At Scrum Gathering Orlando, I ran an experiential workshop titled Improve your communication through non-verbal rapport. The session turned out really well so thanks to everyone who participated. My only tools were a flip chart and some markers, so the purpose of this post is to provide details for attendees as well as provide visibility to anyone interested in better communication.

(Part 6 of 5 blogs on the Scrum Gathering in Orlando – ok, so not very good at counting

Mehrabian Study

Amazingly, only 7% of communication is based on words while 38% is based on tonality and 55% on physiology.

The Mehrabian Study produced these numbers to quantify the importance of non-verbal communication.

Rapport

Briefly, rapport is about making and feeling a connection with another person. We do this automatically with our friends: we match physiology and tonality. The key practice for connecting with others is to:

1. Face a similar direction
2. Be at the same or lower height
3. Match the angle of their spine and head tilt.

This goes a long way towards making a comfortable connection.  For more on rapport refer to NLP: The New Technology of Achievement by Steve Andreas, and Charles Faulkner.

Keys to great communication

There are some important approaches that complement non-verbal rapport skills.

I just posted on Crucial Conversations.

Stephen Covey’s “7 Habits of Highly Effective People” has two models that relate to effective communication.

Win/Win is about seeking a good outcome for everyone involved – seeking a long-term, sustainable relationship.

“Seek first to understand, then be understood“ is about really listening to people around you. To really connect, you need to understand the person and where they are coming from.

Exercise to understand rapport

Caution: These exercises are here for those who attended the workshop and want to use them to help others. Please attend a workshop before trying these on your own.

This exercise is about getting an internal sense of how important rapport is in conversation.

Exercise to sense broken rapport

This exercise is about practicing rapport and getting a sense of what it is like for rapport to be broken.

Want to learn more?

These are some of the skill that I learned as an NLP (NeuroLinguisticProgramming) Practitioner. I have found Practitioner as well as Master Practioner skills to be an important part of my toolkit as an Agile Coach.

I strongly recommend Wauneen McMonagle Innergize Training if you are interested in building skills in this area.

There was a really good session at the Scrum Gathering’s Open Space on some of the challenges around the CST application process.

What I want to share here is some general thoughts on what is required to be a Certified Scrum Trainer that I noted during the open space session. This is only an excerpt on how to succeed – the full session notes are here.

(Part 4 of 5 blogs on the Scrum Gathering in Orlando)

Caveat: There is a Scrum Alliance Improvement Committee working out the new process so this is an informal look at some considerations.

See mindmap below.

It is important to get connected so that people know who you are. If you are considering co-training, find people you like. (N.B. There was some discussion of dropping Co-training requirements so you’ll have to stay tuned on this.)

What you teach when you are CST is your business, however, the evaluation process is based on you wearing your scrum hat. Not your Agile hat. Not your XP hat. Not your PMI hat. Does this mean I need to show a flock of self-organizing geese? Is it OK to share the Agile manifesto? I still don’t know the answer to these questions.

As a CST you will need to develop a curriculum with learning objectives, exercises, etc. There is no official training material that you can use as a baseline – every CST is expected to author training material.

It is important that you contribute to the Scrum Community. This can take the form of organizing a local user group, a conference. Public speaking and publishing articles and blogs is relevant as well.

The big thing I got out of this session is that no one is going to hand you the CST designation because you know Scrum and have run training sessions. Becoming a CST requires excellence and hard work.

You may also want to check out Tobias’s blog posts: So you want to be a CST?, Becoming a CST and Scrum gathering day zero for an informal perspective.

See also my post on becoming a CSC.

I started filling out my CSC (Certified Scrum Coach) application almost a year ago and then I stopped due to fear, uncertainty, and doubt. I had been using Scrum for quite a while and successfully transitioned a number of teams, but didn’t understand the process and have any context around it to understand how to be successful and even if I should bother.

