Easy Agile Podcast Ep.11 Dave Elkan & Nick Muldoon on building Easy Agile

"Rebecca is an absolute gold mine of knowledge when it comes to SAFe, can't wait to continue the conversation at SAFe Summit 2022!"" - Tenille Hoppo

In this episode, Rebecca and Jasmin are talking:

📌 The value of the Scaled Agile Framework, who it’s for & who would benefit

📌 The Importance of having a common language for organizations to scale effectively

📌 When to connect the Scaled Agile Framework with your agile transformation

📌 Is there ever really an end state?

+ more!

📲 Subscribe/Listen on your favourite podcasting app.

Thanks, Jasmin and Rebecca!

Transcript

Jasmin Iordandis:

Hello, and welcome to the Easy Agile podcast, where today we're chatting all things Scaled Agile with Rebecca Davis, SAFe Fellow, SPCT, principle consultant and member of the SAFe framework team. Rebecca is passionate about teamwork, integrity, communication, and dedication to quality. And she's coached organizations on building competitive market-changing products at scale while also bringing joy to the work, for what is work without joy. Today, we've chatted all things Scaled Agile implementations, challenges, opportunities, and also the idea around optimizing flow, which Rebecca is hosting a workshop at the SAFe Summit in Denver in August this year. Hope you enjoy the podcast.

Jasmin Iordandis:

Hello everyone, and welcome to the Easy Agile podcast. I'm your host Jasmin Lordandis, product marketing manager here at Easy Agile. And today, we are delighted to welcome Rebecca Davis from the Scaled Agile framework. Welcome, Rebecca, and thanks for joining us.

Rebecca Davis:

Thanks. I appreciate being here. I'm excited.

Jasmin Iordandis:

Me too, especially because we are counting down the days before we get to meet you face to face, in person, at the SAFe Summit over in Denver, Colorado. And before we kick off our conversation, I just want to acknowledge the traditional custodians of the land from which we broadcast our podcast today. The people of the Djadjawurrung speaking country. We pay our respects to elders past, present and emerging, and extend that same respect to all Aboriginal Torres Strait Islanders and First Nations' people joining us today. So before we kick off, Rebecca, can you tell us a little bit about yourself and your role within Scaled Agile?

Rebecca Davis:

Sure. I'm actually relatively new to working for Scaled Agile. So I've been there a little over 90 days now, and I'm a member of the framework team, which means I help actually create the Scaled Agile framework and future versions of it. Prior to that, I led LACE at a company called CVS Health, and I've worked at a bunch of different kind of healthcare organizations across my years implementing or organizing agile transformation and digital transformation. And I think one of the reasons that Scaled Agile was interested in me joining the team is just a lot of different experiences across business agility as a whole outside of technology, in addition to within technology. So marketing transformations and HR transformations, legal transformations. But I love being at Scaled Agile and being part of the framework team. It's really exciting to help more organizations, and just the one I'm at, really understand how to bring joy to their workplace and bring value out to the world.

Jasmin Iordandis:

Yeah, cool. And you've given a little bit of information there around why Scaled Agile was interested in you. What attracted you to Scaled Agile, and did you use the Scaled Agile framework in these previous roles that you've just described?

Rebecca Davis:

Yeah. Those are great questions. I think I'm going to try to answer both of them together. But the reason I have always been drawn to the Scaled Agile framework is I ran a few different organizations, both as owning my own company and then also working in startups and working with larger organizations, where I knew that agility was important. But I was struggling as a change leader to find a way to really bring connectedness across large amounts of people. And to me, that's what Scaled Agile does for us, is after a certain size, it's a lot easier to create this common language and this common way to move forward and produce value with the framework. I also really enjoy it because there's a lot of thought that's already kind of done for you.

Rebecca Davis:

So if you're in an organization and you're trying to create change or change leadership, I'd much rather be leading the conversations and my context and making sure that I have a pulse on my particular cultural environment and pull from all these pieces, from the framework, where the thought's already been done about what are the right words and what do we do next, and what's the next step. So I've just found it an invaluable toolkit as a change leader.

Rebecca Davis:

I joined the framework team for a few reasons. One, I'd led so much change in so many different areas that, it's not that I wasn't challenged anymore, but I was really looking for something larger and different, and I've always had a belief that I really want to be the change that I want to see in the world. And I think being part of the framework team gives me access to things like this and all over the world to really help connect the humanness of people alongside with all the great techniques that we've learned, and hopefully expand it and just create a better place to be in.

Jasmin Iordandis:

Yeah. Cool. And you kind of touched on that in your response, but if we had to say, who is the Scaled Agile framework for and who would it most benefit, what would you say to that?

Rebecca Davis:

Yeah. I guess my opinion on that is I believe the Scaled Agile framework is for people who believe that their organizations have it in them to be better, both internally inside of themselves, as well as have this gigantic potential to go help the customers they serve and may be struggling right now, to really realize that potential. So I don't really see the framework as it's for a specific role necessarily. I think it's for people who believe in betterness. And those people, I found, live across an organization and across multiple different roles, and the framework just really helps you align that.

Jasmin Iordandis:

Yeah. And I think one thing that's evident from SAFe, once you learn how all the different practices and ceremonies work together, is exactly as you've said around connectiveness. And you also touched on having a common language. How important is that, when we're talking really large organizations with multiple different functions who, let's be honest, it's quite common for different functions to fall into different silos and things to break down. So how important is that connectivity and that common language, so that an organization as a whole can scale together?

Rebecca Davis:

Yeah. I don't even know how to state the amount of importance that is. I guess, specifically the organization I just came from, had over 400,000 people that worked there. And the last thing I want to is to debate what the word feature means, because that doesn't actually end up within a conversation where we have an understanding of why we want to feature or why we want this particular outcome, or how this outcome relates to this other outcome, if we're spending so much time just choosing word choice and having a conversation instead about what does the word even mean.

Rebecca Davis:

So I like it mostly because it gives us all this common framework to debate, and we need to be able to do that in really transparent and open ways across all of our different layers. So I don't even know how to quantify how much value it brings just to have this ability to bring stability, and the same language across the board, same word choice, same meaning behind those word choice, so that we can have all those debates that we need to have about what's the best possible thing we could be doing, since everything that we can do is valuable, but some things we have to decide are more valuable than others.

Jasmin Iordandis:

Yeah. And I think that really talks to what you were saying about helping an organization to reach its potential. It sounds like getting bogged down in what you call things or how you discuss things. And to be able to align on a common meaning in the end, you kind of need that common structure or that common language. And you're only going to get in your own way if you don't have it. So it makes total sense that the framework could really enable organizations on that journey. And in your experience, because it's implied in the name, it's about scaling agile. And I guess when we think of the Scaled Agile framework, we think of all those organizations of such a large size as the one you just mentioned, 400,000 employees. In your experience, what's a good time to introduce the Scaled Agile framework? Does it need to be right from the beginning? Does it need to be those organizations that are 400,000 people strong? Where is the right time to intersect the framework with an agile transformation?

Rebecca Davis:

Yeah. I think that's a really fascinating question, and my answer has changed over the years. I originally started researching Scaled Agile, because it was my first big transformation alongside of a large organization, and I knew there had to be some solutions out there to the problems I was seeing, and I discovered SAFe. But thinking back, I started my own startup company right out of high school actually. And I really wish that I would've had something to pull from, that gave me information about lean business cases, and speaking with my customer and getting tests and getting feedback. So I feel like the principles and the practices and the values are something that could be used at any size.

Rebecca Davis:

I think the part about scaling, the part about deciding like, "Hey, I'm going to do PI planning," I don't personally feel like you need to do PI planning if you have four people at your organization, because the point is to get teams across different groups to talk. You should definitely plan things 100%. So I think part of the idea is like, "When do I implement a train," or, "When do I have a solution train," or, "When do I officially call something LPM," versus just having discussions because my company is so small that we can all have discussions about things. I think those are a different part of implementing the Scaled Agile framework than just living and believing in the principles and the values and the mindset from whatever size or get-go you're at. Does that make sense at all?

Jasmin Iordandis:

That does make sense. And I guess then the question becomes, where do you begin and what would the first step be in implementing SAFe? And taking from your own experience, where do you start with this framework?

Rebecca Davis:

Yeah. I love that you asked that, as I've honestly seen this happen to me as well as some other change agents, where Scaled Agile gives us this thing called the implementation roadmap, and it has all the steps that you can start with. And it's proven, and companies use it and it works. And what I've found in my own change leadership is when I skip a step or I don't follow that because I get pressure to launch a train, instead of starting with getting my leaders at the right tipping point or having that executive buy in, it causes me so much pain downstream.

Rebecca Davis:

So if I were to give advice to somebody, it's, "Look, pull that map down the implementation roadmap from the SAFe site and follow it. And keep following it. And if you find that you..." I think that, back when I look back and do my own retrospective, the moments where I've decided to launch a train without training my people or launch or start doing more product management practices without actually training my people, it causes me a world to hurt later on with coaching and with communication, with feedback. So it's there for that reason. Just follow it. It's proven.

Jasmin Iordandis:

Yeah. And that's really good advice. And I think when people look at the roadmap for SAFe, there's a lot on there. But when we are talking agile transformations, necessarily there is going to be a lot that could get you there. So it kind of makes sense when all the thinking is been done for you and all those steps have been done. Just trust the process, I guess, is the message there, and following through on all of that. And I think it's really interesting, because the first step with SAFe is, as you say, getting your leaders on board. And often, we might be attracted to doing the work better. So let's start with those ceremonies. Let's start with all those things that make the day to day work better. How important it starting with the leaders of an organization?

