team leadership: telling your testing stories

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Bob Galen Vel rs

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“Team Leadership: Telling Your Testing Stories”

ocity Partne

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An agile methodologist, practitioner, and coach based in Cary, NC, Bob Galen helps

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Bob Galen ers Velocity Partn

guide companies in their adoption of Scrum and other agile methodologies and practices. Bob is a principal agile evangelist at Velocity Partners, a leading agilenearshore development partner; president of RGCG; and frequent speaker on software development, project management, software testing, and team leadeat conferences and professional groups. He is a Certified Scrum Coach, Certified Scrum Product Owner, and an active member of the Agile and Scrum Alliances. In2013 Bob published Scrum Product Ownership–Balancing Value from the Inside OutReach him at [email protected].

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Team LeadershipTeam LeadershipTelling Your Testing Stories

Bob GalenPresident & Principal Consultant

RGCG, LLC [email protected]

IntroductionBob Galen

Independent Agile Coach (CSC) at RGCG, LLC

Principle Agile Evangelist at Velocity Partnersp g g y

Somewhere ‘north’ of 30 years overall experience ☺Wide variety of technical stacks and business domainsDeveloper first, then Project Management / Leadership, then TestingSenior/Executive software development leadership for 20 yearsPracticing formal agility since 2000XP, Lean, Scrum, and Kanban experienceFrom Cary, North CarolinaConnect w/ me via LinkedIn and Twitter @bobgalen

Copyright © 2014 RGCG, LLC

Connect w/ me via LinkedIn and Twitter @bobgalen

Bias Disclaimer:Agile is THE BEST Methodology

for Software Development…However, NOT a Silver Bullet!

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Copyright © 2014 RGCG, LLC 3

Outline

IntroElevator Pitch / 30 Second CommercialElevator Pitch / 30 Second CommercialThe Story Factor – Annette SimmonsThe Leader’s Guide to Storytelling – Stephen DenningTell to Win – Peter GuberTechniquesExamplesExamplesWorkshop StorytellingClose


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StoriesElevator Pitch

You’re in the middle of a testing cycle for a business critical project. You’re testing a single component of a large system - roughly 10 testers are on your team The Vice President of Softwaretesters are on your team. The Vice President of Software development walks up to you in the lab and asks you – “How’s it going?”

What do you say?

He challenges you on several defects that you’ve entered –disagreeing on priority and severity


How do you respond?

This is a great opportunity. You’re either ready for it and respond well or you don’t…which do your choose?

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Another Situation

Same situation, although time has passed and the project has missed several of it’s planned Beta dates and things are “dicey”. You’re in the middle of the “last” testing cycle prior to going to Beta test. You’ve found some regressions that you “suspect” will impact the products ability to go to Beta. The Vice President of Marketing walks up to you in the lab and asks you – “How’s it going?”

What do you say? How do you say it?


Another, even more critical opportunity to make an impression…

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StoriesElevator Pitch

We’re in communicating situations all of the timeAs Test, QA and Process engineers -As Test, QA and Process engineers

We’re representing the product, it’s correctness, completeness and overall qualityWe’re representing our test team and ourselvesWe’re the living embodiment of “how is it going?” And “is it ready yet?”

I refer to these ongoing and ever present conversations


I refer to these ongoing and ever present conversationsas a communications & PR effortIt’s all of our jobs and we do it anyway

So why not learn techniques for doing it often and well?

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StoriesElevator Pitch - Introduction

Break into groups of 2Take a minute or two and introduce yourselves ShareTake a minute or two and introduce yourselves. Share on:

Background information (Overall experience, where you work, etc.)Biggest challenge you face at work Ideas for facing that challenge

I’ll time each exchange


I ll time each exchange

Let’s debrief…how did you do?

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30 Second “Commercial”

In job search circles, they refer to your developing and delivering a “30 second commercial” for networking. It’sdelivering a 30 second commercial for networking. It s a -

Quick introductionConcise overview of your backgroundIncludes your professional historyDelivered to fit the situation, allowed time and specific audience

You take the time to develop your “commercials” from


You take the time to develop your commercials from your resume, you should have at least a few – to many of them. They’re targeted towards different audiences and situations.

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30 Second Testing “Commercials”

Current work status:What are you working on, what are your recent successes and y g , yyour challenges. Very importantly - what’s next?Do you need any help? (escalations, ideas, alternatives, workarounds, etc.)If you have one message to send for status – what would it be? Make sure you communicate it!

Current product status:Overall view to your area of testing responsibility


What is the overall product stability, feature set maturity and performance?High level defect trends, schedule status and work projections

Always practice your commercials - Preparation is the key!

