team leadership: telling your testing stories

MK PM Tutorial

4/29/13 1:00PM

Team Leadership: Telling Your

Testing Stories

Presented by:

Bob Galen

RGalen Consulting

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073

888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

Bob Galen

Bob Galen is an agile coach at RGalen Consulting and director of agile solutions at Zenergy Technologies, a North Carolina-based firm specializing in agile testing and leading agile adoption initiatives. Bob regularly speaks at international conferences and professional groups on topics related to software development, project management, software testing, and team leadership. He is a Certified Scrum Master Practicing (CSC), Certified Scrum Product Owner (CSPO), and an active member of the Agile Alliance and Scrum Alliance. Bob published Scrum Product Ownershipâ€“Balancing Value from the Inside Out, which addresses the gap in guidance toward effective agile product management. Contact Bob at [email protected] or [email protected].

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Team LeadershipTelling Your Testing Stories

Bob GalenPresident & Principal Consultant

RGCG, LLC

[email protected]

Copyright © 2013 RGCG, LLC 2

Introduction

Bob Galen� Somewhere ‘north’ of 30 years experience ☺

� Various lifecycles – Waterfall variants, RUP, Agile, Chaos-

� Various domains – SaaS, Medical, Financial Services, Computer & Storage Systems, eCommerce, and Telecommunications

� Developer first, then Project Management / Leadership, then Testing

� Leveraged ‘pieces’ of Scrum in late 90’s; before ‘agile’ was ‘Agile’

� Agility @ Lucent in 2000 – 2001 using Extreme Programming

� Formally using Scrum since 2000

� Currently an independent Agile Coach (CSC – Certified Scrum Coach, one of 50 world-wide; 20+ in North America) � at RGCG, LLC and Director of Agile Solutions at Zenergy Technologies

� From Cary, North Carolina

� Connect w/ me via LinkedIn and Twitter if you wish-

Bias Disclaimer:

Agile is THE BEST Methodology for Software Development�

However, NOT a Silver Bullet!

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Outline

� Intro

� Elevator Pitch / 30 Second Commercial

� The Story Factor – Annette Simmons

� The Leader’s Guide to Storytelling – Stephen Denning

� Tell to Win – Peter Guber

� Techniques

� Examples

� Workshop Storytelling

� Close



Stories

Elevator PitchYou’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 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-


Stories

Elevator Pitch

� We’re in communicating situations all of the time

� As Test, QA and Process engineers -� We’re representing the product, it’s correctness, completeness

and overall quality

� We’re representing our test team and ourselves

� We’re the living embodiment of “how is it going?” And “is it ready yet?”

� I refer to these ongoing and ever present conversationsas a communications & PR effort

� It’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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Stories

Elevator Pitch - Introduction

� Break into groups of 2

� Take 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

� Let’s debrief-how did you do?


30 Second “Commercial”

� In job search circles, they refer to your developing and

delivering a “30 second commercial” for networking. It’s

a -

� Quick introduction

� Concise overview of your background

� Includes your professional history

� Delivered to fit the situation, allowed time and specific audience

� 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

your 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!


Characteristics

� Keys to Effective Communication� Concise communications – remember the “Top 1/3” rule

� If you could only say 2-3 things, what would they be?

� All forms matter – written, verbal, non-verbal, defects

� Target your communications� Their functional role and level within the organization

� Their point of view (adopt their POV - empathize)

� What they want to hear and what they need to hear

� What will they do with the information you give them

� Can they “handle” the truth and how much of the truth

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Story Models


Story Telling Model

Annette Simmons

� The Story Factor, published in 2006

� Six 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 introduction

� If you’re new to a situation, then explaining how you faced similar

situations might be appropriate

� Make them personable

� Try to inject some sort of humor

� Show vulnerability—illustrate a mistake or a personal

flaw

� Be honest and genuine


“Why Am I Here?”

Stories

� This is the “What’s in it for you” story

� Explain 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 why

� Sometimes 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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Vision

Stories

� This is the “What’s in it for others?” story

� At 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 strategy

� Connecting it so that others can ‘See’ it


Teaching

Stories

� Sharing your experience

� Learning from mistakes

� Failing Forward

� The Wisdom of the Crowd

� Trusting each other; 5 Dysfunctions of a Team

� Sharing ‘models’ for maturation and improvement

� Patterns

� Anti-patterns; often we can learning more from what didn’t work

� Solving problems

� Listen to our customers; take & accept feedback


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5 Dysfunctions of a Team -- Lencioni

Absence of

Trust

Fear of

Conflict

Lack of

Commitment

Avoidance of

Accountability

Inattention to

Results

“Values-in-Action”