Rebecca Davis:

Yeah. I've run the grassroots SAFe implementations where you start with the bottom and then you kind of move up. And personally, and this is a personal opinion, I'd much rather take the time and the efforts to get the communication right with the leaders and get the full leadership buy-in than be in that place again, where I'm trying to grassroot to move up and I hit the ceiling. The one thing I used to kind of tell the coaches that reported to me, and something I believe in deeply, is what we're trying to do with transformation is a journey. It's not a destination. So because we want to start that journey healthy and with a full pack of food and all those things, we need to take the time to really go and be bold and have conversations with our leaders, get their buy-in to go to Leading SAFe.

Rebecca Davis:

If they're not bought in to coming to a two-day course, then why would we believe that they're going to come to PI plannings and speak the way that we hope they will and create the change that they need to really lead? So I think that's one of the most important things, if not the most important thing from the very beginning, is be bold as that first change leader in your organization, go make those connections.

Rebecca Davis:

It may take a while. I've been in implementations or transformations where it started with just me discovering issues that senior leaders or executives were having, and going and solving some of those, so that there was trust built that I was a problem solver. So I could ask for the one hour executive workshop, which really should be a four to six-hour executive workshop, to get to the point where I could do the four to six-hour executive workshop, to get to the point where I could do PI Leading SAFe. And if that's what it takes to gain you that street cred to go do it, then, man, go do it, because that's where you get full business agility, I think, is getting that really senior buy-in and getting that excitement.

Jasmin Iordandis:

Yeah. That's really interesting. And I think building that level of understanding and building that foundation, we can't go past that. And I guess on that as well, from your experience, you've kind of hinted at one there, but what have been some of the challenges that you've experienced in implementing SAFe or even just in agile transformations more broadly, and as well as some of those opportunities that the framework has helped to unlock? So let's start with the challenges. What's some of the hard things you've experienced about an agile transformation and even implementing the framework?

Rebecca Davis:

Yeah, I'll give some real examples, and this first thing is going to sound a little wishy washy, but I also believe it, is the biggest challenge to transformation is you. So what I've discovered over the years, is I needed to step up. I needed to change. I think it's really easy to be in an organization and say, "My leaders don't get it," or, "Some won't understand," or, "It's been this way and I can't change it." And I think that the first thing you have to decide is that that's not actually acceptable to you as a person. And so you as a person are going to go fight. Not you're going to go try to convince somebody else to fight, but you are going to go fight. So I think that personal accountability is probably the biggest challenge to wake up every single day and say, "I'm going to get back in there."

Rebecca Davis:

I think from an example point of view, I've definitely seen huge challenges when the executive team shifts. So when we've got a set of leaders that we did the tipping point, we've gone through Leading SAFe, we've launched our trains. And then the organization, because every organization is going through a lot of change right now, and people are finding new roles and retiring and all that, there's a whole new set of executive leaders. And I think one of the things to discover there is there are going to be moments where it sucks, but you have to go and restart that implementation roadmap again, and reach that tipping point again, because there are new leaders. And that's hard. It really is, and it drains you a little bit, but you've just got to do it.

Rebecca Davis:

I think other challenges I've run into is there's a point after you've launched the trains and after you have been running for a while, where if you don't pay attention, people will stop learning, because you're not actively saying like, "Here's the next thing to learn. Here's the next new thing to try." So I do think it's the responsibility of a change leader, no matter if you're a LACE leader or not, to pay attention to maintaining excitement, pay attention to the continuous learning culture and really motivate people to get excited about learning and trialing and trying.

Jasmin Iordandis:

Yeah. That's an interesting point. How have you done that?

Rebecca Davis:

Hmm. So I think a few things. One, I had big lessons learned that there's a point inside of a transformation where, as an SPBC or as a change leader, that transformation is not yours anymore. So I had kind of a painful realization at one point that I had in my head the best next thing for the organization, and I was losing pulse of the people who are actually doing the work. So I think what I've discovered after that is, to me, there's a point where your LACE members and your change leaders and your SPCs need to start coming from a lot more areas. And honestly start to be made up of people who are not, at the moment, excited about the SAFe implementation, so you can hear from the pulse of the people.

Rebecca Davis:

And then I think if you can get those people and invite in and say like, "I'm inviting you to share it with me what's frustrating, what's good, what's bad, what's great, as well as I'm inviting you to tell me all the things that you're discovering out there in webcasts or videos that seem you'd like to try them, but we're not trying yet, and start giving back the ability to try new things and try things that you feel are probably going to be anti-patterns, but they need to try them anyway." So kind of a scrum master would do with a team of like, "Yeah, go try and then we'll retrospect." I think you have to do that at scale and let people get excited about owning their own transformation.

Jasmin Iordandis:

And what's the balance there between implementing the framework and taking all the good stuff that the framework says is good to do, and then letting people experiment and try those things, as you say, that may be anti-patents? Where's that sweet spot to allow that autonomy and that flexibility and that experimentation with still maintaining the integrity of the framework?

Rebecca Davis:

So I think the interesting thing is they are not actually different. So in the framework, we say hypothesis first, test first. So what I found is a layered kind of brain path where there're the steps in the framework and make sure we have teams and balance trains and all the principles and the values, and if you can live those principles and values all the time, while you're testing new things. So you test first like, "Hey, I want to try having my train off cadence from the other trains. I think it would be helpful for us." "Cool. Test that." And what we have to test it against is are we still living our principles? Are we still applying our values? Are we still applying the core fundamentals of agility and lean throughout that test and also as proof points?

Rebecca Davis:

So do we have an outcome where," Hey, I just made my train into a silo," or do we have an outcome where, "Well, now we have two different PI plannings within the overall PI cadence that one of them we merge with all the other trains and the other one is shorter because our market cadence is faster." Well, that's a beautiful win. So I think the key is it's not different, but one of the test points is make sure to check in on those principles and values.

Jasmin Iordandis:

Yeah. Have you ever seen that work well? The example that you just provided with the PI cadence, that makes complete sense, and it doesn't seem like it's going against the grain with anything that SAFe is there to help you achieve.

Rebecca Davis:

Yeah, I think that. This was kind of a little bit of what my summit talk was on last year, is during COVID, there were some trains. We had, I don't know, 30 trains. Two of them were having daily new requirements emerging from all the different states across the United States and emerging from the government and emerging from everything. Those trains were making sure everybody could get vaccinated across the United States. That's really darn important. And they needed to re-plan sometimes daily. It just didn't make sense to say, "Now we're just going to stop and go into PI planning for three days," when there wasn't any way that they could even think about what the next day's requirements could be. Since then, they still have a faster market rhythm. Then there are other trains that are working on, have a set unknown. There are trains that know that these holidays are when we need to release something or end of year is when we need to make sure that we've got something ready.

Rebecca Davis:

COVID is still in a reactive state. So what they've emerged into this year is those trains are still doing PI planning from my knowledge, I'm not there anymore, but from my knowledge. But they do eight a year instead of four a year. And four a year are on the same cadence and the other four are not, and it meets both needs. So I do think that key is test, and don't test just for the sake of it just because something feels dry or you get a new leader, and they haven't gone through Leading SAFe, but test because something actually doesn't feel right about, "We're not meeting our principles or values right now. We think that we could meet them better in this way. We think we could accelerate the flow of value in this way. Let's try it."

Jasmin Iordandis:

Yeah, cool. And on that, what are some of the red flags that you've seen in practice where those values aren't being met to be able to say, "Hang on a sec. This isn't working. We need to switch course"?

Rebecca Davis:

Yeah. Some of the things I've seen are the whole fun around when people are prioritizing their hierarchy or their piece of the organization over the enterprise value. So I've definitely seen people come to me and say, "Hey, I'd like to do his test." And when I ask the reasons why, a lot of the reasons are like a thinly veiled, "Because I would like more control."

Rebecca Davis:

So I think back to the values piece is that, "Okay, what's your why? Let's start with why. Why would you like to try something? What does that trial outcome achieve?" And, A, if it's really hard to articulate, probably there might be a bad thing going on, or if it is articulated and it actually goes against agility or lean practice and or diminishes flow or creates a silo, that's an initial gut. I think throughout testing, it's important to, the same way that we would do with iterations, have check-ins and demos, not just of what's the product being produced, but what is the change producing? So figuring out what those leading indicators would be and treat it the same way as we would treat a feature hypothesis or an epic hypothesis. We have some outcome we believe we could achieve. We're 100% open to being proven wrong. These are the things that we want to see as leading indicators as success and be really open with each other.

Jasmin Iordandis:

Yeah, cool. And it sounds like what's key to that though is having some concept of what that intended outcome is as a result of that experiment. It's not just going in for, as you say, the sake of doing an experiment. You want to have an idea of where you want to end up, so you can see if we're actually getting there or not.

Rebecca Davis:

Yeah.

Jasmin Iordandis:

That's really fascinating. And I think experimentation and iterative improvement, it kind of goes together. It's not just blindly following something because that's what you are supposed to do. It's preserving the values. That's a really interesting concept. And I think in that, would also come enormous opportunity. So in your experience as well, going back to the times where you've brought SAFe to an organization, or you've been going through an agile transformation, what are some of those opportunities that you've seen the framework unlock for enterprises or organizations that you've been leading those transformations within?

Rebecca Davis:

Yeah. I always was drawn to this idea of true value flow and business agility. So for me, what Scaled Agile helped unlock in a few of my organizations is, I always targeted that, like I'm not trying to make my thing better, I'm trying to make everything better. And with that mindset, really pushing for anybody should be able to take a class. Anybody should be able to take any of the classes. And these days, the enterprise subscription helps with that a lot. When I first started, we didn't have that. So it was also like anybody can take a class, and there should be creative ways of getting it paid for it.