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Characteristics

Keys to Effective CommunicationConcise communications – remember the “Top 1/3” rulepIf you could only say 2-3 things, what would they be?All forms matter – written, verbal, non-verbal, defects

Target your communicationsTheir functional role and level within the organizationTheir point of view (adopt their POV - empathize)What they want to hear and what they need to hear


What they want to hear and what they need to hearWhat will they do with the information you give themCan they “handle” the truth and how much of the truth

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Story Models


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Power of StorytellingEvolution has “Wired us” for it"Metaphors like "The singer had a velvet voice" and "He had leathery hands" roused the sensory cortex. […] Then, the brains of participants were scanned as they read sentences like "John grasped the object" and "Pablo kicked the ball." The scans revealed activity in the motor cortex, which coordinates the body's movements.“

"When the woman spoke English, the volunteers understood her story, and their brains synchronized. When she had activity in her insula, an emotional brain region, the listeners did too. When her frontal cortex lit up, so did theirs. By simply telling a story, the woman could plant ideas, thoughts and emotions into the listeners' brains.“

Reference here


Story Telling ModelAnnette Simmons

The Story Factor, published in 2006Six stories everyone needs to be able to tellSix stories everyone needs to be able to tell

People don’t always want data, then want faith. Faith in you. Stories help them to find that faith in you.

The importance of ‘connection’ of staying ‘Real’


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“Who I Am” Stories

This is your introduction. If you’re new to a group or role then it’s pure introductionIf you re new to a group or role, then it s pure introductionIf you’re new to a situation, then explaining how you faced similar situations might be appropriate

Make them personableTry to inject some sort of humorShow vulnerability—illustrate a mistake or a personal flawflawBe honest and genuine


“Why Am I Here?” Stories

This is the “What’s in it for you” storyExplain your career path—why are you particularly skilled to doExplain your career path why are you particularly skilled to do this?Or explain a project path—what events have led to your getting involved?Share what are you trying to achieve, and whySometimes your very role, charter, or mandate on the part of your company helps here

These last two are easy and hard—linking to you. They might also blend together into a single story.


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VisionStories

This is the “What’s in it for others?” storyAt a leadership level—where are you proposing taking theAt a leadership level where are you proposing taking the organization? Why? looking for alignment…At an agile level—what methods and path will be used? How will we measure success?At a project level—what is the purpose / goal of the project? And how do you envision our supporting that goal?Often its about sharing a high-level strategyConnecting it so that others can ‘See’ itConnecting it so that others can See’ it


Teaching Stories

Sharing your experienceLearning from mistakesLearning from mistakesFailing ForwardThe Wisdom of the CrowdTrusting each other; 5 Dysfunctions of a Team

Sharing ‘models’ for maturation and improvementPatternsAnti-patterns; often we can learning more from what didn’t workSolving problemsListen to our customers; take & accept feedback


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5 Dysfunctions of a Team -- Lencioni

Inattention to

Fear of

Lack of

Commitment

Avoidance of

Accountability

Results


Absence of

Trust

Fear of

Conflict

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“Values-in-Action” Stories

Playing back “actions” storiesTeam members helping each otherTeam members helping each otherProjects under ‘stress’ and how teams’ seemed to rise to the occasionCharacter checking / building eventsAgile teams holding to their “quality commitments” and time-box agreementsPersistence, patience, staying the course


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“I Know What You’re Thinking” Stories

This is your opportunity to addressFear Uncertainty and DoubtFear, Uncertainty, and DoubtDissentionHistorical patternsTrust in leadership vs. Trust in your teamsUndermining, lack of true support, waiting things outWe don’t address performance issues

Everyone treated the sameNobody is ever fired or released based on poor performance

New ‘Sheriff’ in Town; new rules and a new spirit


Story Telling ModelStephen Denning

The Leader’s Guide to Storytelling published in 2005. Author of Squirrel Inc.

Similarities to The Story Factor, but with a leadership and more in-depth focus.

Denning has gone on to become immersed in innovation, leadership reinvention, and agile methods.


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8 Narrative PatternsStephen Denning1. **Motivate Others to Action

Using narrative to ignite action and implement new ideas

2. Build Trust in YouUsing narrative to communicate who you are

3. Build Trust in your CompanyUsing narrative to build your brandUsing narrative to build your brand

4. Transmit your ValuesUsing narrative to instill organizational values


8 Narrative PatternsStephen Denning5. **Getting Others Working Together

Using narrative to get things done collaboratively

6. Share KnowledgeUsing narrative to transmit knowledge and understanding

7. Tame the GrapevineUsing narrative to neutralize gossip and rumorUsing narrative to neutralize gossip and rumor

8. Create and Share Your VisionUsing narrative to lead people into the future


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Tell to WinPeter Guber1. Motivation

