JAFAC was really great! It’s given me lots to think about it, and I have many pages of notes and TODOs.
I really felt like “these are my people”. Agile folk, mostly coaches. People who put people first and understand that a company, more than anything else, is its people.
Below are just my sketchnotes of the talks: just half of the conference and not nearly half of all the ideas that I have!
Text version of sketchnotes of “Being unapologetically you AF – Emma Kirkman”
- The time for a map is before you enter the woods
- Do a 3 + 3 map: your three value drivers, your three best qualities
- Learn out loud
- Preserve the core, disrupt the edges
- Identity drives processes drives outcomes
Text version of sketchnotes of “Building an efficient and adaptable learning organisation – Andrew Mayfield”
- Understand the context
- The structure of products often resemble the structure of the company
- Company culture is like yoghurt or kombucha: it grows on its own. You can only set the conditions, environment.
- Do things as experiments.
- Coaches can be key: one in every team.
- Every person has two hats: squad (primary, cross-functional); faculty (role-based, coaches) .
Text version of sketchnotes of “Be relevant not the elephant – Tod Cooper”
- We need to look back to look forward
- A dozen user stories are worth hundreds of pages of functional and non-functional requirements
- Favour incentives over penalties
- Good outcomes can be complex and difficult to measure
- If an action has clear outcomes, (just) get it done, quickly
Text version of sketchnotes of “Seeing 2023 and beyond… What really matters – Hal Josephson”
- The age of uncertainty, of change.
- The age of re(-do, -boot, -make, etc)
- Be a catalyst: intro, refer, link, connect.
Text version of sketchnotes of “Agility at the speed of sound – Brian Healy”
- Think fast, act faster
- OODA loop (Observe, Orient, Decide, Act)
- alternative loop Execute, Debrief, Plan, Brief
- Checklists can be for compliance or for conversation
- Align with the commander’s intent
- Ownership and autonomy. Accelerated learning
- Debrief. Objective-focused, “Next time I will”
- Celebrate failure
- She Ha Ri pairing. From novice to skilled to master. Follow the rules, break the rules, transcend the rules.
Text version of sketchnotes of “The Agile RN: square peg / round hole - Or best fit? – Carey Campbell”
- Solve business problems, not IT problems
- Effective change managers don’t stay in their lane
- People first
- Design to existing workflows or people will find workarounds
- Get the language right
- Say yes to opportunities selectively
- It’s about will not skill: growth mindset
- Right thing, right reason, right time
Text version of sketchnotes of “High performance – Simon Young”
- Care for results, care for people quadrant
- Low care for results, low care for people: government department
- Low care for results, high care for people: country club
- High care for results, low care for people: sweatshop
- High care for results, high care for people: high performance
- A frequent path is High performance to country club to sweatshop. Coming out of country club we tend to overcorrect.
- Financial growth and extrinsic factors don’t really motivate people. You need a mission.
- Are we working on the most important thing? Might also be the hardest thing.
- Flywheel: high talent density, great context, released controls, epic feedback
Text version of sketchnotes of “What place does storytelling have in DE&I – Elina Ashimbayeva
- How people feel, how people experience
- Many things play into our biases
- Feeling uncomfortable is a sign that someone cares
- Where do you get your stories from?
- Iceberg theory of change: event, pattern, structure, mental models
Text version of sketchnotes of “Love your leaders - they are people too – Sandy Mamoli”
- COVID hit agile practices hard
- “People are more fragile, fearful, self-absorbed” – a leader. Makes people want to be told what to do
- We have very high expectations of our employers, our leaders. Unrealistic, all-encompassing.
- Ask questions, listen to the answers
Text version of sketchnotes of “Riding the wave – Kimble Vowless”
- The affect of our thought affects how we experience the world. Self-talk in particular. “Who’s listening?”
- The brain’s purpose is to produce thoughts
- Mind the gap between stimulus and response.