Rebecca Davis:

But through that kind of invite model of really anybody, I had a nurse come take one of my SAFer teams classes, just because she was curious and she saw something about it on my blog, which ended up with her being more excited and getting to do agile team coaching for a set of nurses who were highly frustrated because their work on an individual basis was ebbing and flowing so much, and they felt like they weren't giving good patient care to coaching them on Kanban and having them all get really excited because they got to nurse as a team and whoever was available took the next patient case, and the patients were happier, and just being able to invite in and then say yes to coaching all of these roles that are so meaningful and they're so excited and they're something different.

Rebecca Davis:

And that same model ended up going from nothing to having a marketing person randomly take one of my Leading SAFe classes, which then turned into them talking to the VPs of marketing, which then turned into an 800-person marketing implementation. So I think the key is be open and spend time with the curious. And it doesn't matter if they're in your org. It's not like that's what I was paid to do, it's just really fun. So why not? If somebody wants to talk to you about agile, talk to them about agile. It's really cool.

Jasmin Iordandis:

Yeah, cool. And I think what I love about that is often agile may be associated just as software development teams. But as someone who's in marketing myself, I love the benefit and the way of thinking that it can provide to very traditional challenges, but the way that it can unlock those challenges in ways that not have not been approached before. And I think that there's something to be said in that too, around what you were saying earlier around maintaining excitement. And I feel like this question's already been answered, because often it's discussed, "Okay, we are scaling agile, we're going through a transformation." And it implies that there's this end state where it's done. It's transformed or we've scaled agile, but it doesn't sound like that's the case at all.

Rebecca Davis:

No, I don't think at all. I think mostly the opposite of... If you look at even yourself as a human, your whole life, you're transforming in different ways. Everything's impacting you. The environment's impacting you, whatever happens in your life is just this whole backpack that you carry around and you're transforming all the time. And the exact same thing, I think, for an organization and company. Today's age is nuts. There're updates all the time, there's new technology all the time. You and I are doing a talk from completely different countries, and there's change literally everywhere.

Rebecca Davis:

So yeah, I think part of transformation is helping your organization feel comfortable or as comfortable as possible with the rate of change happening and all the people within it, and not see change as a bad word, but as a positive thing where we can make betterness out there. And it's forever. It's a journey. It's not done. I really like Simon Sinek when he talks about that infinite game. I just feel really close to that of, we're not in it to win this moment or this year, we're in it to make a better future for ourselves and our children, and that's going to take forever. The people are in it right now and they've got to be excited about that.

Jasmin Iordandis:

Yeah. And I think that's that balance of delayed gratification, but constant improvement. So you'll feel and experience the improvement along the way. It's not like it'll be way out in the future where you won't feel the benefit of what you're doing, but it's something that's going to be built up and happen over time.

Rebecca Davis:

Yeah. And I think you reminded me just from saying that. I did that marketing transformation, and I just deeply remember a call with one of the marketing VPs who, after four or five iterations, I did a check in with her. And she's like, "My team is so happy. Is this because of agile? Is this what agile is, is happy with [inaudible 00:32:17]?" "Yes."

Jasmin Iordandis:

Yeah, joy at work, right?

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Isn't that what it's all about? That is so cool. And yet the goal initially is never to go out and make people happy. It's just one of those bonus kind of side effects, a happy side effect.

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Awesome. And I think I really want to talk about this idea, because you've mentioned it a couple times, you've even just mentioned then marketing, nursing. But then when you're in these larger organizations, you've got all these different functions. And I think it raises this idea around organizing around value. So I want to make sure we talk a bit about that, because value doesn't just happen from one function, or it's not delivered from just one function or one team. It's something that many people across an organization may have a hand in delivering. But I really want to get your take around this concept of organizing around value. What does that mean and what does that look like?

Rebecca Davis:

Yeah. I think there's a base concept that is also in that implementation roadmap around what happens first. So how do we first organize around value, because organizations tend to be organized around hierarchy. I am a VP of marketing and I have marketing all the way down. And so there's that first step of identifying what the value is that you produce as an organization. So being able to articulate it to begin with, which is not always an easy conversation. Sometimes it takes a bit of time, and then organizing all the different types of roles around what that value is. So I think that's your first thing in what most organizations implementing scaled agile start with, is just identifying it, forming around it, which ends up being what your trains end up being.

Rebecca Davis:

My experience is, because of that same rapid market change, the world changing so far, it's really important to re-evaluate how you've organized around value over time. So in my experience, one of the really healthy things that we used to do is, at the end of each year, give a chance to look at the different train structures and look at how we've organized and say, "Is this still right? And what's our strategy for next year? Where are we trying to head for our consumers and our users? And is there a different way to organize, that helps us with that?" And I say give a chance because in some years, we'd be like, "No. 80% of our portfolio is actually good to go. Things are flowing. We're doing okay." 20% of it has an entirely new strategic shift that's going to hit them, or, "Last year felt not good. We had too many dependencies. We didn't have the right people on the right trains," all those things.

Rebecca Davis:

And so at least take a pause and look at it, and see if our value still mean the same thing as it did a year ago or two years ago. Do we need to reorganize? What does that mean? What does the change leadership around it if we do need to, so that we're always focused on value, and it's not a definition that we gave ourselves five years ago and just stopped realizing that the world has changed.

Jasmin Iordandis:

Yeah. A living definition because it changes depending on what's going on in the world, but also what's going on within the organization and coming back to that idea of experimenting as well, like if you've tried out a new way of working, and that's gotten in the way. But even something that you said there really stood out is, "Okay, it didn't feel good. We might have had too many dependencies." And that brings up the idea of, "Well, how does that flow of value happen?" Oh, that sounds like there's a stifle to the delivery of value. So how do you optimize that flow particularly when there may be multiple people delivering that value?

Rebecca Davis:

Yeah. And I think Scaled Agile gives us some tools for that. So I think one of them is that first session I talked about, value stream and down vacation, so that you can really do a process for talking and discussing with the right blend of people. What is the value and how can we organize around that? I think past that point, there's another tool that I see used far less than I would think it would be, which is value stream mapping. So after we've identified it, now can we actually map what's happening? From concept to cash, which teams are doing pass offs? How long does it take to get an answer on an email? How long is it taking from testing to all the way to release?

Rebecca Davis:

So doing a lot of intentional measurement. Not measurement because we're judging people, but intentional measurement of, we organize this way, this is where all the pieces are connecting, and how long things are taking, as well as how people feel inside of their steps, like does it feel silo? Does it have an outcome? Did we put all of the designers and HR people and engineers on a train, but we made them separate teams, and so it still doesn't feel connected? That's what mapping's for. And those maps and also the program boards that actually visualize like, "Here's the dependencies," versus, "At the end of the PI, this is what those dependencies actually ended up being."

Rebecca Davis:

It's not that dependencies are bad, but they should be adding value, not restricting flow. So I think those connected stories as well as things like employee survey scores and just employee happiness are really good inputs, to, are we delivering flow. And it is a blended view. Some of it's qualitative and some of it's quantitative. But are our own internal things showing us good, bad and different, as well as how are our customers. So do they feel like they're receiving value or that they're receiving bits and pieces and they're unsure about the connected value? I think all of those are indicators.

Jasmin Iordandis:

Yeah. And would you say you'd need to have an idea of what those indicators are beforehand, so you can keep an eye on them as the PI progresses? So for example, you've done your value stream mapping, you've built your art. At that point, do you identify what those measurements of flow ought to be and keep an eye on them, or is it more retrospectively where you see these kind of things getting a little bit stuck?

Rebecca Davis:

I think there's both. So definitely those metrics that we indicate inside of the framework are healthy, good for teams and trains and solution trains and portfolio. So I think there is a set of metrics that you should and can utilize. Retrospectives are key, because retrospectives create action. So while we measure, then what's the conversation we have about them? Because what we don't want is vanity metrics. And my personal way of defining vanity metrics is any metric that you do nothing with.

Rebecca Davis:

So I think a key is use them to hold conversations and create outcomes, and create actions and make sure that you're prioritizing those actions. I think there's another piece of just understanding that this is not just about team and train. So teams and trains definitely do need to improve and measure themselves, but so does the portfolio, so does the enterprise, so do the pieces that connect to each other across different trains. So I do think if you over focus on, "Let's just make our teams go faster," you may be missing the whole point of how do we make our organization flow better, which may or may not equate to moving faster right away.

Jasmin Iordandis:

Yeah. Yeah. And team and train don't exist in a vacuuming within that organization like whole bunch of-

Rebecca Davis:

No, [inaudible 00:40:43].

Jasmin Iordandis:

Yeah. Well, I think we've touched on some really, really interesting concepts, and just I can't wait to hit the SAFe Summit, which is a really good segue to the fact that the next time we meet, Rebecca, it will be in person. And you're hosting a workshop at SAFe. Can you give us any sneak peek of what we can expect to be excited about at the summit?

Rebecca Davis:

Yeah. First of all, when we meet each other in person, I'm very short. So I think I'm maybe five foot. So that'll be exciting. So Harry, on the framework team and I, are running a workshop about flow. So we'll be doing a flow workshop. I can't talk about all of it yet, because some of it we're going to announce inside the summit, but I'm really excited. So I think if you do sign up for our workshop, you're going to get active advice, and be able to work also alongside other organizations and other people, really understanding flow, and how to apply improvements to flow and how to identify blockers to flow and what to do about it. So we're really focusing on why do certain things matter and what can you specifically do about it, whether you're at the team level or the train level or solution level or the portfolio level.

Jasmin Iordandis:

Cool. That sounds exciting.

Rebecca Davis:

And we [inaudible 00:42:08] a lot of other workshops, but definitely come to ours.

Jasmin Iordandis:

Well, we've just spoken about the importance of flow, so it makes sense. Right?

Rebecca Davis:

Yeah.

Jasmin Iordandis:

Awesome. Well, I personally am really looking forward to coming to SAFe and coming to Colorado and to get to chat with you a little bit more. But thank you so much for your time and joining us and sharing your expertise and experience on agile transformations, scaling agile and the SAFe framework itself. Thank you so much for your time, Rebecca.