(Part 4 of 5 blogs on the Scrum Gathering in Orlando)

I signed up for help in the Dialog Room’s Scrum Clinic (thanks Gerry Kirk and Michael de la Maza) the Scrum Gathering.  Roger Brown was kind enough to sit outside by the pool with me and fill in the missing meta-data around the CSC application process. The mind-map below is my effort to capture his perspective on this topic.

The big take aways for me were:

1. Now that I know the process, criteria, expectations and outcomes, I feel comfortable proceeding.
2. A submission needs to be business professional and may take 10-30+ hours to prepare.
3. Three reviewers will score each section to arrive at an overall score (like an exam). No minimum for any section.
4. Agile work is OK, but Scrum is preferred and will score higher.
5. I need to publish an article on the Scrum Alliance website.

Thanks also to Bob Hartman for reviewing and offering his time to help.

Caveat: this is not official Scrum Alliance policy – this is just my understanding of a discussion on this topic. Please see official CSC page here.

At the Scrum Gathering Open Space, there was a great session on this with even more details on the CSC program; please check it out.

Simon Roberts and Jens Korte gave a solid presentation of the how and why of team chartering. The process as they define it leads to team agreements so that there is a container for allowing the team to self-organize.  The full presentation in prezi style is here.

The importance of team agreements was recently reinforced in Jean Tabaka’s post on 78 Things I Have Learned in 6 Years of Agile Coaching (which is a great post).

(Part 3 of 5 blogs on the Scrum Gathering in Orlando)

Perhaps the most important point is that the working agreements need to come from the team and not managers or coaches. This can be tricky in the early stages of adoption where more leadership is needed.

Also of note is establishing team norms of how team members want to work and communicate together.

Harrison Owen gave a very insightful keynote speech at Scrum Gathering on OpenSpace and how we often think about management the wrong way.

(Part 2 of 5 blogs on the Scrum Gathering in Orlando)

He started with an explanation of how he has come to think about systems of people over his 75 years on the planet. There are two rules or heresies:

1. All systems are Open
2. All systems are self-organizing (at some level)

Someone asked the question of how to manage a company? Harrison replied that it’s the same as Open Space:

1. Sit in a circle
2. Use a bulletin board for what to talk about
3. Market place for agreeing when and where to talk

What isn’t in the mindmap is how he invented this.  The story goes that he had a very successful conference with speakers and sessions, but he was told that the best part was the coffee breaks. So, when faced with the problem of organizing another conference with very little time, he decided to have one that was just filled with coffee breaks.  3 Martini’s later and open space was born.

How effective is Open Space? Harrison has the view that it can create astounding results by helping people reach agreement and resolve conflicts. He has seen this consistently time after time when running Open Space.

Mike Bria blogged about the Open Space the next day.

The workshop was nothing short of amazing. Lee Devin took a group of us through a 5 hour deep-dive into the key skills used by actors to create and collaborate. What Lee calls Artful Making (see book for more). This is 100% applicable for Agile teams and this has immediately become part of my toolkit for fostering creativity and much more.

(Part 1 of 5 blogs on the Scrum Gathering in Orlando.)

I have attempted to capture the key aspects of the workshop in the mindmap below.

I walked out of the session with:

• Better ability to LISTEN. This had been on my self-improvement list for years.
• A deep sense of playfulness, curiousity and creativity. Lee helped me reconnect with skills I had when I was much younger.
• A strong connection with other participants.
• Understand my EDGE in a number of different situations. I can now explore and expand this in a positive way.

The exercise where we were creating together through movement is a great way to illustrate the benefits that can be found through pairing. Together we were able to create and invent things that I could not even conceive of in advance. It was really awesome to experience such effective collaboration without words.

Not only was this fun, it also is immensely practical. One note of caution when you do take it: you will start off slowly and build the foundations; the really cool stuff comes together later on.

Kudo’s to the Scrum Gathering organizers and many thanks to Lee for sharing his craft.

Special mention to those that made it special for me. In photo: Mark Strange, Siraj Sirajuddin, Lee Devin, (me), Juan Banda.  Also, Mats Janemalm (not in photo).