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Agile Influence:
8 Strategies to Empower
You and Your Team
Andy Nguyen & Joanna Plumpton
Agile Tour Montreal 2016
In.flu.ence /’inflooәns/
“The capacity to have an effect on the character, development, or behaviour of
someone or something, or the effect itself.” Oxford English Dictionary
What’s your situation?
Team
• Circles & Soup - Introduced by Diana Larsen
• http://www.innovationgames.com/circles-
and-soup/
Organization
• Agile transformation
• Middle management challenges
• Introducing new ideas
Take Advantage of Shortcuts
• Information overload -> Apply shortcut in context -> Increased persuasion
Book References
• Influence: Science and Practice,
Robert B. Cialdini
• Fearless Change: Patterns for
Introducing New Ideas, Mary
Lynn Manns and Linda Rising
• Smarter, Faster, Better: The
Secrets of Being Productive in
Life and Business, Charles
Duhigg
1.Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Takeaways
When team members take initiatives – lead the way
Lead your team to the right initiative with the right questions
Team will be consistent and will congruently work on their
commitment
Even with wrong decision: experiment
Takeaways
Expose your team members public commitment
Retrospective
Written ideas > leads on a commitments on a
visible board
Have your team voice their commitments and
make them vote publicly
Definition of done
Displayed visibly
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
1. Commitment
2.Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Takeaways
Take care of your team first
Reach out first and sacrifice yourself as a leader
Beyond eating last, it’s to offer first
Do care in an empathic way
Time is more valuable than money
1. Commitment
2. Reciprocation
3.Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Describe the outcomes of a really BAD gameDescribe the outcomes of a really GOOD game
Count words occurrence for
Associate
We, us, our
Nous, on
Dissociate
They, them, the Canadians
Ils, eux, les Canadiens
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
conversions
5 Minutes =>
Productivity
About
me…
Me too!
55%
Agreement
90% Agreement
+ more value
MEMEMEME
UUUU
“Just Say Thanks”
WIIFM? (What’s In It For Me)
• Know your teammates more informally
than formally
• Enable some initial chatter
• Set the stage – ice breakers
• Do informal events 5à7
• Use photos for remote team members
• Difficulty liking someone?
• Uncover that one aspect of an individual
that you genuinely respect
• Find common personal aspect
• Use positive association
• Ask someone well respected to endorse an
idea – even if they’re not an expert!
• Sincere, tailored, specific appreciations
1. Commitment
2. Reciprocation
3. Liking
4.Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
12% 18% 33%
The Default Rule
• Explicit consent (~5-25%)
• Presumed consent (~85-99%)
OK… But how can I use this?
Proximity of behaviour:
• Introduce a new engineering
practice - show success from
another company / your
company / your department
Encouraging the behaviours we
want to see:
• Default – automated reporting
for your lean governance
1. Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5.Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
How much is this mug?
You own this mug, how
much would you sell it for?
You do NOT own this mug,
how much would you pay for
it?
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Takeaways
Management and executives hate loss aversion
The feeling of missing out on expectations:
Project investment
Abstraction of the issues at hand
Public shame (accountability)
Having a hard time selling quality initiatives: unit testing,
pair programming or mob programming?
New agile practice?
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
1. Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6.Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Experiment
High conflict between two groups
Resolutions
Mix up the group composition
More cohesion: mix up kids with the sleeping areas
Make the conditions worse
Believe there is a common hardship
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Takeaways
What were your best days at work?
Common hardship unites the team
Failure (or pseudo-failure) is an option
It is how you lead a comeback as a leader
One failed sprint for subsequent successful sprints
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Takeaways
Psychological safety
Have you set the stage for safety: Can we talk about
failures?
Have everyone expressed anything
Is a team member shunned for expressing an opinion?
As SM, you are the facilitator but the leader to a
positive outlook
1. Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7.Motivation – Growth Mindset
8. Authority - Expertise
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen
Internal vs External
What’s one step I can try?
• At retrospective:
• Positively recognize and call out
practice and effort
• Have a thank-you or congratulate
section on the wall
• Refuse the labelling of a team
member
• Change perspective when
discouraged:
• Help the team see they have
choices and options
1. Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8.Authority - Expertise
+20%
Appointments
+15%
Signed
Contracts
Compliance
“Guru on Your Side”
HOW? Ask…
“I know you’re the local <topic> guru but I also know that you’re
interested in new things, so I thought you’d like to hear about
the conference I attended last week…”
What can I do?
• Before trying to influence, first reveal
or uncover your credentials
• Introduce new team members
• Guru patterns – help create a
community with technical credibility
and spread the word
Wrap Up
Small, practical, costless changes that can lead us to influence others in an ethical way
Influence Strategy Cheat Sheet
1. Commitment
2. Reciprocation
3. Liking
4. Social Proof – Consensus
5. Loss Aversion
6. Common Challenge
7. Motivation – Growth Mindset
8. Authority - Expertise
Questions?
Thank you!
