How to cook the best user experience using emotion

On 29th November 2019, I presented an innovative way to combine the moving motivators from management 3.0 with the empathy map and the customer journey to create product which are tapping into the customers emotions.

The pitch of the workshpo is to create a cook book that a single dad father would purchase to create an unforgetable birthday experience for one of his two daughter. The cook book can contain more than cooking receipees. You can add an online experience, offer for goodies, services for animation and decoration.

The workshop takes place in 3 parts:

  1. Evaluation of the customer motivations
  2. Mapping the motivations to emotions on the empathy map
  3. Address teh emotions with features sorted on the customer journey map

To categorise the intrinsic motivations of the customer I used the moving motivators cards from Management 3.0. In 10 cards it allows to create a picture of the drivers of the customer: his goals, his will to be connected to others, his desire for order and method, …

Once we have designed the customer profile, we associate the motivations with an emotion. The desire for status recognition can be expressed as Pride. The emotions are connected to a type of empthy on the empathy map to visualise how this emotions is experienced by the customer: is it an intelectual emotion, somthing the customer thinks about, something he sees in his environment and surroundings, something he is used to say, something he is used to ear, something he does or something he experience deep in his heart.

The empathy map

At this stage we still don’t have a proposal for a product. After the motivations are transformed into emotions, the workshop participant are going to brainstorm on features that would be able to address the emotions of the customer. Each feature then has to be mapped with one of the phase of marketisation of a product:

  1. The acquisition phase corresponds to the early adopters buying product which are addressing a niche market. Teh customers are ready to take the risk to buy a product because it offers at least a unique feature they can’t find on the market.
  2. The adoption phase requires from you to create a product which is able to compete with the market offer. In this phase you have to sell features which are the minimum expected for that category and offer a differentiator
  3. In the retention phase you already built your customer audience, you have to create new features to either develop your customer base or retain teh existing customers with new versions of your best selling products.
  4. The monetisation phase gathers the key market players who need to generate revenue withthere flagship products by creating variation of their best selling product and starting to address new market segments.
Each group created a set of proposal for their cook book.

As example of product proposed by the 3 groups of participants in XP Days 2019, the book of the second group proposed to add a CD of songs and lyrics to sing with the kids during the party. An other group of participant proposed an online experience to celebrate the event and share online and get recognition on social media for the great experience offered to the kids during the birthday.

In 90 minutes, each group pictured a target customer with his motivations, transformed the motivations in emotions to address with innovative product features and created the market strategy to deliver their product to their target market segments.

The workshop at XP Days 2019

I created this workshop to enable companies creating their customer value proposition to focus on the emotional and social jobs of the customer. It is far to easy to concentrate only on the customer functional jobs and disregard the 2 other jobs. Thanks to the social media, product design now often include the online sharing experience, which is par of the social job, but social design of product should not be limited to the online experience. This framework also offers a way to address any time of emotions.


Addressing the social and emotional jobs in a Value Proposition

Agile for Human Resources

As an employee and as a team leader I have never been satisfied with the yearly appraisal system widely spread in large companies. I propose to complete it with additional tools for Department managers, team leaders and Human Resources managers.

Yearly appraisal system

The yearly meeting with your team leader defines objective for the year after. A year later you may end up concluding that your project and professional activities didn’t provide you with the opportunity to realise your objectives. Even worse, the yearly appraisal system might be connected to your yearly salary review policy and benefit plan. In such case, not meeting your professional objectives might impact you financially.

In the yearly appraisal system, people leaving the company are not often interviewed to verify how the objectives were met, how the company ensures that it will reach the objective associated to this personal targets ? And what about the resources engaged in these personal objectives which are not met, are they reallocated to the other team member to meet the team objectives of the current year ? The team will observe the results only in the next yearly evaluation, in the best cases.