Rebecca Davis:

Yeah, I appreciate it. And I look forward to maybe one day being able to do this in person with you in your own country. So that'll be really awesome.

Jasmin Iordandis:

Yeah. Cool. That would definitely be awesome. Thanks a lot.

Rebecca Davis:

Yeah. Thanks.

"Really enjoyed my conversation with William and Riz, I'm looking forward to implementing their recommendations with our team" - Angad Sethi

In this epsiode I spoke with William Rojas and Rizwan Hasan from Adaptavist about the ways we can enable high performing agile teams:

• The significance of team alignment
• When and where you should be using tools to assist with your team objectives
• Prioritizing what conversations you need to be apart of
• Advice for remote teams

Subscribe/Listen on your favorite podcasting app.

Thanks William & Rizwan!

Transcript

Angad Sethi:

Good afternoon/evening/morning everyone. How you guys going?

Rizwan Hasan:

Oh, good. Thanks Angad.

William Rojas:

Yeah. How are you?

Angad Sethi:

Yeah, really good. Really, really stoked to be having a chat with you guys. Should we start by introducing ourselves? Riz, would you like to take it?

Rizwan Hasan:

Sure. My name's Riz Hasan, I'm based in Brussels, Belgium. Very newly based here, actually used to be based in New York, not too far from William. We usually used to work together on the same team. My role here at Adaptavist is I'm a team lead for our consulting group in EMEA. So in the European region and in the UK. So day to day for me is a lot of internal management, but also working with customers and my consultants on how our customers are scaling agile and helping them with tool problems, process problems, people problems, all the above.

Angad Sethi:

Yeah. Yeah. Sounds awesome.

William Rojas:

As for myself, William Rojas. I'm actually based out of a little suburban town called Trumble in Connecticut, which is about an hour plus northeast of New York, basically. And as Rez mentioned, yeah, we've worked for a number of years we've worked together, we were running a agile transformation and scaling adoption team for Adaptavist. My new role now is actually I took on a presales principle, basically a presale principle consultant these days. It's actually a new role within Adaptavist, and what we do is we have, actually all of us, I think most of us are all like ex-consultants that support the pre-sales process, and work in between the sales team, and the delivery team, and all the other teams that support our clients at Adaptavist.

Angad Sethi:

Awesome, awesome.

William Rojas:

I help find to solutions for clients and make the proposals and support them through, get them on through delivery.

Angad Sethi:

I'm Angad, I'm a software developer and I'm working on Easy Agile programs and Easy Agile roadmaps, two of the products we offer for the Atlassian marketplace. We're super excited to speak to you guys about how your teams are operating in, like what's a day to day. Riz, would you like to answer that?

Rizwan Hasan:

Sure. Yeah. So apart from like the internal management stuff, I think what's particular to this conversation is how we walk clients through how to navigate planning at scale, right?

Angad Sethi:

Yeah.

Rizwan Hasan:

I'm working with a client right now who's based in the states, but they're acquiring other software companies left and right. Which I think is also a trend that's happening within this SaaS ecosystem. And when that happens, they're trying to bring all that work in together. So we're talking through ways of how to visualize all that in an easy way that isn't really too much upfront heavy with identifying requirements or understanding what systems we want to pull in, but more so what do you want to pull in? So really right now, in this phase of the data that I'm working with this client, it's really just those initial conversations about what are you planning? What are you doing? What's important to you? So it's a lot of these conversations about that.

Angad Sethi:

And so you mentioned it's a lot of internal management. Are some of your clients fellow workmates, or are they external clients?

Rizwan Hasan:

They're mostly internal because I manage a team, so I have different people who are working on different types of projects where they might be doing cloud migrations. They might be doing some scripting work. In terms of services, we cover everything within the Atlassian ecosystem, whether it be business related, process related, tool related. So it's a big mix of stuff at all times.

Angad Sethi:

Cool. And is it usually like you're speaking to all the team leads, and giving them advice on agile ceremonies, and pushing work through pipelines and stuff?

Rizwan Hasan:

Yeah, actually, so a story of when I first moved to Brussels, because we've... So professional services started at Adaptavist in the UK, and this was maybe like seven-eight years ago, and it's expanded and myself and William were part of like the first group of consultants who were in North America. That expanded really quickly, and now that we're in EMEA, it's almost like a different entity. It's a different way of working, and a lot of leadership has moved over to North America, so there's new systems and processes and ceremonies and then all that's happening. But because of time zones there's a conflict.

So what I started to do when we got here was to reintroduce some of those habits and consistent conversations to have, to really be much more on a better planning cadence. So interacting with people who would be, say, bringing work to delivery in presale. So folks who are, who work similar to William's capacity over here in this region, and then also project managers who would be responsible for managing that work. Right? So on the equivalent of like a scrum master on an engagement or like an RTE on a big engagement. Right?

Angad Sethi:

Yep. Yep. That's awesome. Just one thing I really liked was your terminology. You used conversations over ceremonies or speaks about the agile mindset in that sense, where you're not just pushing ceremonies on teams, where you actually embody being agile. Well, I'm assuming you are from your conversation, but I guess we'll unpack that. What about you, William? What's your [crosstalk 00:06:32]

William Rojas:

I was going to say, one of the things that's interesting challenge that we face, because Adaptavist has an entire branch that does product development and there are product developers, and product managers, and product marketing, and all sorts of things like that. And they set plans and they focus, deliver and so forth, as you would expect a normal product organization to do. On the consulting side, one of the things that's very interesting is that a lot of our, like we have to answer to two bosses, right? Like our clients come in and say, "Hey, we need this," and we have to support them. In the meantime, we have a lot of internal projects, internal procedures and processes and things that we want do as a company, as a practice, but at the same time, we still need to answer to our clients.

Angad Sethi:

I see.

William Rojas:

So that's actually one of the interesting challenges that from an agile perspective, we're constantly facing having to balance out between sometimes conflicting priorities. And that is definitely something that, and although consulting teams at different levels face this challenge. Right?

Angad Sethi:

Yeah.

William Rojas:

So as Riz mentioned, we're constantly bringing in more work and like, "Okay, we need you to now adjust and re-plan to do something different, then manage." Yes. It's an ongoing problem that's just part of this part of this world kind of thing.

Angad Sethi:

Yeah. Okay. I see. And so if I heard that correctly, so it's, I guess you're constantly recommending agile processes, but you may not necessarily get to practice it?

William Rojas:

But more so we're both practicing for ourselves as well as trying to tell our clients to practice it or trying to adjust.

Angad Sethi:

I see, yeah.

William Rojas:

You know, a client comes in with needs and says, "Okay, now we have to re-plan or teach them how to do it, or re-accommodate their new emerging priorities as well." So we ultimately end up having to practice agile with and for our clients, as well as for ourselves. It's that constant rebalancing of having to weave in client needs into internal needs, and then the constant re-priority that may come as a result of that.

Angad Sethi:

Yeah.

William Rojas:

And then we're constantly looking for like, how do we make this thing more efficient, more effective? How do we really be lean about how we do the work and so forth? That is definitely one thing that we practice. We try to practice that on a daily basis.

Angad Sethi:

Yeah. And I guess that's a very, a tricky space to be... not a tricky space. It can be tricky, I guess, but adding to the trickiness is remote work. Do you guys have a lot of clients who have transitioned to remote work? And I don't know, has it, has it bought to light problems, which can be a good thing, or like what's your experience been?

William Rojas:

So that's interesting because so I've been doing consulting for over a couple decades, and traditionally, so I've done a lot of that, that travel warrior, every week you go travel to the client to do your work, you travel back and you do that again next week, and you do that month after month. In coming to Adaptavist, Adaptavist has historically always been a remote consulting company. So five years ago it was like, wow, we would go to clients saying like, "Okay, we need you to do this." And we're like, "Yeah, we can deliver that. And no, we don't need to, you know. We may come in and do a onsite visit to introduce ourselves, but we can deliver all this work remotely." So we've always had that history.

Angad Sethi:

Okay.

William Rojas:

But nonetheless, when COVID hit and everybody went remote, we definitely experienced a whole new set of companies were now suddenly having to work remotely, and having to establish new processes and practices that basically forced them to be remote. And I think we've had the fortune of in a sense, having always been-

Angad Sethi:

Yep, remote start.

William Rojas:

... S8's.

Angad Sethi:

Yeah.

William Rojas:

I know whenever we bring on people into the company, into consulting particular, that's one of the things we always point out. Remote work is not the same as being in the office. It has its ups and downs. But we've always had that benefit. I think we've been able to assist some of our clients, like, This is how this is how it's done, this is how we do it." So we've been able to teach by example type of thing for some of the clients.

Angad Sethi:

There you go.

William Rojas:

Yeah.

Angad Sethi:

Awesome. That was actually going to be my next question is what's the working structure at Adaptavist and what sort of processes? I'm sure that it's a big company and therefore there'd be tools and processes particular to teams in themselves. Just from your experiences, what are some of the processes or tools you guys are using?

Rizwan Hasan:

So, in terms of planning and work management, because we started off as a remote first company, and since COVID, business is good. I'll be frank there, it's been good for us because we specialize in this market. We've had a huge hiring spurt in all these different areas, and one thing that I noticed internally, as well as problems that... I wouldn't say problems, but a trend that we're seeing with a lot of other clients is that because of this remote push, and the need for an enterprise to be able to give the teams the tools they need to do their work, there's a lot more flexibility in what they can use, which has pros and cons.

On the pro side, there's flexibility, the teams can work the way they want. On the con side, administration might be difficult, alignment might be difficult. So we're seeing a lot of that with customers and ours. So we're almost going on this journey with customers as we're scaling ourselves, and learning how to navigate this new reality of working in a hybrid environment.

