch only you, lets see how to handle the easier part: the others 🙂

One thing i would like to point out first is this: don’t talk patronizingly to others. This gives them a feeling of not being worthy and takes away motivation. Even more you should not think about others in such a way. It already forms your actions and your mindset in a way where your opposite feels whatever they say, you are or feel to be the better one. Which is not only a strange feeling, but also a demotivating factor. The opposite of thinking like this is to ask for their ideas and try to get them involved by heart. This is done by letting them create the things they invented. They proposed a good product feature? Let the ones who had the idea build it! They came up with a better process? Let them improve the status quo with the help of you! They will feel included, valued and worthy. They are in it with their full hearts!

To have your team and coworkers on your side, you need to be crystal clear in where to go, how and why. That’s a key to have the ones which care, on your side (the other ones you will never get, they are already gone in their mind). You need to come up with a vision and communicate it. When you’ve clearified what the goal is, you can always set borders around it and communicate respectful feedback. This is needed to not get lost in anarchy and stay on track. Like parents you need to say “no” to things which get the organization and the team away from its goals. Its your responsibility as the leader to watch out where the team is going. And this borders, rules and visions have to be repeated over and over again! The repitition has to be done until things are improved and everyone understands the why behind the what.

Lets talk about one not so nice part of leading: the complains. Whatever you do, decide or tell, there could be someone complaining or even hating it. I am not sure, if it is a limiting belief, but you can’t be with every decision on the “love it” side for everybody everytime. So expect to make hard decisions and get harsh feedback from above, your side and the ones you lead. A big help for me always is to separate what is against me and what against my role. Try to find out where the complains come from. Is it an unfulfilled need? Try to figure out how to fill this hole. Is it a demotivation? Try to explain and find a motivator which you can use now. The key is to only solve the issues which are the root cause and not fiddle around with the symptoms. They will come back again with the next decision.

Ok, enough of the hard parts – back to the loving parts again! When you lead, you have responsibility. And with responsibilty comes the obligation to care for others. In my eyes one of the good reasons to become a leader. Make sure noone is overloaded with work or responsibility. That’s not easy: one guy can handle a workload or responsibility which is way to much for the next guy. Also the actual personal situation has to be considered. Most people can handle more when in a save position at home and at work. If there are hard times at home, it is not healthy to keep the same load on their shoulders as before. Whenever you give someone more responsibility make sure, that she gets the time to grow into the new situation. Nothing is more demotivating than being thrown into the too cold water. It is substantive to make sure they know it is their responsibility now and exactly in which steps they will grow into it. Therefore it is necessary to formulate the goals and steps as SMART as you can. Try to find the best fit for the organisations and the peoples needs. Watch out that they have everything they need! Including time, the support and all materials you can find and afford. Not only for the set of goals, but also for being the best version of themselve! Take a close look on the “attractive” part of the SMART goals. If the person is not accepting the goal you set, the end of the story will be disappointment. I know that not every interpretation of the smart acronym is with an attractive, but there is always an equivalent. Without the inner support of the one you lead, the failure is programmed and waiting in one or the other way. Assure, that your followers know the goal, like the goal and belief in theirself. Therefore appreciate their successes as often as you can and make failure a pleasure to learn from. No fingerpointing, no blaming, just say “that went wrong, lets have a look what we can learn and how we can do better!”. It’s as easy as this: be respectful! Nobody makes mistakes on purpose or to do harm. Or at least very few people. And if so, find out, if it is in their personality and set borders. If these don’t work, pick them out.

Try to delegate as much as you can. If you share responsibilty with your followers everyone wins: you win time to focus on better things than doing the daily work and the others win the chance to grow and feel seen in their full potential. Everybody can be happier with shared responsibilities.

By letting others grow around you and giving them the chance to grow into a great leader too, they learn to handle things in a healthy way. They are not thrown into a leaders role from zero to one hundred percent in a day, they can take over things slowly and learn to handle inner and outer factors in small and growing scopes. By this the things are not outgrowing and the feeling of being overwhelmed is not so often present.