Continous team feedback to gather project and team member needs

The key of agility for companies evolving in complex environment with a rapid pace of change is to continuously review the need for team member skills:

  • The identification of the team skills needed to complete projects of the pipeline allow the company to identify the future skills required by the projects about to start.
  • While projects are running, team members can lead frequent one on one meetings with each of the team member to understand their appetite for learning new skills to face the current challenges of the project delivery. It is also the ideal frame for detecting in the team who can support training of other team members for the challenges identified.
  • Project retrospective are occurring at regular interval of time in the iterative project management that Agile is fostering. When the project challenges are not addressed by the current team due to a common team lack of a certain skill, the project manager can try to find these resources in the other teams or raise a need for recruitment to the Human Resources.
  • Project post-mortem closure meetings are eventually the place for collecting lessons learned. Amongst learnings, the evaluation of the skill sets required to address such a project is source for continuous improvement for the company team member competences.

All these source of information can be gathered in a MeWheel radar skill map. The skill radar map can be handled by team managers And department managers with the support of Human Resources team. A radar skill map features the current skills sets measured in the continuous project feedback described above and the ideal skill sets needed by the company and the team member to thrive. It allow to visual easy identify the areas where improvements are required and the progression toward the goal. MeWheels radar skill map is a tool of PeopleBlendIT to support the acquisition, the follow-up and the implementation of the Human Resources strategy by department managers with the support of Human Resources managers.

Feedback of a participant to one workshop organised by PeopleBlendIT

As a workshop host, I sometimes received nice comments from happy workshop attendees. I am welcoming people with artisanal beers and homemade food vegan, dairy-free, gluten-free cooked by Aurore at Alliance Merode. This might help people to share positive comments on top of the experience of the workshop itself, but I have been positively amazed by a recent piece of feedback.

After the workshop on Innovation in August 2019, I received a wonderful comment linking leadership with the team facilitation and innovation. I prefer to leave it here in extenso:

Thanks to Board Game, I will be a better leader.

Do you play board games? Have you played when you were young? Are you still playing as an adult?
I have always been bored while playing board games, even when I was young.
For me the fun is in winning. But when your fate is in the hands of dice, winning requires luck which is by definition out of your control. So, I have always tried to spice it up by disrupting the flow of a party. For example, by changing the rules during the game, by annoying anyone who would dare having more luck than I had, by distracting everyone, so as to make them lose focus. And I have to say that it did work, I often won.
But let’s be honest, I do not understand people excited by the idea of playing a board game. The worst of all are the ones that last for days. You remember the game “Risk”? The goal was to conquer the world and kill the opponents. That was an old version of any today’s video game. I have always asked myself, where is the fun? For me, fun means immediate gratification. If I have to wait for more than one afternoon to win, this is not fun anymore.
I do not play board games very often.
But what I like is all the questions about leadership. For me, good leadership can change the world.
But it is missing in a lot of companies today.

«If your actions inspire others to dream more, learn more, do more and become more, you are a leader.» John Quincy Adams, 6th president of the United States.

In my 16 years of leadership in different organisations, all over the world, I have tried to live this statement.
So, when my friend told me that she knew someone in Brussels who was organising a board games evening, my first reaction was to run away.
When she told me this person is using board games to help leaders improve their leadership skills, I thought: “Really?” She piqued my curiosity.

Facilitating Ideation for Innovation (thanks to board games) – What a topic!
Ideation is the process of creating ideas. As a leader, if you know how to generate ideas from your team, you win the jackpot!

So, I was very excited.

The Workshop

12 people come up to participate to this workshop. Knowing that it was end of August, that it was 35 °C outside, and that the topic was unusual; the fact that 12 people decided to stay in a room without air-con for more than 2 hours to try something new, was an achievement.
Jord and Ralph were the two facilitators of this workshop.

The festivities started with the ice breaker.
One of us received a chart containing some graph relating a measurable to a variable, while the other received 4 cards with a statement on it. The goal was to find the funniest statement which could be linked to the chart that the central participant had. Knowing that we have all known each other for 5 min, I thought that was quite awkward. According to me, to know what will make someone laugh on a specific topic, you need to know him/her, because you need a minimum connection with that person. How was I supposed to know what would make a third-party laugh?
That was a mystery to me. And it’s true, I have got a peculiar sense of humour.
Nevertheless, the enthusiasm of the facilitators, helped to make all things go smoothly and some people even did laugh in the end.