Stories

� Playing back “actions” stories

� Team members helping each other

� Projects under ‘stress’ and how teams’ seemed to rise to the

occasion

� Character checking / building events

� Agile teams holding to their “quality commitments” and time-box

agreements

� Persistence, patience, staying the course


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“I Know What You’re Thinking”

Stories

� This is your opportunity to address

� Fear, Uncertainty, and Doubt

� Dissention

� Historical patterns

� Trust in leadership vs. Trust in your teams

� Undermining, lack of true support, waiting things out

� We don’t address performance issues

� Everyone treated the same

� Nobody is ever fired or released based on poor performance

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


Story Telling Model

Stephen 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 onto become immersed in innovation,

leadership reinvention, and agile methods.


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8 Narrative Patterns

Stephen Denning1. **Motivate Others to Action

� Using narrative to ignite action and implement new ideas

2. Build Trust in You

� Using narrative to communicate who you are

3. Build Trust in your Company

� Using narrative to build your brand

4. Transmit your Values

� Using narrative to instill organizational values


8 Narrative Patterns

Stephen Denning5. **Getting Others Working Together

� Using narrative to get things done collaboratively

6. Share Knowledge

� Using narrative to transmit knowledge and understanding

7. Tame the Grapevine

� Using narrative to neutralize gossip and rumor

8. Create and Share Your Vision

� Using narrative to lead people into the future


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Tell to Win

Peter Guber1. Motivation

� Your, be intentional, passion, engage

2. Audience

� Render an experience, connect, align with

3. Goal

� Purposeful, build an ongoing relationship (not a point

transaction)

4. Interaction

� For them to own, secret sauce

5. Content

� Its 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 them

� Tell them

� Tell them what you just told them

� Oreo Cookie Model (sandwich)

� From a Planning and a Strategy perspective, consider:

� Opening Moves

� Middle Game

� End Game


Copyright © 2013 RGCG, LLC

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 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 Principal

Crossing the Chasm

� Communicate mostly to the 80%

� Communicate mostly to the Early Adopters and the

Majority

� Tailor 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 stories

� A major shift or turning point in your life

� A major external turning point to you personally, your group, your

organization; M&A activity

� A major turning point in a project

� A 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 perspectives

� Reference their context

� What would you want to hear IF you were in their shoes

� What sorts of history relates to your topic

� Walk about, make eye contact

� Talk about what you’d like to help the audience do, how

you’d like to serve them

� Keep the Servant Leadership mindset in mind

throughout


Admiration

� Someone you knew when you were growing up

� Someone in the organization who has met a lot to you

� The person you admire most in your organization

� Someone who did better in the organization than anyone

expected

� Someone who mentored you (showed you the ropes) in

the organization

� Someone who handled adversity incredibly well in the

organization

� Someone 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 initiative

� Major project

� Major new methodology

� Challenging new

technology

� Quarterly / Annual

goal-setting

� Connecting 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 incredibly

powerful in stories— particularly as an introductory

device

� Share internal stories that are commonly views as

humorous

� Twist questions around, be playful with your audience

� You 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—

� Risk context

� Organizational context

� Impact context

� Customer context

� Dependency context

� Quality context

� Leadership context

� Technical context

� Revenue context


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Power of Transparency

13 Behaviors that Foster &

Increase Trust

1. Talk Straight

2. Demonstrate Respect

3. Create Transparency

4. Right Wrongs

5. Show Loyalty

6. Deliver Results

7. Get Better

8. Confront Reality

9. Clarify Expectations

10. Practice Accountability

11. Listen First

12. Keep Commitments

13. Extend Trust

35Copyright © 2013 RGCG, LLC

Visualization

� Try to paint a picture

� Directionally committed – Burn the ships behind you

� Let pictures do some of your talking for you

� Mine 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-tellers

� Defining a strategy around a group with different

� Perspectives

� Stories

� Audience Connections

� For example, we’re “ Going Agile”

� Engage Development + Quality + Product

� Engage 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’

� Commit to “What happens in Vegas-” for all story telling session

� Don’t be afraid to disagree or debate, just don’t take follow-on

actions

� Tell 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 stories

� Keep a diary; remember key events

� When in doubt or when there’s a ‘void’-start

� Remember: we can all tell stories, think about your

interviews

� When it feels like its time to stop-stop

� Walk around, make eye contact, take questions

� Be yourself; don’t try to be someone else

� It’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?

