Episode 408: Terrible retrospectives and "hard to work with"
May 13, 2024
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The hosts discuss challenges in scrum methodologies faced by a new DevOps engineer in Europe, particularly their aversion to retrospectives. They explore the dynamics of blaming in retros, the struggle of moderating them without belief, and the importance of focusing on process improvements over finger-pointing. The episode also touches on the impact of toxic labels like 'hard to work with' in the workplace and the value of feedback and mentorship.
Retrospectives should focus on process improvements rather than blaming individuals.
Open communication and vulnerability can shape perceptions and foster collaboration in the workplace.
Deep dives
Navigating Perception and Collaborative Challenges in a Professional Setting
Perceptions and collaboration play a crucial role in leadership roles, as exemplified by a listener's experience in a high-pressure organizational environment. The listener shares the challenging dynamics faced due to perceived difficult collaborative efforts, affecting the overall work environment. The episode highlights the importance of self-awareness and managing one's image within a highly politicized organization, shedding light on the impact of unaddressed perceptions.
Understanding and Addressing Perceptions Through Proactive Communication
The podcast episode delves into the significance of proactive communication to counteract detrimental narratives formed about individuals in the workplace. By showcasing vulnerability and transparency in expressing thoughts and feelings, professionals can actively shape their narrative and foster a collaborative environment. The narrative formation, particularly amidst political organizational structures, emphasizes the need for strategic and forthcoming communication strategies for self-representation.
Leveraging Mentorship and Constructive Feedback for Personal Growth
The podcast advocates for seeking guidance from trusted mentors to gain insights into how one is perceived in professional settings. Mentors serve as valuable sources of candid feedback and observations, aiding individuals in understanding and rectifying any harmful narratives circulating about them. By leveraging mentorship and feedback, professionals can navigate complex office dynamics and work towards a positive image and effective collaboration.
Cultivating a Culture of Openness and Emotional Intelligence in the Workplace
Encouraging open dialogue and fostering emotional intelligence are crucial aspects highlighted in the podcast episode. Embracing transparency about feelings, intentions, and working styles can lead to enhanced perceptions and improved relationships within team environments. By proactively stating intentions of being easy to work with, individuals can influence the narrative about them, promoting a culture of understanding and collaboration within organizational settings.
In this episode, Dave and Jamison answer these questions:
I am an electrical engineer working on and off with software for about 15 years. From mainframe applications with Cobol and PL/1 to plant floor supervisory systems with SCADA and some.Net along the way. 6 years ago my husband got an offer to move to Europe and I came along. Had to reinvent myself amidst the chaos of juggling life with a toddler, learning a new language and a new social tissue. After some time I landed a pretty nice job as a DevOps engineer at a pretty cool company. However, I have never really worked with scrum or agile methodologies before and, oh boy…I found out I HATE retrospectives. Like really hate them. They bring me down every time and I anticipate them with dreadful anxiety. I feel they’re just a way to blame other people for what’s not going so well and I don’t see ownership or any improvements actually being made. Action items are frequently just finger pointing and generally about people that are not even present in the retros. In order to improve engagement my boss said every team member is now responsible for the moderation of this dreadful thing and, surprise, surprise : I am next. How can I moderate something I just don’t believe in? I believe in improvement and learning from mistakes and I genuinely believe that we shouldn’t focus on people but processes. I also have to say my colleagues don’t feel the same way as they seem to love retros (yikes!). I think I’m too old/too skeptical for this. Please help!!! Ps.: I love your show and the episode on “that guy” changed my life. I’m forever grateful for the question asker and your answer.
The Letter J:
Can you please talk about the PIE theory (performance, image, exposure) and its importance, especially in highly political orgs? I lost my leadership role at a large GSI due to what I believe was a poor image. I felt I could not achieve targets without some level of collaboration (which became conflict once others didnt want to actually collaborate) We hit out targets, but unfortunately, by the time I realized I was labeled “hard to work with”, it was too late. Also, I hereby declare that Jamison is the Norm MacDonald of podcast, which is my highest compliment. Dave is some other comedian, also good. Seriously thank you both for all the humor and advice over the years, it’s been helpful and validating.
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