The interesting part for me was to come now.
They split us into 3 teams.
Each team was supposed to be a marketing team, working on the launch of a new cereal product.
We had to find an original product, its name, its characteristics, its target group, and at the end design the box of cereals.
To do so, we had to follow 6 rounds:
1st round: each person individually had to come up with an innovative cereal product and keep it secret For the less imaginative of us, a box of ideas was available, where we could pick up some
deranged concepts, adapt it to ours and come up with a brand-new mad idea.
2nd round: the board game. Each participant places some token on the board, to describe his idea, and his teammates tried to
describe what this new product is using only the tokens on the board.
Of course, the teammates always came up with something lightly or completely different from the initial ideas, which allowed the author of the original concept to enrich his original ideas with what his teammate brought to the table.
This is genius! Thanks to the setting, people allowed themselves to think out of the box, to come up with the craziest things ever, without feeling ashamed, and at the end, your original ideas are enriched and more rounded than what you thought of.
3rd round: The captain’s round
One person in each team is elected to go to other’s team board, guess their ideas, and come to its original team to enrich the initial ideas.
4th round: A single idea per team
At this stage, each team has 3 ideas. The point here was to combine these 3 ideas into one, and end up with one great idea per team.
5th round: Design of the cereal boxes. One box per team.
6th round: Presentation of your product to the audience.
The results and in particular the way in which they were spawned were quite enlightening. Using board games seems to be the perfect way to stimulate imagination and allow everyone to express himself without bias.
This is a perfect way to be sure that everyone is engaged, however, the talent of the facilitators is essential. Jord and Ralph were perfect to this role. Listening to the people, and motivating them as well as adapting the rules to what was happening around the tables.

If you are au fait with Lean techniques; if you are looking for new original ideas to motivate your teams, meet Jord and Ralph, they are the men for you.

Audrey – Strategy & operational excellence
That was perfectly well done. If you are looking for a new way to engage your teams, consider this!

Agility for Human Resources

I worked as an employee in very small structures, in international companies, as a consultant for a long-running mission during which I totally lost contact with my employer, as a freelance, as a team leader, as program manager. One element is common to each of these experience, at the maximum I had contact once per year with the Human Resources department of the company which hired me. I never found that convenient, neither useful nor productive.

When I had to manage people, my empathy was telling me that we, as a team had to find a way to be inclusive, caring and understanding of each other. Using my best practices with Agile I discovered that we had a way to build continuous improvement together.

MeWe cards in action

It started with replacing the annual appraisal interview with a continuous feedback loop. We also had to understand each other and improve our communication efficiency, we used some tools like DOPE to explain the basics. Later I discovered MeWe serious game to explain DOPE in a playful way. MeWe cards can be combined with Moving Motivator cards from Management 3.0, allowing to associate the personality and the motivational aspect.

MeWheels

When our team or department was too big we had to visualise the skills and interests for personal growth. We used a team skill map based on the radar view.

All the changes we identified as important to explore on the radar had to be tested and adapted, naturally, an iterative approach came to our mind.

All these practices are gathered on the Agility for HR poster:

  • Recruitment KanBan
  • MeWe cards and Moving motivators
  • MeWheels skill radars
  • HR development with PopCorn Flow

I am very interested in getting your comments if you have applied some of these solutions.
I am proposing this vision of Agile HR in Meetups. A Workshop of 2 hours can only offer an overview, feel free to contact me for a longer workshop.

Poster of Agility for Human Resources

Agile Gardening

Onepoint kitchen ready to host Agile Gardening

On Tuesday 11th June, Dahm Hongchai, Corentin Nile and Jord de Rengerve, three Agile coaches, invited 12 participants to discover Agile gardening at onepoint office in Brussels. Agile gardening is for Agile leaders. It propose to experience the creation of a team, discovering team members, aprehending customer needs, working in iterative way, removing impediment for teams, welcoming change, and letting the product go.

Upon arrival in the kitchen of onepoint, the participant discovered a table loaded with plants and decorations. They soon receive their first instructions: build a tiny garden in the 3 pots present on the table. The gardeners accepted quite too quickly to group in 3 people following the team composition imposed by the hosts. It was the first learning of the evening: you can compose your team based on affinities. While they started we asked the gardeners what were their feeling while they entered the room: feeling welcomed, curiosity, happiness. Soon the atmosphere will change, the stress comes in when we ask “who is your customer?” “what are your requirements”. Then the participants felt it was becoming serious. Corentin was the customer, he requested to have harmony in the garden composition. Harmony ? What does that mean ? Nevertheless they continued and composed three nice tiny gardens.