Your, be intentional, passion, engage

2. AudienceRender an experience, connect, align with

3. GoalPurposeful, build an ongoing relationship (not a point transaction)

4. InteractionFor them to own, secret sauce

5. ContentIts everywhere, your own experiences, what moves you


General Techniques


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Basic FrameworkStill quite effective…

Tell them what you’re about to tell themTell themTell themTell them what you just told them

Oreo Cookie Model (sandwich)

From a Planning and a Strategy perspective, consider:From a Planning and a Strategy perspective, consider:Opening MovesMiddle GameEnd Game


The “One Thing”

When it comes to risky, controversial, and emotional conversations, skilled people find a way to get all

relevant information out into the open.That’s it. At the core of every successful conversation lies

the free flow of relevant information. People openly and


the free flow of relevant information. People openly and honestly express their opinions, share their feelings, and

articulate their theories. They willingly and capably share their views, even when

their ideas are controversial or unpopular.

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The Pareto PrincipalCrossing the Chasm

Communicate mostly to the 80%Communicate mostly to the Early Adopters and theCommunicate mostly to the Early Adopters and the MajorityTailor your message to these folks; reach out to their interests, connecting to them


Turning Points

Major shift points or nexus points can be useful in storiesA major shift or turning point in your lifeA major external turning point to you personally, your group, your organization; M&A activityA major turning point in a projectA key player leaving your team

Example: I’ve often used lay-offs as transition points for major shifts in my career. From the ashes…rises another chapter.

My two books have resulted from these transitions…


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Connecting to Your Audience

Reference their perspectivesReference their contextReference their contextWhat would you want to hear IF you were in their shoesWhat sorts of history relates to your topic

Walk about, make eye contactTalk about what you’d like to help the audience do, howTalk about what you d like to help the audience do, how you’d like to serve themKeep the Servant Leadership mindset in mind throughout


Admiration

Someone you knew when you were growing upSomeone in the organization who has met a lot to youSomeone in the organization who has met a lot to youThe person you admire most in your organizationSomeone who did better in the organization than anyone expectedSomeone who mentored you (showed you the ropes) in the organizationSomeone who handled adversity incredibly well in the organizationSomeone who is a humble servant leader


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Goals & Objectives

You can’t force collaboration. You can encourage it towards specific expectations surrounding Goals & Objectives…

Major initiativeMajor projectMajor new methodologyChallenging new technologyQ t l / A lQuarterly / Annual goal-settingConnecting alignment to the top-line strategies

We’re all being measured together


Clarifying & Listening

Were you listening?Play it back to me…what were the key points? What do you think will be the most challenging parts of the strategy?Is this the right direction? Does anyone see crucial adjustments that need to be made?


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Humor

Self deprecating humor can be incrediblySelf deprecating humor can be incredibly powerful in stories— particularly as an introductorydeviceShare internal stories that are commonly views as humorousTwist questions around, be playful with your audienceYou don’t have to be a comedian; be yourself


Adding Context

Add appropriate breadth and depth to the context that folks normally wouldn’t have—folks normally wouldn t have

Risk contextOrganizational contextImpact contextCustomer contextDependency contextQuality contextLeadership contextTechnical contextRevenue context


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Power of Transparency

13 Behaviors that Foster & Increase Trust

1. Talk Straight2. Demonstrate Respect3. Create Transparency4. Right Wrongs

Sh L l

8. Confront Reality9. Clarify Expectations10. Practice Accountability

5. Show Loyalty6. Deliver Results7. Get Better

10. Practice Accountability11. Listen First12. Keep Commitments13. Extend Trust


Visualization

Try to paint a pictureDirectionally committed – Burn the ships behind you

Let pictures do some of your talking for youMine the organization for supportive “pictures”

Defect reports, project failures, M&A intentions, success & failure email, metrics, virtually anything that adds to the imagery


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Group-based Stories

Engaging multiple story-tellersDefining a strategy around a group with differentDefining a strategy around a group with different

PerspectivesStoriesAudience Connections

For example, we’re “ Going Agile”E D l t Q lit P d tEngage Development + Quality + ProductEngage team member(s) from pilot team(s)Engage leadership to speak to the core drivers


When trying to make a point…

Let it emerge…

Don’t start with it: This is a story about incredible courage. At the end, you will aspire to be like me

Or end with:And now I expect you all to be like me

Allow everyone to come to their own conclusions. Of course, you can recount what it means to YOU


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Safety

In order to get feedback the environment has to be considered ‘Safe’considered Safe

Commit to “What happens in Vegas…” for all story telling sessionDon’t be afraid to disagree or debate, just don’t take follow-on actionsTell stories about how much you appreciate candor, feedback, and truth-telling

It will take time to establish trust, but well worth it. Safety needs to be 100%


What to try?