William Rojas:

I think in terms of some of the tooling and so forth that we get to do. So we obviously internally we have, we're pretty, pretty much in Atlassian. Atlassian stack, that is very much how we work every day. All our work is using Atlassian tools. All our work is tracked, all our client work is tracked in JIRA, all our sales work, basically everything we do, we use JIRA and Confluence, we're really big on Confluence. We have a lot of customizations we've done to our instance over the years, things that we just have developed, and so that's internal.

I think the other aspect is often, depending on the client that comes to us and the type of work that we're doing for that client, then the types of tools that we use can pretty much run the full gamut. We have a lot of Atlassians, we do a lot of work in JIRA with our clients, like work in Confluence. Sometimes we're working on helping them scale, so we bring on some of the add-on to support some of the scaling practices within to support JIRA. We'll do a lot of JSM work. We do often DevOps work, and then we'll bring on a lot of the DevOps tool sets that you would expect to find, so things to support delivery pipelines.

So it really depends quite a bit on the client. We even do some agile transformation work. And then there, we do some a lot of custom build things, practices and so forth. And we bring in surveys and tools that we've been able to develop over the years to support that particularly. So a lot of the tools often are dictated by what the client and the specific engagement call for.

Angad Sethi:

In my personal experience recently with COVID, I find myself in a lot of meetings, we are experimenting with, with Async decision making. Have you experimented with Async decision making processes yet?

Rizwan Hasan:

I'll start by saying I hate meetings. I think most meetings are a waste of time, and I tell my team this. And I'm like, "If we don't need to meet, like we're not going to meet."

Angad Sethi:

Yeah. Awesome.

Rizwan Hasan:

And I think that really comes. Yeah, awesome, for sure. Awesome.

Angad Sethi:

I love it.

Rizwan Hasan:

But it comes down to really is when you do meet, are you having the right conversation? And I think a key component being like an agile team, quote-unquote, is you have an understanding of what we all are doing collectively and what the priorities are. Which is tough to actually get. So when we talk about like asynchronous decision making, with a team that has some degree of understanding of what priorities are, what goals are, it gets easier. And you can have more low impact interactions with people.

So we use Slack a lot and we have a lot of internal bots on our Slack to be able to present information and collect feedback at asynchronous times, because there's voting features, there's places where you can comment. And I think when we talk about teams that are growing across the globe and also time zones and flexible working, that's a real thing now. There's a practical way of how to do that, that we're starting to dig into what does that look like?

Angad Sethi:

Do you find yourself in a million Slack groups?

Rizwan Hasan:

Yep.

Angad Sethi:

Yep. You do. Do you see any extra hurdles you've got to skip because of that? Because you maybe, do you find yourself hopping from conversation to conversation, whereas it would just be easier if everyone was in the same conversation? Does that happen a bit?

Rizwan Hasan:

Yeah. Yeah. All the time.

Angad Sethi:

I hear you, yeah, there you go. Okay. Cool.

William Rojas:

But I would say we have a lot of impromptu. I think we do have a lot of impromptu meetings. And sometimes we may be in a Slack typing away. It says, you know what? [crosstalk 00:17:29]

Angad Sethi:

Just jump in a huddle.

William Rojas:

Into Zoom and then let's chat or Slack conversation, and then just face to face conversation, and then just address it then and there. But I think we have been looking at, it's almost like I think a balance between the time spent on the meeting, and the amount of people that need to be in the meeting, and the benefit and value that comes out of that meeting. And a daily meeting where work was people would pick up work or support from a sales perspective. And it was very, very much necessary as per part of the work coming into the consulting pipeline. But it felt very inefficient.

So that's one of the means, for example, we did away with, and it's now a completely asynchronous process, by which work comes in and it gets allocated, people pick it up, people support it, we deliver things, we track where things are and so forth. And we now use all of that is basically all done through Slack. So we did away with all the meetings around, "Hey, who can help with this?" But meantime, we have another meeting where we're trying to get people on projects. And that is very much a, we need to negotiate on that often. So that's a meeting that's still very much done.

Angad Sethi:

Yep.

William Rojas:

Everybody comes in, we all talk, we decide what we need to get done. People balance back and forth. So that trade off I think is really important to really understand what, there are meetings that are necessary, very valuable, and they should remain. And there's ones that really a Slack is a much better mechanism to be able to make those kind of decisions

Angad Sethi:

Yeah. Very true. Yeah. And does it well, sorry, firstly, pardon the location change. I'm sitting right next to the router now, so hopefully the iPhone holds. What sort of a scale are we speaking about here in your Slack? The reason I ask is with larger organizations, it can be harder to scale. Therefore I'm just trying to get a gauge of what scale your Slack is at.

Rizwan Hasan:

So we just hit, we are just over the 500 mark, that'd be in terms of employees. With basically our general, which seems to be, I think, I don't want to say universal, but the standard across any organization that has Slack general as the best indicator of how many people you have logged on. So we're just about the 500 mark, which I would say is probably around mid-size, but it's definitely getting to the point where we're starting to see, it's almost a little bit too much in order to disseminate information, find their information, etc.

We're actually partners with Slack also. So we work with them pretty closely on some opportunities. [crosstalk 00:20:39] Yeah, exactly. And we're starting to talk with customers also about the same problem, about how much is too much, and when do you start to form communities around people that are delivering the same type of value. So those conversations are more aligned and there's not just a whole lot of chatter and people get confused, like when they read Slack and like, "Oh, is this the priority now? Or am I supposed to be doing this or change in process?" That communication is harder now, I think, really. And this is where a lot of folks, I think, who are moving to this remote environment are struggling with, is that alignment communication.

Angad Sethi:

Yeah. Very true.

William Rojas:

And it is, I would say fairly organic, like our channel proliferation. We do have, I would think even for company of our size, we're pretty loose about how channels get proliferated, who gets to create them, what they're for and so forth. But then it gives the flexibility of based upon your interests or the context of what you need to communicate on, then you can either join a channel that supports it or create a channel if necessary to support it. So it is, in that sense, pretty organic. But it is true that there are hundreds, if not thousands of Slack channels that we have, and so kind of staying like which one should you be on, is definitely one of our biggest challenges.

Angad Sethi:

Yeah. Well, that just blows my mind just because like 500 people on a Slack. Our whole company is 35 people and I'm pulling my hair out being in too many Slacks. So well A, that blows my mind.

William Rojas:

It does allow us, for example, to have client specific Slack channels. So anybody, if you need to talk about, if you're working on a particular account, you're working for a client, then there's a channel for that. And if you're working on another client, there's another channel. The thing I find helpful about it is that it gives you that context of if I want to communicate with so and so, if I communicate with Riz on a particular account, I will go to the account channel. If I want to talk to Riz one-on-one, I go to a one-on-one chat.

Angad Sethi:

I see, yep, the flexibility.

William Rojas:

So we do have that benefit of where to put the information. But it does mean that I have probably over a hundred channels in my roster of things that I follow, and I'm always behind.

Angad Sethi:

Yeah.

William Rojas:

Well, yeah. So the next level of it is, then you begin to prioritize which channels should I really be notified about, and which ones are most important. I want to track those. And I try to keep that list to a minimum in terms of unread messages, and the stuff that I try to get to, and I'm bored and I have nothing else to do so, but yeah.

Rizwan Hasan:

I've been leaving a lot of channels too. I've been just really cutting the cord with some channels. You know, I had some motivation to really help out here, but I just can't and it's just too much noise. And just got to cut the cord and be like, if it's empty, there's no conversation happening or if it's slow, then move on.

Angad Sethi:

Yep.

William Rojas:

We also have the ability to, you can get added back in. So sometimes you leave and then somebody will put you back in, like, "I need you to talk about this." But it is pretty organic. I know we do leave it up to the individual to decide how best to manage that.

Rizwan Hasan:

Yeah.

Angad Sethi:

That's awesome.

Rizwan Hasan:

We had a instance today, actually, where there was an old, it was basically a sales opportunity, a customer who had reached out to us for a certain ask, and we hadn't heard from them for months, like eight-nine months. And someone posted, someone who I'm pretty close with on our sales team posted, "Hey, this is kicking back up again, but I don't have the capacity." And I just left immediately as I saw that message. I was like, "I can't help out. Sorry."

Angad Sethi:

Yeah. The old so-and-so has left the group is a bit of a stab in the heart, but yeah.

Rizwan Hasan:

Yeah.

Angad Sethi:

We will get over it. Just coming back to a point you mentioned, Riz, you said you used the words, alignment and communication. Both of you when consulting with clients, are those the two main themes you guys like to base your recommendations around?

Rizwan Hasan:

I'll give you a very consulting answer and say it depends.

Angad Sethi:

Yeah.

Rizwan Hasan:

But when we engage with a customer, one of the toughest parts of our job is understanding if there is even alignment in the group of people that we're talking to as well, because at the scale of projects that sometimes we work with, we have like 20 to 25 people on a call. And of all of those people, they may have different motivations or objectives of what they're wanting with their engagement with us. So I would say, that's primarily what's driving what we're trying to find out, what we're trying to do with them is get some alignment between the group and ourselves, and communicating that is not always easy.

Angad Sethi:

Yeah.

William Rojas:

Let's say, adding on what Riz, that also depends quite a bit on the specific engagement with that client. So in particular, if the engagement, because if an engagement is like, "Get me onto the cloud." Okay. You know, come in. Often there's much better alignment for something like that. If the engagements are more about, "Hey, help us scale agile, help us get better at how we deliver." Then the need for alignment, the need to make sure that we're all communicating correctly, we all understand, we all come to the meeting with the same objectives and so forth, is so much more critical.

Angad Sethi:

Yeah.

William Rojas:

So in those kind of engagements, we're constantly realigning. Because it's not even like we had the alignment. It's like yeah. Okay. We have it, next week it's gone. We got to go back and get it again. So that keeping, making sure that everybody's marching towards the same set of objectives, defining what those objectives are, letting them evolve as appropriate and so forth, all that becomes so much more critical.