The customer destroyed the gardens

Before the second iteration, Jord gathered the participants in a corner of the room, turning their back to the gardening table. While Jord was giving instructions and attracting their attention with a loud voice and movement, the customer destroyed their garden. The customer was not pleased at all. When the gardener came back to the table they discovered the destruction. Emotions were strong: Anger, excitment, surprise. The customer expressed his unstatisfaction and requested the work to be started all over again. The gardener understood that they had to let it go, that they should not feel attached to the product. Even for the most experienced Agile practitioner, it can be difficult to see a nice garden being destroyed by an unsatisfied customer.

Soon after the second iteration started, the customer disappeared. Corentin had to take care of ordering the pizzas for the diner of the guest. Jord took the role of the subordinate of the customer; he didn’t know well the requirement but insisted that his boss would be satisfied this time. The stress was increasing. The customer subordinate was asking a lot of question while the gardener was busy implementing a second iteration, he tried to make sure the intention of Harmony was there, demanding that the composition was balanced and had a purpose. When the customer came back, the gardener could make sure customer satisfaction was delivered.

The hosts asked the gardener about their satisfaction with the second version compared to the first one: it was quite clear that creating a new one allowed to deliver a more beautiful tiny garden. The host then requested a third iteration; this time, the customer required the gardeners to create a rose garden. But there was no rose available. The gardeners had to plan for the future, project themselves to develop new capabilities for their team.

The three tiny gardens that the participants composed were photographed by a professional photographer, ContrastImage.be, to capture the memory of the evening. “A l’ombre d’une fleur” provided the flowers.

MeWe analysis

MeWe Analysis

After the gardening, the three hosts invited the gardeners to discover themselves and their type of personality by playing the MeWe cards.

“You are attending a Alumni gala diner of your High School, a were important networking event. You met good old friends and several new people at the diner table. You have to introduce yourself to all of these people, including to your good old friends that you didn’t see for twenty years , you changed with a lot of experiences, you have new hobbies compared to when your were attending school. You have to present yourself in a true way, you don’t have to fake or try to pretend to be somebody else.”

Each participant received a deck of MeWe cards. Each participant received for instruction to select thirteen cards bearing personality attribute that they could use to picture themselves while introducting themeselves during the dinner. After they selected the thriteen cards, the story continued.

“The diner is finihsed, you leave the place, while going toward the lift, you see one person that you truly wanted to meet during the evening but you could, this person was sitting too far on the diner table. You will have 30 seconds, just the time of the lift to come back to the lobby of the dinner place, to pitch yourself. Amongst the thirteen cards you selected, choose only 7 cards withthe attributes you would use to pitch yourself in these thirty seconds of lift time”.

After the selection of the seven cards, the hosts asked the participants to pitch themselves to the other participants of the workshop. After the pitching, the hosts requested the participants to face the cards up, revealing the animals hidden so far. Each MeWe card represents one of the four animal: mouse, bear, bull and eagle. The animal which is the most present in the cards selected by the participant reveal the dominant personality of the person. Mice are empathic; they care for others. Bulls are full of energy; they speak fast and want to achieve their one and unique goal. Bears are analytic thinkers; they like to collect information and create processes. Eagles are visionary, creative and risk takers. Learning to recognise yourself and other team members is a key for a productive team.

To discover how to improve the communication between each type of animal, the hosts requested that participants to group by the dominant type of animal they have and asked them to answer to the question “How do you like your colleagues to interact with you?”. Each group then shared with the others which communication method works best with them. Mice need to see that the opinion of each team member is heard. Bears need to be given space and time to think and elaborate on innovative strategies. Bulls need to be given direct and quick instructions, you need to go straight to the point with bulls. Eagles often use the primer “What if …” for sentences, they like to be given the possibility to express their creativity. These elements were gathered on giant posters prepared by Corentin with graphic facilitation technic.