Find opportunities for storiesKeep a diary; remember key eventsKeep a diary; remember key eventsWhen in doubt or when there’s a ‘void’…startRemember: we can all tell stories, think about your interviewsWhen it feels like its time to stop…stopWalk around, make eye contact, take questionsBe yourself; don’t try to be someone elseIt’s better to tell a story badly, than to not tell one at all when the opportunity is there


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What to avoid?

RidiculeLying or stretching the truthLying or stretching the truth Poking funMean spiritednessGetting personalComplexity – multi-threaded storiesMaking it about youMaking it about youNegativity, pessimism, excessive realism


Group-based WorkshopStorytelling


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Example Stories / Situations

I want to mine everyone for story examples

Situations where you told a story effectivelySituations where a story would have worked, but you didn’t leverage itObservations from your history that could be re-framed into an effective story

This is NOT storytelling, but just brainstorming & mining examples from each other…


I want you to break out into groups of threeWe’ll rotate around 3 primary roles

The notion of a Triad

We ll rotate around 3 primary rolesStory-tellerStory audienceStory observer

We’ll explore each of you telling a storyOne of you volunteers with a potential story


One of you volunteers with a potential storyAll three will strategize on the structure of the storyTell the storyDebrief the story

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Introductions

You have 6 minutes, two minutes eachProperly introduce yourselves to your Triad teamProperly introduce yourselves to your Triad team

Professional introduction: work, how long, career path, current title, current responsibilities, likes & dislikes Personal introduction: family, children, where you live, vacation, hobbies, volunteering, recent books you’ve readIn the last year, what are compelling truths you’ve discovered?y , p g yWhat do the next five years hold in store for you?


Imagine you’ve just joined your current group as a leader or senior contributor

Story #1Introduction

or senior contributorThe group is tight-nit and tenure of quite long, so you want to make a good first impression to You decide to tell a story about yourself—as a means of sharing some insights as a way of introductionOne that – shares more about who you are (either professionally personally or both)


professionally, personally, or both)Also, one that sets the stage for some changes you plan on making within the organization

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Think of your toughest, most challenging projects that you’ve encountered in your career

Story #2Confidence & Direction

you ve encountered in your careerThink of what made it challenging, and more importantly, what were the factors that you brought to bear to deliver the projectGet down to the essence of that made it work out.Now translate these lessons to a current project and share a story relating the pervious to this


share a story relating the pervious to this one…connecting the dots and trying to inspire confidence and direction

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Your current organization has decided to go agileLeadership is basically driving it down from above so

Story #3Vision – “Going Agile”

Leadership is basically driving it down from above, so you and your team have little choice but to “get on board”You do feel it’s the right decision, but for your own reasons. You also realize it will be a great cultural challenge for your team. Many of whom have been around for 20+ years


around for 20+ yearsThis is your first exposure to them of what's about to happen, why, and how you expect it to evolve…

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Your interviewing a new test manager for within your team. She’s come wildly recommended and the interview

Story #4Interview

team. She s come wildly recommended and the interview has proven the accolades to be understated. She’s outstandingYou’ve been given the closing position on the interviewShe asks you about the culture and why you get up in the morning. What’s exciting about your job and why are you there


you there.Here’s your chance to WOW her and close the deal…

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Quite frankly, you wish they would cancel this project. It’s over schedule by 6 weeks and testers on it need to

Story #5Project Status

It s over schedule by 6 weeks and testers on it need to move onto their next effort—so everyone is multi-tasking and stretchedThe software doesn’t meet the clients needs and the development team doesn’t know what they’re doingEach release has more defects than the last and your in a death spiral of fix test refix


a death spiral of fix – test – refixThe VP of Product Development has asked you for an assessment of the situation from a “QA perspective” for himself and the rest of the leadership team—now…

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You’ve been on-board as a senior test manager for 3 months.

Story #6Agile Automation Initiative

months. You were initially shocked that there was no automation strategy in place and that only about 10% of the regressions suite was automatedIt’s a tremendous resource and time waste and you’ve just sold management on your ideas for investing in automation


automationYou now want to share your vision with the testing team and created a shared strategy that will quickly change the dynamics…

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Wrap-up

Hope we challenged your existing• Hope we challenged your existing assumptions a bit

• Inspire you to change your view towards Automation ROI and investment

• What did I miss?


• Final questions or discussion?

Thank you!5454

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Contact Info

Bob GalenPrincipal Consultant,

RGalen Consulting Group, L.L.C.

Experience-driven agile focused training, coaching & consulting

Cell: (919) [email protected] www.rgalen.com

[email protected] www.velocitypartners.net

BlogsBlogsProject Times - http://www.projecttimes.com/robert-galen/BA Times - http://www.batimes.com/robert-galen/

Podcast on all things ‘agile’ - http://www.meta-cast.com/

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