Go for it! If the main purpose of your standup is to make sure that everyone is keeping themselves properly busy, then the questions “What did you do yesterday?” and “What will you do today?” are without doubt the basis of a great meeting format.
But be careful what you wish for. If your goals involve 1) the team meeting needs, and 2) learning from the process, those questions can hurt a lot more than they help. Honestly, I’m not a fan at all.
You could try these instead. Understand the pattern, and with practice, it runs itself:
- What are we learning from what we recently completed? And is it staying completed? Whose needs did we meet, and how do we know we met them?
- What can we get over the line?
- What is and isn’t making the expected progress? Are we clear about whose needs we’re meeting, what needs, how we’ll know, and what’s our approach?
- Do we have the capacity to look at what’s next, or is that enough until we next meet?
You probably won’t get to that overnight, so some things to try:
- Instead of reviewing activities (what you did, what you’re doing, etc), try to focus the things that you as a team are trying to produce, in the context of the goals you’re pursuing
- All else being equal (in bigger meetings, this pattern can work within other interesting ways to structure the work), try reviewing your work most-complete work first, not forgetting to start with celebrating and enquiring into work recently completed
- Make a point of noticing how the conversations change as you work backwards, and develop your repertoire accordingly – by this stage you’ll likely be noticing not only a performance difference but a language change and changes to people’s expectations and behaviour, and you can build on that until they become habits
- In all of the above, try keep in your mind and everyone else’s what you’re working backwards from: “someone’s need met” and “all the available learning fully accounted for” (my definitions of done and really done)
I’ve used this “right to left” technique in a range of settings, often supercharging something that really wasn’t working before – standup meetings, risk & issue review meetings, service delivery review meetings to name just three. Right to left is named after Kanban’s board review pattern (you start on the right-hand side of the board with work at or nearest completion) but it’s not hard to apply in other settings.
And it’s more than just a productivity hack. In my third book Right to Left (2019, audiobook 2020), I take that philosophy of working backwards from impact and learning and use it as a lens on the whole Lean-Agile landscape (and more). Further to it not being just a Kanban thing, the book shows how right to left fits very well with the best of Scrum. Contrast that with an all too prevalent left to right kind of Scrum that does the reputations of Scrum and Agile no favours at all, and that scales up in the worst possible way. Fortunately it’s fixable.
This post started out as a LinkedIn post, then a second:
- Go for it! (linkedin.com)
- Building on that last one… (linkedin.com)
And now a third:
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You can also take any questions you may have to one of the upcoming webinars – the first three (December 8th, January 12th, February 2nd) all finish with an AMA (Ask Mike Anything) session. Series link: The questions that drive us (eventbrite.co.uk).
- You can’t deliver a task (August 2018)
- ‘Right to Left’ works for Scrum too (July 2018)
- Right to Left: a transcript of my Lean Agile Brighton talk (October 2018)
- Better user stories start with authentic situations of need (October 2016)
- 5-13 December, Online, Monday and Tuesday evenings (UK time):
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- 08 December, online, 15:00GMT, 16:00CET, 10am ET:
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Mike Burrows, Stephen Dowling & friends
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Creating Generative Conversations by Leading with Outcomes
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