The group picture of the Agile Gardening Meetup

The workshop ended with a long networking session. Onepoint offered Pizza and beverages to all the participants. It was time for all the participants to debrief on what they have learned during these two intensive hours full of discoveries. It was also the time to make new friendship and new connections. After the closure of hte events the three coaches, Corentin, the host, Dahm and Jord gathered their ideas for new workshops. We hope to see you in September for our new adventures.

Product Development and Innovation Summit – Berlin 28-29th May 2019

Speed Networking session

Qepler invited 15 speakers to present their experience with Product development and Innovation in various industries. Companies influencing today’s market landscape were present: Qualcomm, Henkel, Clariant, Siemens, Orange, Vodafone, Konica Minolta with people of fine quality including Vice-Presidents in engineering and Heads of Innovation departments.

The two days of the conference were articulated around three themes: 1. Product and process innovation 2. Customer-centricity and product experience 3. Digital and Technological transformation

Chairman introduction – Why ? Passionate stories
Golden circle – Simon Sinek

As a chairman, I launched the 2 days by questioning what is the definition of the Innovation. Following Simon Sinek golden circle, “People don’t buy what you do, people buy why you do it”. I proposed to discover the story of the speakers in the definition of a collective story which would define Innovation. According to Carmine Gallo, author the book of Talk like TED, stories have to be told with passion. It is then the passions of 15 participants that we were about to discover.

VP Engineering Qualcomm – Dr Eng. Grzegorz Ombach

Dr Grzegorz Ombach opened the first speech presenting the invention of wireless chargers for phone and how it lead to inventing wireless charger for cars. He explained how he managed the innovation teams in the creation of an international think tank. In particular, he highlighted the challenges and extreme benefits of mixing Cultures in an innovation team.


Thomas Förster, Corporate Vice-President of R&D Beauty Care at Henkel

Thomas Förster, Corporate Vice-President of R&D Beauty Care at Henkel, explained to the audience the necessity of sustainability in the product development. Product carbon footprint reduction at Henkel includes a 360 degrees approach to deliver an impact. 90% of the carbon footprint of a product is associated with the end user, Henkel is addressing directly the end user to reduce his footprint, for instance deploying Plastic Bank.

Lucia Chierchia, Managing Partner @Gellify

Lucia Chierchia, a Managing partner at Gellify, explained what is the importance of creating a trusted network of business partners to implement Open Innovation. Lucia presented some of the means of implementation of the Innovation put in place at Gellify to transform liquid ideas into solid products.

Asli Salmaz-Kaiser, VP R&D Innovation Tüv-Süd

Asli Solmaz-Kaiser enlightened the audience with 5 tips to success: 1. Design thinking 2. Focus on numbers 3. Ecosystem 4. Team Cooperation 5.Continuous Improvement. She illustrated her point with the success story of Ideo, the think tank responsible for a large number of innovations we are familiar using.

Richard Burton, Innovation and Transformation Consultant

Richard Burton, Innovation and Transformation consultant at Inovatia. Richard illustrated some of the innovation strategy successes and failures. Blackberry and Sony examples illustrated how customer advice in selecting innovation can be overrated. He concluded by presenting the “Polymath”, the ideal profile of the innovator that large companies need to find to secure their future in innovation.

Dr Stefan Schaper, head of Lean Innovation, Schaper Tech

Dr Stefan Schaper introduced TRIZ a structured alternative to Design Thinking. TRIZ was invented by the Russian Genrich Altshuller in 1946, nothing less than the ”
theory of the resolution of invention-related tasks”. TRIZ contains technics for innovators to trim problems, combine solutions, develop visions, and defined the next generations of products.

Dr Filippo Larceri, Global Implementation leader, Clariant Excellence

Dr Filippo Larceri presented the magic blend leading to Innovation in 3 dimensions (1. Business configuration 2, Product Perfection 3. Customer Experience) and 3 levels of intensity (1. Continuous Improvement 2. Evolution 3. Breakthrough). He pictured the profile of the excellence leader: a polyglot with broad horizons and unusual experience, multi-skilled, speaking each business language.

Alain Mavon, Senior Director of Science and Innovation, Oriflame Cosmetics

Alain Mavon explained that “similar to a parachute, the innovation works best when it’s open”. Anti-ageing cosmetics innovation are facing a growing demand not anymore to stop skin ageing but to age better. Ageing is influenced at 80% by the lifestyle of people and 20% by their genes. Introducing new cosmetics addressing lifestyle becomes necessary, this requires agility.

