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Great topic and very relevant! Here's a few experiences I've had... It's a tough choice to decide whether to try control people's behaviours especially on a remote/vitual session. I sometimes try to top and tail the meeting. For example: - a 5min feedback/mini retro at end of each remote session to discuss any future improvements. - a getting to know each other before (or at the start of) the meeting - encourage social conversation and psychological health check-in. This also helps people reset before focusing on the session outcomes At the end of day, it's all about people and relationships. If we try and develop those within the team then a lot of negative behaviours will 'magically' disappear :) P.s. Loving the videos... People over frameworks... This is the important stuff... Keep 'em coming please!!
Short ice breakers definitely help, especially, in longer training sessions. I have been using liberating structures a lot in my workshops, it really allows people to get engaged in the discussions right away
Nice and useful video. I think the most difficult part is that about the working agreement. I've seen meeting "in person" (you can imagine what happens "on line") where people was busy with SMS, chatted with someone else, read and wrote e-mail, even when we decide/agreed to avoid this because.... "yes, I know, but it's important", "yes, I know, but it's the boss" and so on. And usually all of these "needs" could have waited for half an hour. Probably I should have asked: "if that is more important of this meeting, why are we here and why are you here?" But, sometimes you simply cannot ask certain questions...
One of the things I did is to have a no-computer policy in my meetings - if you come to my meeting, you close your laptop and put it aside. And if you open it I WILL put you one spot. People rebelled at first, but over time came to accept it.
Imagine , I am a scrum master but my boss asking me to do the job of a project manager , like micromanagement and involving in their technical things and shout at them if they don’t delivered their tasks . What you will do if I were you ??
I push back on those demands and re-explain my role again. Setting expectations with your management about what you will be actually delivering can help. Get it in writing. I remember a manager telling me that she doesn't understand what I'm doing, it seemed like I had no deliverables so I was doing nothing all day. It made me feel really bad, and since it was the beginning of my career I was pushed to do things that I shouldn't have. With more experience, more confidence I in my work and better understanding of the results that I can bring longterm, I was able to serve the team and the organization better. However, if the organization doesn't want those results, then I'll go somewhere else.
Learn the 7 Essential Scrum Master Skills for free: scrummastered.com/scrum-master-action-week-course/
Or enrol in The Fundamentals of Agile Coaching: scrummastered.com/agile-coaching-certification/
Great topic and very relevant! Here's a few experiences I've had...
It's a tough choice to decide whether to try control people's behaviours especially on a remote/vitual session.
I sometimes try to top and tail the meeting. For example:
- a 5min feedback/mini retro at end of each remote session to discuss any future improvements.
- a getting to know each other before (or at the start of) the meeting - encourage social conversation and psychological health check-in. This also helps people reset before focusing on the session outcomes
At the end of day, it's all about people and relationships. If we try and develop those within the team then a lot of negative behaviours will 'magically' disappear :)
P.s. Loving the videos... People over frameworks... This is the important stuff... Keep 'em coming please!!
Short ice breakers definitely help, especially, in longer training sessions. I have been using liberating structures a lot in my workshops, it really allows people to get engaged in the discussions right away
Very informative pointers ! Thank you
My pleasure!
Nice and useful video. I think the most difficult part is that about the working agreement. I've seen meeting "in person" (you can imagine what happens "on line") where people was busy with SMS, chatted with someone else, read and wrote e-mail, even when we decide/agreed to avoid this because.... "yes, I know, but it's important", "yes, I know, but it's the boss" and so on. And usually all of these "needs" could have waited for half an hour. Probably I should have asked: "if that is more important of this meeting, why are we here and why are you here?" But, sometimes you simply cannot ask certain questions...
One of the things I did is to have a no-computer policy in my meetings - if you come to my meeting, you close your laptop and put it aside. And if you open it I WILL put you one spot. People rebelled at first, but over time came to accept it.
Imagine , I am a scrum master but my boss asking me to do the job of a project manager , like micromanagement and involving in their technical things and shout at them if they don’t delivered their tasks . What you will do if I were you ??
I push back on those demands and re-explain my role again. Setting expectations with your management about what you will be actually delivering can help. Get it in writing.
I remember a manager telling me that she doesn't understand what I'm doing, it seemed like I had no deliverables so I was doing nothing all day. It made me feel really bad, and since it was the beginning of my career I was pushed to do things that I shouldn't have.
With more experience, more confidence I in my work and better understanding of the results that I can bring longterm, I was able to serve the team and the organization better.
However, if the organization doesn't want those results, then I'll go somewhere else.
@@ScrumMastered This is the situation more or less everywhere.