� Ridicule

� Lying or stretching the truth

� Poking fun

� Mean spiritedness

� Getting personal

� Complexity – multi-threaded stories

� Making it about you

� Negativity, pessimism, excessive realism


Group-based Workshop

Storytelling


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Example Stories / Situations

� I want to mine everyone for story examples

� Situations where you told a story effectively

� Situations where a story would have worked, but you

didn’t leverage it

� Observations from your history that could be re-framed

into an effective story

� This is NOT storytelling, but just brainstorming & mining

examples from each other-


44Copyright © 2013 RGCG, LLC 44

� I want you to break out into groups of three

� We’ll rotate around 3 primary roles

� Story-teller

� Story audience

� Story observer

� We’ll explore each of you telling a story

� One of you volunteers with a potential story

� All three will strategize on the structure of the story

� Tell the story

� Debrief the story

The notion of a Triad

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Introductions

� You have 6 minutes, two minutes each

� Properly 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 read

� In the last year, what are compelling truths you’ve discovered?

� What do the next five years hold in store for you?



� Imagine you’ve just joined your current group as a leader

or senior contributor

� The 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 introduction

� One that – shares more about who you are (either

professionally, personally, or both)

� Also, one that sets the stage for some changes you plan

on making within the organization

Story #1

Introduction

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� Think of your toughest, most challenging projects that

you’ve encountered in your career

� Think of what made it challenging, and more importantly,

what were the factors that you brought to bear to deliver

the project

� Get 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

one-connecting the dots and trying to inspire

confidence and direction

Story #2

Confidence & Direction


� Your current organization has decided to go 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

� This is your first exposure to them of what's about to

happen, why, and how you expect it to evolve-

Story #3

Vision – “Going Agile”

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� Your interviewing a new test manager for within your

team. She’s come wildly recommended and the interview

has proven the accolades to be understated. She’s

outstanding

� You’ve been given the closing position on the interview

� She asks you about the culture and why you get up in

the morning. What’s exciting about your job and why are

you there.

� Here’s your chance to WOW her and close the deal-

Story #4

Interview


� Quite frankly, you wish they would cancel this project.

� It’s over schedule by 6 weeks and testers on it need to

move onto their next effort—so everyone is multi-tasking

and stretched

� The software doesn’t meet the clients needs and the

development team doesn’t know what they’re doing

� Each release has more defects than the last and your in

a death spiral of fix – test – refix

� The 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-

Story #5

Project Status

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

months.

� You were initially shocked that there was no automation

strategy in place and that only about 10% of the

regressions suite was automated

� It’s a tremendous resource and time waste and you’ve

just sold management on your ideas for investing in

automation

� You now want to share your vision with the testing team

and created a shared strategy that will quickly change

the dynamics-

Story #6

Agile Automation Initiative

Copyright © 2013 RGCG, LLC

Wrap-up

• 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!

5252

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Contact Info

Bob GalenPrincipal Consultant,

RGalen Consulting Group, L.L.C.

Director of Agile Solutions,

Zenergy Technologies,

Experience-driven agile focused training, coaching & consulting

Contact: (919) 272-0719

[email protected]

[email protected]

www.rgalen.com

Blogs

Project Times -

http://www.projecttimes.com/robert-galen/

Business Analyst – BA Times -

http://www.batimes.com/robert-galen/

My Podcast on all things ‘agile’ -

http://www.meta-cast.com/

53Copyright © 2013 RGCG, LLC


� Facilitated, introduction to the Technology leadership

team. HR gathered questions

� Joe was in the military in Germany and Special Forces.

During an “accident” he suffered a brain injury and was

essentially left for dead

� He eventually was brought to hospital and recovered,

although to this day, he’s receiving operations

� The team focused on these details instead of trying to

find out about his style and intentions

� Point is: he graciously answered every question-no

matter how personal or painful.

Story of Joe

Vulnerability & Patience

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� External emphasis on growth, prosperity, stock option

worth, etc.

� VC funded growth; deferring profitability

� Behind closed doors:

� Company doing poorly, strategies

� Finances were obfuscated

� Lay-offs

� Projecting when we’d run out of VC funding

� Surprise!

� Lay-offs

� Strategic move towards self-sufficiency & profitability

Story of Company A

Lack of Transparency & Honesty


� In general, I used stories to re-frame expectations of the

testing team at Company E. They took the following

flavors:

� Stories of performance that aligned with our new models; and

aligned with recognition

� Stories of what performance we were looking to change at a

group level – examples of the future

� 1:1 stories in performance coaching; leveraging role models and

real examples

� External stories related to the changes / efforts the team was

making in reshaping itself. This was very much ‘marketing’-

Story related to Dysfunctional Test Team

Improving Group Performance