Andy Nguyen
andynguyen@technologist.com
Joanna Plumpton
joanna@plumpton.name
jplumpto@teksystems.com

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Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton, Andy Nguyen

  • 1. Volunteers needed 5 volunteers who can speak up about their decisions 1 Montreal Canadiens fan First row volunteers
  • 2. Agile Influence: 8 Strategies to Empower You and Your Team Andy Nguyen & Joanna Plumpton Agile Tour Montreal 2016
  • 3. In.flu.ence /’inflooәns/ “The capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself.” Oxford English Dictionary What’s your situation? Team • Circles & Soup - Introduced by Diana Larsen • http://www.innovationgames.com/circles- and-soup/ Organization • Agile transformation • Middle management challenges • Introducing new ideas
  • 4. Take Advantage of Shortcuts • Information overload -> Apply shortcut in context -> Increased persuasion
  • 5. Book References • Influence: Science and Practice, Robert B. Cialdini • Fearless Change: Patterns for Introducing New Ideas, Mary Lynn Manns and Linda Rising • Smarter, Faster, Better: The Secrets of Being Productive in Life and Business, Charles Duhigg
  • 6. 1.Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 15. Takeaways When team members take initiatives – lead the way Lead your team to the right initiative with the right questions Team will be consistent and will congruently work on their commitment Even with wrong decision: experiment
  • 16. Takeaways Expose your team members public commitment Retrospective Written ideas > leads on a commitments on a visible board Have your team voice their commitments and make them vote publicly Definition of done Displayed visibly
  • 18. 1. Commitment 2.Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 24. Takeaways Take care of your team first Reach out first and sacrifice yourself as a leader Beyond eating last, it’s to offer first Do care in an empathic way Time is more valuable than money
  • 25. 1. Commitment 2. Reciprocation 3.Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 26. Describe the outcomes of a really BAD gameDescribe the outcomes of a really GOOD game
  • 27. Count words occurrence for Associate We, us, our Nous, on Dissociate They, them, the Canadians Ils, eux, les Canadiens
  • 34. WIIFM? (What’s In It For Me) • Know your teammates more informally than formally • Enable some initial chatter • Set the stage – ice breakers • Do informal events 5à7 • Use photos for remote team members • Difficulty liking someone? • Uncover that one aspect of an individual that you genuinely respect • Find common personal aspect • Use positive association • Ask someone well respected to endorse an idea – even if they’re not an expert! • Sincere, tailored, specific appreciations
  • 35. 1. Commitment 2. Reciprocation 3. Liking 4.Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 40. The Default Rule • Explicit consent (~5-25%) • Presumed consent (~85-99%)
  • 41. OK… But how can I use this? Proximity of behaviour: • Introduce a new engineering practice - show success from another company / your company / your department Encouraging the behaviours we want to see: • Default – automated reporting for your lean governance
  • 42. 1. Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5.Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 43. How much is this mug? You own this mug, how much would you sell it for? You do NOT own this mug, how much would you pay for it?
  • 47. Takeaways Management and executives hate loss aversion The feeling of missing out on expectations: Project investment Abstraction of the issues at hand Public shame (accountability) Having a hard time selling quality initiatives: unit testing, pair programming or mob programming? New agile practice?
  • 50. 1. Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6.Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 54. Experiment High conflict between two groups Resolutions Mix up the group composition More cohesion: mix up kids with the sleeping areas Make the conditions worse Believe there is a common hardship
  • 62. Takeaways What were your best days at work? Common hardship unites the team Failure (or pseudo-failure) is an option It is how you lead a comeback as a leader One failed sprint for subsequent successful sprints
  • 67. Takeaways Psychological safety Have you set the stage for safety: Can we talk about failures? Have everyone expressed anything Is a team member shunned for expressing an opinion? As SM, you are the facilitator but the leader to a positive outlook
  • 68. 1. Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7.Motivation – Growth Mindset 8. Authority - Expertise
  • 73. What’s one step I can try? • At retrospective: • Positively recognize and call out practice and effort • Have a thank-you or congratulate section on the wall • Refuse the labelling of a team member • Change perspective when discouraged: • Help the team see they have choices and options
  • 74. 1. Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8.Authority - Expertise
  • 77. “Guru on Your Side” HOW? Ask… “I know you’re the local <topic> guru but I also know that you’re interested in new things, so I thought you’d like to hear about the conference I attended last week…”
  • 78. What can I do? • Before trying to influence, first reveal or uncover your credentials • Introduce new team members • Guru patterns – help create a community with technical credibility and spread the word
  • 79. Wrap Up Small, practical, costless changes that can lead us to influence others in an ethical way
  • 80. Influence Strategy Cheat Sheet 1. Commitment 2. Reciprocation 3. Liking 4. Social Proof – Consensus 5. Loss Aversion 6. Common Challenge 7. Motivation – Growth Mindset 8. Authority - Expertise
  • 81. Questions? Thank you! Andy Nguyen andynguyen@technologist.com Joanna Plumpton joanna@plumpton.name jplumpto@teksystems.com