The last two points i want to share are those: stay until its sure you have raised good leaders which can take over the situation and search for great leaders to follow by your own. When you stay till you know the new leaders are able to handle things in a good way, you are not leaving burned ground. Sure, sometimes the situation is hardened and there is no other way than leaving. For instance if you find yourself in a mismatch of your values and the organizations values. Or if constant disrespect is given to you or your role. If talking isn’t making things better, than you should pack your stuff together and search for something new. Here comes the last big point into play: if you change your position, search for environments that fit at least at the base to you, your values and your ideas. Therefore search for the leaders which do something better than you. Those you can learn from in one or the other way. Those, which inspire you just by little talks. Which let you grow and which are searching for more than power by having a leadership position. For instance they can be interested in virtuous circles or in the people around them. It is your responsibility to have a very close look where to go next before you leave anywhere! Be picky! Don’t go for less, you only have this one live and you want to life it as great as you can. Therefore try to find the best overall! One last hint: don’t blame yourself, if you made a mistake with one of your steps. Learn from it and go further!

What experiences do you have with leadership? What great points did you find in others, which made you follow them immediately? What worked well for you? Please let a comment, if you have great insights or if you liked this article!

Thanks for reading and have fun leading your life! 🙂

Virtuous circles

The subtitle to this post is “How to create them in your life”. But first things first! I see you asking “What is an virtuous circle?”. In german there is the word Teufelskreis which translates to doom circle or vicious circle. If you are in a vicious circle, you’re in a situation, where you over and over go through a row of events or actions and it gets worse all the time. Second characteristic for this circle is, that it seems to be impossible to break out. So you feel doomed in it to do this things forever. So far so bad… here comes the good news: there is a good counterpart, you guessed it, the virtuous circle. In german it is called Engelskreis. The virtuous circle is a situation, where everybody gets more energy while a set of actions is going on forever. If nobody breaks it. Sounds good, i know. There are many ways to create virtuous circles in your life. I will not be able to cover all of them, but in my eyes a good start is to separate them into the ones which only have yourself as acter and the ones with more protagonists.

Virtuous circles only with yourself

The first and most virtuous thing i found in my life is to be friendly with myself. Whenever something happens i try to be as friendly as possible to myself. For example if i break something, i don’t tell myself the story, that i am clumsy, but i try to think that next time i will take care more. Also don’t tell yourself, that you are something negative, like “i am dumb” or “this action was dumb”. There are enough guys in this world who can think this, but that’s not your business and in your head should not do it. Just say “Oh, that could have gone better, next time i will watch out” and you find yourself in a better mood and with more self respect. Thus you will go through the world with more positive energy and attract more positive energy. It’s not necessary to be negative, its a vicious circle. So be generous with your weak sides and with the weaknesses of others!

Another great virtuous circle generator is the habit of installing good habits in your life. So for instance if you decide to start the day more motivated than with a cup of coffee, you have plenty of choices: you can decide to meditate, make some excercises or start to write every morning for a given time in your own blog. Creating and doing physical or mental excercises are a the chance to get into the “i’ve already done something good for me before leaving the house” mood. With this feeling the hard parts of your day can’t hurt you as much as with a cup of coffee. Other positive habit examples are the Pomodoro Technique, to reflect on a daily basis or working daily on your list of your personal rules. Maybe i will write about the personal rules later in another post. Short overview: i am reading a set of rules for myself everyday before i start working. While reading them i reflect them already-what could be improved, exchanged or added? One example rule on my list is “i train constant and hard”. This helps me to have my key values and habits easier in mind, when it comes to laziness or dips.

Beside this points you can get much more virtuous circles in your life through the aware setting and reaching of your goals. Aim for bigger things and break them down into small (or only the next) steps. One good method is from the book Eat that frog: sort your todos into categories A to E, where A is most valuable and E is least valueable. Then start always with the most important A. It is called the biggest frog. When you ate this frog, go to the next one and so on. Behind this is the sweet treasure of focus. Focus will help you in a virtuous way to get further than you thought!

Virtuous circles with others

Lets talk about how to create virtuous circles with others. The first thing how to create a virtuous circle with others is as easy as obvious: giving. Whenever you give something, it may be a little bit attention or a helping hand or some friendly word or even a smile, you give the opportunity for the other one to feel good and give it back to you. The important thing about this is to give without expectation. If you’re giving with the expectation to get something back, it is not going to become virtuous. Maybe the other one feels it in the exact moment, maybe later on. Read more about it in the great book Give and take. If you give without expectation, the other one can decide to give back to you (and your virtuous circle can start) or to someone else (and a bigger circle can start).