Angad Sethi:

Yeah.

William Rojas:

And that's where the tools, that's where things like JIRA and then again, like how do we scale? How do we show what everybody's doing? And so forth, that's where it becomes that much more important. And in those kind of engagements, the tooling becomes essential. Not that the tooling's going to answer it, but the tooling becomes a way by which it helps us communicate, yeah. This is what we all agree we're going to do. Okay. The tool says so because that's the decision we've made.

Angad Sethi:

Yeah.

Rizwan Hasan:

It's really interesting that you say cloud migration, William, like when you say, "Okay, I'm moving to cloud, we know what the alignment is," but even then, I'm finding is that, especially within the Atlassian ecosystem, because that's what we're exposed to all the time, but when we're moving data from a completely old infrastructure to something brand new, it's not going to be the same. And you have folks who are thinking that, "Oh, we're just going to be taking all this stuff from here and putting it over there." But what usually doesn't come along with it is that you're going to have to also change the way you work slightly. There's going to be changes that you're not accounting for.

And that's where the alignment conversation really is important because we work with small companies who understand, okay, moving to the cloud will be completely different. We also work with legacy organizations like financial institutions that have a lot of red tape, and process, and security concerns, and getting that alignment and understanding with them first of what this means to move to a completely different way of working, is also part of that conversation. So it's a constant push and pull with that.

Angad Sethi:

Yeah, yeah. It's really heartwarming to hear the two of you deal with the JCMA, which is the geo cloud migration system.

Rizwan Hasan:

Quite a bit, yeah.

Angad Sethi:

That's awesome, because yeah, that's something we are working on currently as well. So I'll end with a super hard question and I'll challenge you guys to not use the word depends in there. And the question is the number one piece of advice for remote teams practicing agile. Start with you, Riz.

Rizwan Hasan:

Get to know each other.

Angad Sethi:

Yeah, okay.

Rizwan Hasan:

Keep it personal. I think one of the hardest things about this new reality is making that connection with someone, and when you have that, that builds trust, and when you have trust, everything's a lot easier. So I'd say that. People really aren't... The enemy. That's not the right word, but work shouldn't be a conflict. It should be more of like a negotiation, and if you trust each other, it's a lot easier to do that.

Angad Sethi:

Yeah.

Rizwan Hasan:

So yeah.

Angad Sethi:

That's awesome.

William Rojas:

It really is.

Angad Sethi:

I'm going to definitely take that back with me.

William Rojas:

Yeah. And just if I could quickly add to that. That's like looking for ways how to replace the standing around by the, having a cup of coffee. How do you replace that in a remote setting?

Rizwan Hasan:

Yeah.

Angad Sethi:

Yeah.

William Rojas:

How do you still have that personal interaction that maybe there's an electronic medium in between, but there's still sort of that personal setting. I think that's one of the things you're looking for. Because yeah, it is very much about trust. And I think to that, I would also add, back to the alignment. Right? Because in some ways that strong interaction helps build and maintain the alignment, because often it's not so much that you get alignment is that you stay aligned.

So it is this constant, and having those interactions, having that trust and so forth, is what in a sense allows us to stay aligned. Because we know each other, we know how to help each other, we support each other, so we stay in alignment. So the trust and so forth are a good way to help build and maintain the alignment itself that you're looking for. That's absolutely. In remote world, you don't have the benefit of seeing each other, the whiteboard, all those things are not the same.

Angad Sethi:

Very true. Getting cup a coffee, yep.

William Rojas:

But we still need to stay in sync with what needs to get done. That's so important.

Angad Sethi:

Very true. And so would you guys want to drop any names of tools you're using to facilitate that trust between team members in a remote setting?

William Rojas:

So I would say, like I mentioned from my role, one of the things that we do is in the presales area, we support some of our larger accounts, almost as more of like a solution account manager, per se. So we come in and help make sure that the client is getting the solution that is meant to be delivered. So we work with the delivery teams, we work with the client, we sit in between.

There's one large client that we've been working on for years now, and we basically, to the point that they're moving towards some flavor of safe. That I wouldn't call it fully safe, but they do have a lot of safe practices, but they do PI planning, and so we come in and join the PI planning. That's actually one of the, like I said, how do you stay alive?

Angad Sethi:

That circle. Yeah. [crosstalk 00:33:15]

William Rojas:

You pull up your program definition, you look at what features you want to deliver in the PI, who's going to deliver that feature in the PI, and then in your readout, go back to the tool and say, "Look, this is what we've agreed to." Others can ask questions and so forth, and constantly going back to... For example, just last week, we're doing now sprint planning and saying, "Actually, okay, this feature's going to drag on another sprint. Let me go back and readjust in," this client is using the Easy Agile programs. The original plan of saying this features not going to be, not two sprints, but the three sprints instead, for example.

So that habit of getting into using the tool to communicate what we decided and what we just had to make changes to. So it becomes this, a communication vehicle, it's really important. Yeah, they use programs, they use the roadmap piece of programs to help them do their PI planning, and stay in sync with what it is that ultimately gets communicated out at the end of PI. And then during the sprints of the PI itself, and it's very helpful for them. Again, there's I think they have seven trainings, and they all use that to help stay in sync, stay aligned.

Angad Sethi:

Awesome. Awesome.

William Rojas:

One other quick thing I'll say is, I think there will be, some of where we've gone will now become status quo, become permanent. So I think that this has been as shift across the market, across the industry, across company, how people work. So the idea of remote work, the idea of using tooling to really establish communication, and help facilitate communication, all that, while it's been around, I think the big difference is now everybody, like you have no choice. Everybody has to do it.

Angad Sethi:

Has to. Yeah.

William Rojas:

And I think we've definitely seen a big shift across the entire industry because of that. That will now solidify and let's see what the next level brings. But I definitely think that we've reached a new stage of maturity and so forth pretty much globally, which is pretty cool.

Angad Sethi:

Yeah.

Rizwan Hasan:

Yeah.

Angad Sethi:

Yeah, it is. Thank you guys. I won't keep you too long. I think, has the sun set there, Riz? I can see the reflection going dark.

Rizwan Hasan:

Yeah. It is getting there. Yeah, for sure.

Angad Sethi:

Yeah. Yeah. I won't hold you guys for too long.

Rizwan Hasan:

All good.

Angad Sethi:

But thank you so much for the conversation. I honestly, I took a lot away from that. And yeah, I hope I can add you guys to my LinkedIn. I would love to be in touch still.

William Rojas:

Definitely.

Rizwan Hasan:

Yeah, sure.

Angad Sethi:

Yeah. Trying to establish a point of contact, not to add to one of your Slack channels, but yeah. Just so that we can be in conversation regarding the product and improving it.

Rizwan Hasan:

Yeah, sure. And we have a partner management channel. I know we've been talking to Haley a little bit.

Angad Sethi:

Awesome.

Rizwan Hasan:

She was reaching out, that's about some other stuff.

Angad Sethi:

Beautiful.

Rizwan Hasan:

Yeah, happy to. We engage with your product and it's in our white papers too, and we're going to put out another white paper this year where we're going to talk about Easy Agile too. So yeah. We'll stay in touch.

Angad Sethi:

Cool.

William Rojas:

I just gave you, so my LinkedIn is under a different, my LinkedIn is not with my work email. Because that way I can keep the same account place to place.

Angad Sethi:

Sounds good.

William Rojas:

Yeah. You can look me up on LinkedIn with that.

Angad Sethi:

Wicked awesome. Thanks guys.

William Rojas:

Awesome. All right.

Angad Sethi:

Have a good day.

"It was great to chat with Alana and learn from her experience" - Sean Blake

In this episode, I was joined by Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day.

She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

We covered a lot of ground in today's episode. We talked about:

• The importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities.
• Building trust with your team and disclosing some vulnerabilities about yourself.
• Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community.
• Servant leadership and being a generous leader.
• The importance of authenticity and direct communication.

I hope you enjoyed today's episode as much as I did.

Transcript

Sean Blake:

Hello, welcome to the Easy Agile Podcast. My name's Sean Blake and I'll be your host today. Today, we have a really interesting guest and a fantastic episode ahead for you. Our guest today is Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day. She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

Sean Blake:

We covered a lot of ground in today's episode. We talked about communication styles. We talked about the importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities. We talked about the importance of building trust with your team and disclosing some vulnerabilities about yourself. We covered Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community. We talked about going first in servant leadership and being a generous leader. The importance of authenticity and direct communication. I hope you enjoyed today's episode as much as I did. Let's get started. Alana, thanks so much for joining us on the Easy Agile Podcast today. It's great to have you here.

Alana Mai Mitchell:

Thanks so much, Sean.

Sean Blake:

Before we jump into our conversation, Alana, I'm just going to do an acknowledgement to country. We'd like to acknowledge the traditional custodians of the land from which we're recording today, the Watiwati people of the Tharawal speaking nation, and pay our respects to elders past, present and emerging. We extend that same respect to all Aboriginal and Torres Strait Island peoples who are tuning in today.

Sean Blake:

Well, Alana, there's so much to talk about today. The background is, we used to be colleagues in the financial services industry. We bumped into each other again out of the blue at Agile Australia '21 Conference, just at the end of last year, which was a great conference. We thought we'd have you on the podcast because you've got so many different stories to tell, but I thought maybe we could start this episode by talking about your career journey and how working with Agile Teams has weaved into your career trajectory.

Alana Mai Mitchell:

Yeah, sure. Agile really came into the forefront right back in 2013. I always remember my first Agile training. We had a team day, where I was working at the time. We had an external facilitator come in because the Agile framework was something totally new to financial services at that time. We played Lego. We had each of our wider team was divided into smaller teams, like scrum teams, all this new terminology. Then we were building island and we had an island each and the product owner was feeding user stories in from the customer. Partway through we were building, I think, a rocket launcher and then no, we didn't want to rocket launcher anymore.

