The Art of the Retrospective on InfoQ

Last year I gave a talk about retrospective meetings at Agile Cambridge 2013 – a conference for Agile and Lean practitioners in the East of England. My session was called “The Art of the Retrospective” and was focused squarely on sprint retrospective meetings. The 90-minute presentation (!) tried to answer why these regular meetings are often unpopular with the teams and team leaders they are meant to empower. I followed on with some practical advice on how to structure, focus and facilitate these meetings.

This was the first time I had ever given a talk at a conference, and the the first time I talked to any group for longer than about 30 minutes. Amazingly, despite my inexperience and clearly evident nerves, the session received some really good feedback.

The session was recorded by the good folks at InfoQ and the video was finally published last week.

 The Art of the Retrospective from Agile Cambridge 2013

I was kind of dreading it being published because I knew I’d inevitably make myself watch the session. I was expecting it to be pretty cringe-worthy and after a viewing, I was dead right. However, it was really useful to look back and discover how I came across, what my body language was like (poor, if you are interested) and whether I actually said what I wanted to say. As a result, I hope I can make vast improvements for my next session.

If you can forgive the repeated “ums”, a reticence to GET TO THE POINT at the start and my nervous oscillation between the screen and lectern, I reckon the video contains some decent practical advice for team leaders who want to run effective and engaging sprint retrospectives. So click on the image above to go to the talk if you want to hear about some of that stuff. If you want to go straight to the practical advice, jump in at 22 mins and 30 seconds.

If you have any constructive feedback on the session, please let me know by commenting on this post.

How to deal with a dissenting voice in the team

As leaders of experienced, skilled and knowledgeable staff, we want team members to be able to speak up and disagree with something they don’t think is right. We want people to highlight the problem that no-one else has thought of.

Swimming against the tide

Swimming against the tide

However, a dissenting voice can be very disruptive when it goes against the goals, direction or well-being of a team. It’s especially destructive when this disagreement comes down to personal preference or an individual putting their own goals above those of the team. Some team members can be repeat offenders when it comes to disagreeing with an overriding team decision. If you are a team leader and those characters exist in your team, then you know who they are.

A disagreement can be about something as benign as whether or not to fix a low-priority bug, or as caustic as whether retrospective meetings are a valuable use of their time. Team leaders can sometimes feel unable or ill-equipped to challenge a strong individual’s dissenting opinion. They may be tempted to sit-back and hope that they quieten down or that the team’s consensus wins out. However, that kind of procrastination can lead to problems snowballing, a lowering of team morale and divisions forming within the team.

For the good of the team dissenting opinions should be noted and addressed as soon as possible. It can be tempting to make the incident less personal by bringing-up the disagreement in a team context like a sprint retrospective meeting – “I understand some of us think that this is a bad idea”. I think this is less effective, as the individual you are ultimately trying to reach can metaphorically opt-out of team discussions and decisions.

Instead, as soon as you notice a dissenting voice that has the potential to derail the team, I’d recommend taking the individual aside as soon as is feasible and having a private conversation. I’d probably structure the discussion something like this:

  • Explain the situation; that the team have reached a consensus, or are tackling agreed goals, and you’ve noticed that (s)he disagrees.
  • Reiterate why the team are doing what they are doing. Be open.
  • Ask the individual to help you understand why they disagree.
  • Discuss the impact this disagreement could have on the team and its success.
  • Ask the individual what they can do to move forward. Can they agree to get behind the decision of the team or team leader? Perhaps they can raise their ideas more constructively?

Asking the dissenter what they can ‘do’ about the problem is a vital part of the conversation but can often best missed. By asking, you put the onus on the individual to improve the situation and make it quite clear that there needs to be a change. This isn’t always a comfortable discussion, which is why it is tempting to avoid it. However, by tackling the problem head-on leaders can nip team dysfunction in the bud and protect goals and morale.