Another start for a virtuous circle is being thankful. If you’re thankful for what you got and whom you have, you live in a mindset where you respect others as they are. This gives them the great feeling of being ok as they are. A very peaceful and healthy experience. They feel better, have more energy and the chance to give this great gift back to you or someone else. Thus we’ve started another virtuous circle. While talking about the thankfulness we already touched on the next two things: being aware and being respectful. They lay really close to each other. to be thankful its helping to aware and respectful. Whenever you are (self-)aware, you are just one step away from being thankful. Without awareness its getting harder to see the possibility to be thankful. All together form a powerful mixture of living in peace with yourself and others. Which helps you and the ones around you having more creative power to build a better future. Virtuous circle case closed :)!

With awareness you receive another great gift: you are able to handle negativity of others and not only react on it unconscious. First of all you can see whenever someone brings negativity with himself. Thats the point where you can decide to not let touch their thoughts you. By keeping this things away from yourself, you are able to make them aware of the things they do to others. On the other side you get the great chance to think about who is giving you a hint and why he is maybe doing it. By this you become more able to react properly. You get more opportunities to react without being or becoming unconscious. Than you don’t have to exclude these people from your life. You can decide to tell them whats going on and set some borders between you and them. Or you can move further full of awareness without getting enmeshed with someone.

The last tip for virtuous circle creation with others is a bit different: become a tribe leader. What’s ment with this? Just start learning how to grow a movement by not being necessary in the position of the organisational leader, but just by giving value to a group of people. Great books for learning about this topic are Tribal Leadership and Tribes. It is fun, because you end up giving and earn respect of others. This pushes you further in the direction of doing and giving more. Which helps others even further. And the circle closes in a virtuous way!

Areas of life

We’ve talked about how to create the godlike circles, let us have a closer look where you can create virtuous circles: the areas of life. In Feng Shui are nine areas of life present:

  • finances and richness
  • fame and glory
  • relationships
  • health and family
  • me, myself and i (here is ment you and only you)
  • kids and creativity
  • knowledge
  • carreer
  • helpful friends

Stefan Merath proposes eight others in his book “Der Weg zum erfolgreichen Unternehmer“:

  • personality and learning
  • happiness and emotions
  • partnership, sexuality and family
  • friends and network
  • body and healthness
  • finances and material things
  • company and entrepeneur
  • world and meaning

It is not important which system you lay under your creational path of becoming a virtuous circle master. More important is to find the points which do not work as good as you want and improve them. Another good hint is to bring the life areas in a good balance. Not just fiddle around in one area. The best example is to not only look on your finances and leave the people around you out in the cold. Everything is important and if there is no balance in between the topics in your life, you will miss happiness.

Lets have a short look at the job you got! Whenever you search for a new job, you can always ask you the following two questions:

  • Is the work philosophy of the company fitting to me?
  • What can i learn in this job?

Whenever the work philosophie fits to you, the chances are higher, that you can give while become more energized. That doesn’t mean, that you completely have the same values like the rest of all bosses and employees, it points more into the direction, that it fits together without making to much discomfort. So most of the time peaceful conversation about ways to go should be possible and valued by your peers.

The other thing you can always ask yourself is what you can learn. Whenever you ask yourself this question, you become open for other opinions and impulses. This gives you the great chance to really listen and embrace to improve yourself! When others feel this openness, they feel more free to talk in clear words their real opinion. That is a great way into working better together and creating more space for improvement and happiness.

Conclusion

We’ve seen a lot of kinds of virtuous circles and a bit of how to create them. So now i want to roundup my thoughts with this call: go out and create as much as possible virtuous circles in your life and the lifes of others! If something doesn’t works at the first try go a bit simpler or smaller and try again. Talk out loud whenever you feel the idea of telling people about an idea for an energy loading interaction! Just go out and be the improvement you think the world needs.suche aktiv Engelskreislaufe in deinem Leben!

Which circles do you recognize in your life? Are there more positive or more negative ones? Were or are you able to influence them to a positive effect? How is it with others? Do you see what drives them around for good or bad? Have you already created self-aware a virtuous circle? Let us know how and what experiences you had by leaving a comment here!