Alana Mai Mitchell:

We wanted to tweak it. We had to adapt to things on the fly. I always remember that experience because it was so transformative, just having such a direct and collaborative way of working with people on a project. To this day, of all the Agile trainings and experiences that I've gone through, it's always the ones that are really interactive that I've remembered the most and gained the most and taught them, like learnt them myself as a participant and then taught them to other people as well.

Sean Blake:

Along the way, do you think, you've been through all these training sessions and you've been working with teams on the ground. What have you found from Agile, which is a big topic, but what have you found to be the most transformative and the most helpful from the way that these teams used to do things to the way that they do them now?

Alana Mai Mitchell:

I would say communication. What I found was, because I had the contrast with both, I've worked in Water Force style projects and Agile projects as well. I think the biggest part is the amount of effort and rigor that we would go through reviewing requirements and have those be delivered into technology. Then it go quiet and you not hear from technology until they come back with something and they're like, "I've got a baby." You're like, "What kind?" The difference with Agile is that you are able to co-create them.

Alana Mai Mitchell:

You're creating with your customer or your end user, if you're working with an internal user, and then you are also working with technology and finding out what kind of constraints technology has or what kind of ideas they have as well. You have that ability to communicate with the dev. Sometimes your devs are on-shore, often cases they're offshore. We're all remote now, so it doesn't make as much difference as it did when we were in the office. You can really just pull away a lot of the process that gets in between people and have conversations. That's what I really think is the most transformative part.

Sean Blake:

Great. Yeah, so that communication. Do you feel like the communication throughout COVID and working remotely has been more challenging? Are you one of those people that find those face-to-face communication skills, you really prefer the face-to-face or has remote been okay for you? Because I know some people have struggled. Some people have found it easier to be on Zoom all the time.

Alana Mai Mitchell:

Well, I mean, when I go in the office and we have that brief time where we were back in the office, I had a smile on my face the whole time. Because I just love seeing people and I'd go around and walk over to my team and say, "Hey, how are you going?" Just catch up with them. I think the one piece that's missing for me in the remote working whilst there's greater flexibility, you can do multiple things at the same time. You focus a lot of your work. You can get a lot more done quicker. I do find that informal relationship building, you need to actually schedule in time or pick up the phone out of the blue and connect with someone.

Alana Mai Mitchell:

Whereas in the office, I would just find that because people were there and I don't know, you might be having lunch at the same time or going downstairs for something at the same time or even the corridor conversations that happen after the meeting where you can just chase someone or ask someone a question or they chase you and you just get things done. It's just different. I'd say it's more, the catch ups are more scheduled and formal, I find in a remote work setting.

Sean Blake:

I feel the same way. I feel the small talk and the talk about the weekend on Zoom is much harder for me and much more tiring to try and sustain that than in person. It becomes more naturally. I really have to make a big effort, especially on one-to-ones with people in the team when I'm trying to check in on their health and wellbeing and how they're going at work. I just find that much more exhausting than what I do in person. I think it's just those nonverbal communication skills and you can see people's body language easier when you're in the office.

Sean Blake:

Someone's slumped at their chair for six hours out of a seven-hour work day. Then you're like, "Oh, something's wrong." If you know that you've got to get on Zoom and try and pretend to be happy and that everything's okay, then you can fake it a little bit easier. Of course, there's loads of benefits to remote work, as you say. That human element personally, I find it's much more challenging to replicate using digital tools. Maybe there'll be more innovation that comes, but the time will tell on that.

Alana Mai Mitchell:

Yeah. On that, I wanted to add some of my friends in the technology space. Talking about the metaverse and how at the moment you and I are having this conversation through screens. I'm in my space, in my house, and you can see my painting in the background and I can see that you've got a podcast set up. One of my friends was talking about how, he's an architect, and so he was thinking about how we create digital spaces. When we meet digitally, if we were meeting as our avatar, what kind of space would facilitate better conversation? That blew my mind when he was talking about that. I was like, "Oh, I hadn't even thought of that." Absolutely, you could meet in a virtual space because we're doing what we've got with the tools that we have today, but the tools can change.

Sean Blake:

I guess it's almost certain they will change. I can't see that Zoom will be the market leader forever. I'm sure there'll be things that come along very soon that will try and replicate some of those physical experiences that we miss so much of being in the office and having those social experiences together. Alana, I'm wondering about the teams that you work with now or in the past, those Agile teams, do you have any tips for people who are new to Agile teams or maybe they're coming in?

Sean Blake:

They want to improve their communication, whether they're remote or in office, and improve their organization's Agile maturity, but they're just finding it a bit of a struggle. Do you have any tips for people who are just, they're butting their heads up against the wall and they can't seem to make progress with some of those patterns and habits that you talked about, like taking requirements away and not knowing what's happening for so many months or years before you hear something back from technology? How do you actually start to influence that culture and behavior, if you're new to Agile?

Alana Mai Mitchell:

I'm going to take a slightly different approach on that to answer your question. Because the thing that came to mind for me was when I in Outward Bound, which is a remote wilderness organization in 2012 in the US. I was instructing there. One of the frameworks that they use is William Glass' Choice Theory. Choice Theory talks about that we have five needs, and I'll put myself on the spot. Well, I'll mention some of them, because I can't remember all of them. There's like need for fun. Some people have a high fun need. Then there's like need for power, like feeling powerful. There's like, love and belonging, is another important need. There's two others, which I can't recall right now. I think when you are coming out of a situation, from a perspective, you've tried a couple of times when you're approaching it, and not getting anywhere, I would have a look at what needs am I, myself looking to get met out of this communication.

Alana Mai Mitchell:

Then on the flip-side, what needs is my communication partner or the team that I'm working with? What is the most important need for them? As we were talking about remote working, like the fun need. People love to have fun and you can actually have fun at work. It doesn't need to be separate. Thinking about like, if you have a high fun need, and you also notice your team has that as well. How can you address that in your communication style or bring out some kind of activities that can bring that to life? I would always go back to what are my needs and what are the needs of other people that I'm working with? Because when you're working with different teams, they have different agendas, they have different goals. If you can figure out what you have in common, it's a lot easier to bring another team or people in those team on the journey, once you figured out what the common ground is.

Sean Blake:

That's great advice. Think about it from their point of view, rather than just what you need and your own agenda and try and adapt to your approach to them. That's really good. I saw this quote recently, Alana, which reminded me a little bit about your mental health journey, which we'll talk about more in a moment. The quote was about, when you're looking for a new role or a new job, you shouldn't just look for a great company to work for. You should look for a great manager to work for, because the influence and your experience as an employee, working for a manager, is often so much more important than and influential than just picking a great or a well-known company to work for. Have you found that to be true in your own career?

Alana Mai Mitchell:

Oh, yeah. I have found that some really phenomenal leaders. In a previous organization that I was working in, I like to keep learning and growing all the time. In previous roles, sometimes I get bored. It happens. That's really valuable to organizations because I'm constantly looking at where to improve things. I had a time where my manager was focused on other things and learning and development wasn't as important. Then I had a lady named Christina come in and Christina was like fire. She was just, "This is what we got to do." Open to change, really clear communicator, she's from the US. She's really direct in a compassionate way and she's really progressive as well. I found because of her influence in the organization.

Alana Mai Mitchell:

Also, through my willingness to put my hand up and say, "I'm willing to participate." Which is, for the people who are tuning in, it's not just about the leader creating the opportunities for you and saying, "Hey, present to this general manager forum or executive general manager forum." Or whatever it is. It's also about you saying, "Hey, I'm willing and I'd love to." And communicating what you are after. We met on that path and I had some of the most, stronger success working with Christina. I was fortunate at that the culture was also really great. The immediate team culture needed to shift as well, which is part of why Christina came on board, and the company culture is really good.

Alana Mai Mitchell:

I would say on the point on like manager over culture is that when you are someone who is progressive and you're wanting to shape the culture for the better, you're going to find cultures that need a little attention or need a little work or things that aren't quite as performing as well as they are. With the sales perspective, opportunity plus. If you go to a culture and everything's amazing, you're sure you can make it a little bit more amazing. Really, when you have the support of your manager, who's, you see these initiatives and they're going to say, "Okay, go for it. I've got this GM forum coming up that you can present at, or let's find your sponsor. Let's find your mentor." That the two of you working as a team can be at the forefront of the new culture, which impacts the rest of the culture.

Sean Blake:

Interesting. I don't know if I've ever been in a culture that's perfect and overachieving and too good, but absolutely you can get too comfortable and complacent in roles and you can almost just be a little bit shy from putting your hand up for those opportunities. Do you think there's many cultures out there that are too good? How do you assess the quality of a culture before you accept the role and start working in that team?

Alana Mai Mitchell:

Oh, good question. I always asked, what's the vision and how does it relate to this role? I want to hear it from the hiring manager before I join a company. What I'm looking for is I'm asking that question to multiple people. I'm looking for a congruence, about the hiring manager sees a similar story as to what their peer, who's maybe interviewing in the second interview or their leader in the third interview. I'm looking for those things to match up, because that's telling me there's consistency. It's just, I'm getting the same story. That they're also communicating well. That would be a sign to me. Yeah, that's about what I do.

Sean Blake:

That's good. Good tip. Alana, you have a quote on your website, which talks about your mental health journey. It says, "I have totally recovered from five mental health breakdowns across six years, where doctors once talk would me, I would be homeless." That sounds like a lot of hardship and a lot of sweat and tears and pain over many years. Do you want to walk us through a little bit of that journey and what you've learned about yourself through those experiences?