Rajkumar Ragupathy, Innovation manager, HarmanLifestyle Audio

Rajkumar Ragupathy, Innovation manager, HarmanLifestyle Audio enlighted the audience at the end of the first day, with a story of the impossible customer experience, following the user till inside the car to understand how he uses his sound on the trip to work. Raj explained that Innovation requires to understand the mindset and the culture of customers.

The first day was closed with a panel discussion. As a chairman, I summarised the first day ending with few drawings recording the essential learnings of the day.

The magic formula of innovation
Keys for successful innovation
Ana Esteban, Team manager customer research, Digital workplace R&D, Konica Minolta

The second day started with 2 speeches about customer-centricity. Ana Esteban is Team manager customer research, Digital workplace R&D at Konica Minolta. She explained how her team is collecting feedback of customers on an online platform rather than asking customers what they want. She explained the components of the interaction with the customer: 1. blogs and diary 2. forum 3. surveys 4. Creative sets (life collage inspired from journaling) 5. interactive playful tools using gamification. She explained how she convinced the business departments to move from a quantitative evaluation to a qualitative approach based on value creation.

Adi Chhabra, Head of Product Innovation, Vodafone

Adi Chhabra, Head of Product Innovation at Vodafone in the UK, enlightened the audience with a futuristic view of innovation. he explained that the future is about reducing the number of interactions. From the currently limited intelligence of the chatbots, he spined-off with the introduction of object recognition and Generated Adverse networks, in a baffling demonstration of future capabilities of computers. For Adi, the future is in the web 3.0: Virtual reality, Augmented Reality, 3D printers, semantic web and decentralised with blockchain.


Nicolas Bry, Orange Studio COO, Orange

Nicolas Bry, Orange Studio COO, opened the last block of the conference: Digital and technological transformation. He presented the open innovation initiative. Orange Studio creates interfaces and a framework for intrapreneurs. Its hackathons and crowd-sourcing platform Imagine at Orange are gathering 22.000 users. With Oranges Partners, Orange is creating innovation initiatives with the external partnership. Orange redefined the way Salomon users are perceiving the sports brand to refocus on social media allowing to share your sports experience with friends.


Joerg Hassmann, Head of Innovation and Portfolio Management, Siemens

Joerg Hassmann, Head of Innovation and Portfolio Management, Siemens, explained the latest trend in engine innovation (1.service offer 2. digital twins 3. Industry Apps 4. Connectivity 5. Simulation 6. Configuration ). He described how his team is reaching innovation in their “war room of war room” ( OoO, Obeya of Obeya, in Japanese). An Obeya is a control room where all the ideas are connected physically speaking on wall boards and giant canvas.

Jord Rengerve, Agile Coach, PeopleBlendIT

The day ended with the 2 last presentations: I presented Agile Story mapping, a tool and technic to reconcile the business and the development by using a single language and support for the conversation. This closed the loop of the questioning of the introduction of the first day about what is Innovation and the “Why?”. The Why is the conversation we need to build 360 degrees with customers, business and development teams.


Michal Dunaj, R&D director EU research Operations, Telekom Innovation Laboratories

Michal Dunaj, R&D director EU research Operations,
T-Labs – Telekom Innovation Laboratories, reflected on the topic of creativity in Innovation. He related the project T-Labs is delivering to support Magenta to shape the future using “Extreme Exploration”, the research of unconventional ideas, using de-focusing, bi-association, error and art to enable creativity.

Change your day to drive your company toward a better Change

Free image from Unsplash - Ross findon

Reading twitter on a cold cloudy Sunday morning, I got an interesting combination of 2 articles proposed next to each other. The first one from Management 3.0 (M3.0) urges to connect with yourself not to let daily impediments to ruin your day. The second from
Harvard Business Review (HBR) proposes to use emotional intelligence to build a posture facing pivotal changes in your company.