Thanks for reading and have fun creating your own virtuous circles!

Sushi programming

Today i want to share a programming technique with you. My former fellow developer Felix and i tried it and had real good experiences while using it. (Damn, its a long time we didn’t worked together and i miss it!)

We named it sushi programming. I will explain later how we came to this name, the differences to Katas and Pair Programming and where we found pros and cons. Let’s keep things short and dive into the sushi bar!

How to do it?

We have two phases in sushi programming:

  1. the performance and
  2. the discussion

Let’s dive into the performance

The base philosophy behind “Sushi Programming” is to watch, and ONLY watch, note things, which will be discussed later. So we have one developer who is writing code with his normal IDE in the normal way he does this. Lets call him the author.

The other role is the audience, at minimum one other developer. The audience is only watching the author. It is important, that the audience in no circumstance (only a nuclear war or the lunch time should disturb us ;)) talks to each other or the author. No questions like “How did you get your IDE to automagically create this whole file?” or “Why don’t you use this fancy key combination to commit your code?”. The audience just writes remarkable things down. This phase should durate between 15 and 45 minutes. With shorter phases you won’t find enough new good or bad habits, with longer the amount of things will decrease.

In the second phase, called discussion, the audience and the author walk through the notes of the audience. Here all good habits swap around the team and the bad ones get out of the author. Rule of thumb is, that all points should be formulated respectfull and without a personal judgement. So only ask “How did you did that magic trick?” or “Do you know, that you could generate the getters/setters?”. I think it is important to write about this rule, cause it will keep the drama out of the discussion. The aim of this technique is to spread the given knowledge as much as possible in the team and increase everyones work quality and speed.

Differences to other techniques

Pair Programming

In pair programming you are allowed to talk all the time. This gives the software developers a better understanding of each other and the solution they build. With suhi programming we are aiming only at the habits of each other. Therefore the silence in the first phase is installed.

Peer Reviews

Peer reviews are either with one guy or with multiple guys. So whenever a piece of code, a software or UI design or an architecture is watched by a group of people, we can call it a peer review. The aim is slightly different from sushi programming: in peer reviews we want to improve the code at all. We should not mind who wrote the code, we just want to see, if it fits our quality standards and our understanding.

Code Katas

Code Katas are a great wy to learn things as a group. We sit together and work through a rigid plan of steps without thinking too deep while doing. The aim is to get a new habit into our muscle memory. For instance it is perfect to get into the Test Driven Development circle, if you never before used it. Or a new framework into your brain. This said, the aim is clearly close to sushi programming: train the new things.

Why the crazy name “Sushi Programming”?

I’m not sure where i got this information from and if it is true: i heard, if you want to become a sushi cook, you have to spend a certain time as a dish washer and as a waiter. This phase around your aimed work should give you the respect for the other activities and let you soak in the spirit of a sushi restaurant, like how to treat the food and the guests. This should beware you of doing the biggest mistakes in the everyday worklife over and over again. You’re filled with best practices before you even ram your first knive in the first fish. Soaking the spirit, for the learning developers, and spreading the spirit, for the master developers is a healthy habit in my eyes.

Pros and cons

  • the flow of the author isn’t broke by discussions – a big plus to get more knowledge moving from one to another individual
  • the author and the audience find more hidden treasures (a.k.a. IDE shortcuts or bad habits) in the everyday routines of the other than by Pair Programming
  • the team members get a deeper understanding of the used techniques
  • the team members get kwowing each other better, because they see each other finding solutions (hopefully they reflect their own too and thereby know themself better)
  • the team members train discussing techniques and routines without hurting personal feelings, which will be good for the team spirit
  • after a time only the knowledge of the team is spreaded, there is a “we don’t learn anthing new” if you do it too often, without developers from the outside of the team

Conclusion

For me it was a really useful habit to sometimes sushi program. Our team knowledge went up fast and it helped me and the others! So my recommendation is: try it yourself and have fun!

Did you liked the article or the idea? Do you feel the urge to propose a better name? Do you know, if it is part of becoming a suhsi cook to be dish washer and waiter first? Did you tried it yourself with some colleagues? What were your experiences? Than please leave a comment!

Thanks for reading and sharing!