Alana Mai Mitchell:

Oh, yeah. Thanks for pulling that out from the site, Sean. In 2013, I started to notice that things weren't right. I wasn't feeling myself. I sought help from a counselor, career counselor. Because I thought, "Is it my career?" I said, "Am I not in the right job?" I spoke to a psychiatrist and a psychologist and they did a little bit of an investigation, but no one really got to what was going on. Then I made some quick decisions in my career, which I look back on and I think, "Wow, I really was in the throes of it and not thinking clearly at all when I made those choices." I found myself, about November 2014, in between roles. As someone who was previously really ambitious, like high-achiever, chronic high-achiever without having a role and a career prospect at the moment back then was a big deal.

Alana Mai Mitchell:

I had what was called a psychotic episode. Essentially, that was like me, believing deluded thoughts and not having a really strong grip on reality, having some story going on in my head that wasn't true at all. It ended up because I was taken by ambulance to hospital. Then still at that point, people didn't really know what was going on. I was a in mental health ward and came out from that, started on medication, which improved things. I thought, and this is part of why I had the multiple psychotic episodes, is that I thought that the stress of being in between jobs or stressful situations at work, I thought they were the triggers for the psychotic episodes.

Alana Mai Mitchell:

I would take the medication for a while, get better temporarily, think everything was normal, stop the medication. Then six months later I would have another breakdown. Then that happened over six years and I realized towards the fifth and final, so that was when I was running a coaching business that had a few clients at the start and then we didn't have any clients at all. I essentially ran out of money and got into debt. Then when the doctor learned about my financial situation, he said, "You're going to be homeless." I was so offended. I was like, "How dare you." I was like, "No, I will not. I will not." I look back now and I'm so thankful for him sharing that with me, because he provided me with a choice. Something to push against and choose another way. He activated my will, from me going from being offended to being thankful, where I'm at today.

Alana Mai Mitchell:

I charted my way out of that. Now, I have well-managed schizophrenia and I take medication. I'll be taking medication for the rest of my life. It's part of who I am. I don't experience like, some people have a lot of appreciation for, because I know that they're in their mental health journey. It's not all smooth sailing, even after they have an answer of a diagnosis. It still can be challenging in there's up days and down days. For me, I'm consistent. It's been now coming up to four years since the doctor and I had that conversation in the hospital. Life is just incredible since then.

Sean Blake:

That's great. I'm so happy to hear that. Thank you for sharing your story with our audience. I think it's really important, isn't it? To be vulnerable and to share the truth about things that have happened in the past. Do you think that there's something that we can learn? With the people that you work with now, do you have a clearer understanding or are you looking for signs of people in your life who might be struggling with some of the similar issues and what can we do as people in our own communities and working with teams to look out for each other and to better support each other with some of these mental health issues front of mind so that we can be more supportive?

Alana Mai Mitchell:

I always listen for and check in with how the team is doing and it's not just, you ask how are you, and you're listening for more than what they say. If they say they're good, how are they saying it? We had that conversation before about the remote working and it's different. To come to the, are you okay, and we have the, are you okay days. Someone asked me in the office where we were actually working together. They're like, "Are you okay, Alana?" I couldn't answer her. It's not always as simple as getting a no, sometimes it's, you don't get a response. Then the alarm does go off. I really think taking in all the points of interaction that you have with someone and aligning to, is that consistent with how do they were, is there something different, check in with them, how is it going? If you're having a conversation, great. If they're sharing with you, even better.

Alana Mai Mitchell:

If they're not, you can always just check in with yourself and being like, "Is it something you need?" As to, why are they not sharing or is that something that's going on with them as well? The other piece I wanted to tie it, bring it back to the Agile leadership piece and from the conference that Agile Australia that we were at. I really see that building trust with teams is so key. We're in this remote working environment or hybrid working environment, depending on what office you're in. It really is important to build trust with your team. One of the quickest ways you can do that is by sharing vulnerably with what you have to share. I don't mean going for exposure and putting yourself in vulnerable situations where you are uncomfortable with what you share.

Alana Mai Mitchell:

It's disclosure, so it's something that you're 100% comfortable within yourself, and you've accepted it within yourself and you share that with your team in openness. When you do that, you see that your team also, they hear it and they mirror it as well. You go first and they share. The mental health example, I shared that on LinkedIn. I've shared it in situations with my team. Then I've been invited to talks and I've had people approach me. It really builds without having to go through a lot of, I ask this thing of this person, do they deliver it above and beyond expectations when I ask for it? How many times do you need to go through that process before you trust someone versus you, coming out and creating an environment of trust through of vulnerability? I do caveat that it's like not oversharing, it's sharing what you're comfortable with at that point in time, and that might change as you go on.

Sean Blake:

Interesting. Does this apply to leaders as well? I know that you've spoken about being a generous leader in the past, and that reminds me of servant leadership, which is another kind of Agile phrase that you hear come up quite a lot. This idea of going first, disclosing what you're comfortable with to your team, even as a leader, showing vulnerability is really important. I know in my experience, if you can share some of the honest and harsh realities of what it's like to be in your position, then your team are more empathetic with the challenges that you have.

Sean Blake:

Because a lot of people assume that when you are in a position of leadership and responsibility, then things are easier because you can just delegate or you've got budget to solve some of these problems, but it's not actually the reality of it. The reality of it is you struggle with things just like anyone else. By sharing and disclosing things with people at all levels of the organization, then that helps to build empathy and a bit more care and support no matter what level you're at. Are there other things or habits or qualities of a generous leader or a servant leader that you've seen or that you try and model or encourage?

Alana Mai Mitchell:

The big one that stands out for me is authenticity. Really knowing yourself, knowing what your leadership style is, knowing what your challenges are, what your strengths are, what you're working on and being authentic about that. When you feel something, sharing what you feel, not having to feel like you need to say it a different way or sugarcoat it, being able to speak your mind in a way that's direct and compassionate. We're not going for like arrogance, and we're not going for wishy washy. We're going for direct and compassionate, then share what's in your heart, so authenticity. Those are the leaders that you, I'm so glad you brought up empathy because when you're vulnerable, empathetic, and authentic, those are the leaders that really stand out for you and me.

Sean Blake:

That's great advice. Authenticity, direct communication, build empathy. All right, thanks for sharing that.

Alana Mai Mitchell:

You're welcome.

Sean Blake:

Alana, how did you decide that you wanted to write a book about some of your experiences and can you tell us about how your book, Being Brave, has changed your life and how you think about sharing your story?

Alana Mai Mitchell:

I naturally have a lot of things going on. I love projects. I love it, that's why I'm in projects. Because I love setting a goal and reaching it. The company I was working at had done a number of workshops and I got to a point where I didn't have as many activities going on. I was like, "Oh, that's really interesting. I don't have as much stuff going on." This was just at the start of the pandemic in 2020. A friend, a really dear friend of mine said, "Try meditation. Try meditation daily." I meditated each day and I had been surrounded, my network is very much of a coaching network. I know a lot of coaches and they had written their own books as well. I was on the radar and I was meditating and I got the idea to write a personal memoir about my story.

Alana Mai Mitchell:

It's really interesting that even in through that process of doing a lot of personal development work and going through the process of writing the story, there were still some things in that, that I wasn't quite comfortable owning yet. It's been, since I wrote the book that I've accepted that. In a book, if people read it, I talk about psychotic episodes. I don't talk about schizophrenia because it was all later when I was asked to do a media thing about schizophrenia, that I was like, "Okay, yep. Time to own that." I feel like the book at a point in time had me accept all that had happened with unconditional love and then to still, modeling that piece of going for disclosure and not exposure. Still, I had my fragility on what I wasn't ready to disclose yet. Since then, that had progressed further.

Sean Blake:

That's awesome. That therapy you're sitting down to write the story actually helped flesh out the story itself and you came to terms with some of those things that happened. What has been the reception to the book?

Alana Mai Mitchell:

Most people, when they pick up the book, it's a short book, so some people even call it a booklet, because it's 11,000 words. It's short. They say, "Wow, I read that in an hour and a half, in one sitting. I couldn't put it down." someone had said, "It's the story of the famous rising from the ashes." They can take a lot of inspiration from it. The point of the book and a lot of what we're talking about vulnerability is going first as the leader. You set an example that others can follow in, so that will flow into their lives as well. The book is set out with a story and a few questions at the end that people can go through for their own insight.

Sean Blake:

Great, awesome. Alana, is there anything else you'd like to share with our audience before we start wrapping up the episode today?

Alana Mai Mitchell:

I did, because I know this is about Agile more so, and that's a really important topic to your audience. I did write and have a think about after that conference we went to, Agile Australia, about what is beyond the Spotify model? Because the Spotify model is very, word is spoken about it at the moment with the crews and the tribes and squads of course, and the chapter lead models and all that they have, which I'm sure everyone tuned in would be really familiar with. I started to think about, what are the things that are relevant beyond the Spotify model? What's next? If your organization is at a point where you've already at your job at some of that, and you're looking for what's next. I did write an article about that. It's on LinkedIn, and I'll give it to you. If you want to, you can put it in the show notes.

Sean Blake:

That's awesome. We will definitely do that. Where can people go to find out more about you? Where can they buy your book or visit your website?

Alana Mai Mitchell:

My site is www.alanamaimitchell.com. On there is more about my story. There's a few things about coaching, which may be relevant. I'm not coaching at the moment, I'm more focused on my career in financial services. Then the book is on Amazon and it's in English and also in Spanish. There's the audio book and also the print book and the eBook.

Sean Blake:

Awesome. Well, Alana, thanks for disclosing what you've disclosed today and sharing your story with us. I've learned a lot about your experiences, and I've got a lot to think about, to reflect on, how to be a more generous leader. Thanks for spending time with us and being part of the Easy Agile Podcast.

Alana Mai Mitchell:

You're so welcome. Thanks for having me on the show, Sean.

Sean Blake:

Thanks, Alana.