The HBR article speaks about a long term attitude toward change and using self-introspection to drive this attitude. It proposes to be an actor of the change instead of letting fear and other negative emotions make you become an impediment of the change.
https://hbr.org/2018/12/how-to-embrace-change-using-emotional-intelligence

The podcast of M3.0 evokes a daily stance to avoid petty issues to ruin our day at work.
Jamie Lerner forces you to consider that ” … You wouldn’t speak to others like you speak to yourself ! …”. But we do, I have to admit that I did, and I will still do. As a coach I have a chance to see the facts, and to build self-introspection but it’s not an easy task and there are days where you get back to bad habits, I’m forced to admit it.

Being able to coach yourself to build daily internal emotional driver and at the same time to keep an eye on the road of company big changes seems to be a tough challenge. Having a friendly reminder from a coach or from the reading of an article must be helpful on the way. You can’t have a coach at hand every day, you need to be your own coach at least from time to time. I hope this article can help in these moments.

I am interested reading your comments.

Heading Photo by Ross Findon on Unsplash
https://unsplash.com/photos/mG28olYFgHI

Thailand and Belgium partner for an AGILE workshop

3 coaches band together to invite you in a memorable AGILE workshop event.

Dahm M. Hongchai

Mongkol Hongchai, Corentine Nile and Jord Rolland de Rengerve, 3 international Agile coaches have gathered their best pieces of Agile coach workshop delivered around the world to invite you in a unique experience.

Corentin Nile

Visit us at this event to discover Agile practices from all the over the world. Discover how teams from all over the world came with a unique knowledge.

We want to share this unique moment with you, come with your own unique experience and share it during an evening of workshop, 12th June 2019.

Communication based on Personality workshop – 1st March 2019

The workshop was based on a serious game, the MeWe cards, published by Ocadee. In a duo, you select 13 words best picturing your personality to introduce yourself to the person you banded with. As a second step, you will shortlist only 7 cards and pitch yourself in 30 seconds to the entire audience.

The workshop proposed to discover your personality style, learn to recognise others’ profiles and get introduced to how to adapt your communication to the personality of others.

The MeWe cards are categorising the personalities in 4 groups: Mouse, Bull, Eagle and Bear. Each type has typical behaviour, motivations and a communication style. Many other communication models are existing: Dope, Disc, Meyers-Briggs, Strength finder, PCM, that may help you to dig further. MeWe presents the benefit of using a serious game to kick-start the learning.

Workshop on the run

After the discovery of your own dominant animal, comes the insights of other personality styles in the group. The attendees gather by dominant animal and brainstorm about the “efficient way to communicate with them”. Each group presents the conclusion of their brainstorming. The participants get insights on how to adapt their communication mode to build an efficient message delivery to each specific animal.

At the end of the workshop, the participants left with new tools to recognise personalities in their environment and facilitate their every day’s communication. The serious game fosters the learning in a playful way and guarantees that you learn by practising.

Communication strategy based on personality styles

As a consultant, I worked for many companies; I visited many customers. After the first icebreakers, I often started to hear “In this team, we have a communication problem”. Even if you leave aside potential source of difficulties as teams which are working remotely or cultural differences, human nature is prone to create communication gaps.

The disc model

Even with a lot of good will, it is not an easy task to close the gap separating birds of different feathers. The human brain is made to push people to gather with people of the same kind. Our mirror cells are inviting us to mimic behaviour and to be comfortable with people similar to us. But you can not lead a ship with only captains or only sailors. You need diversity to manage a successful endeavour and companies need people of different talent. How to prevent these difference in personalities to impair your communication.

MeWe animals

The first step is to recognise the differences and to adapt to the style of communication of the person you are interacting with. Amongst many frameworks, the simplest I found to help people understand the model of communication is the DISC model. The leadership wheel and the 4 quadrant model are two similar useful variations. The concept is similar: people belong to one of the 4 groups. Each group has its own motivators and its own ways of communicating.

I am using these models for 15 years with great benefits. I recently discovered a serious card game allowing to introduce the model in a short amount of time and in a fun way. On Friday 1st March, I organised a workshop in Brussels at Alliance Merode to introduce the model and the serious game to new people. Now the game is being translated in Dutch and French to facilitate its deployment in Belgium and French companies.

Call me to organize a workshop at your place based on the MeWe cards, there is a lot to discover into this serious game.