What organizations promote as ‘heroism’ is rarely how I would define ‘heroism’ (see photo). In this post, I talk about a ‘hero culture’ and ‘heroism’ in terms of how I have seen organizations promote them. You can be a true hero in a team-encouraged environment, but it works differently than a hero-encouraged environment.

Consider the firefighter who saves a child trapped in a burning building, who is able to do so because of the support of his team; and the team who saves the building. Firefighters work as part of a team where each individual plays a role to keep themselves safe and save whomever or whatever it is they hope to save. The team is heralded for the work they did to save the building, and the individual heralded for rescuing the child. They all do their best work possible, support one another, and get the job done no matter what. Team cultures celebrate both the successes of the team, and of the individuals within the team. Neither is done at the expense of the other. If a ‘hero culture’ such as those I have seen in organizations were promoted in a firefighting department, you would hear about firefighters scrambling over themselves to be the one who saves the child, no matter what, so that they are heralded as the most important hero who saved a person. It is that type of ‘hero culture’ that I speak of in this post.

My Message

The notion of a hero as someone who does things because it is the right thing to do should not be done away with. It is how a ‘hero culture’ is promoted and encouraged in organizations that needs change.

The issue I have is when heroism is upheld above everything else, particularly the Team. Companies can not succeed on one or two individuals alone, at least not in the long term (in my experience and observations). The ability of a Team to pull together to prevent problems they can foresee and solve problems that do arise is important. We need different perspectives, skills, and experiences to prevent and solve problems in the best way possible at a given point in time. When all team members feel like they are contributing to the best of their ability and that management supports them as such, teams can accomplish far more than an individual hero can.

The promotion of heroism in organizations limits teams from accomplishing their potential as a team. Many people seek to achieve individual rewards, to get the top raise, to get the most recognition because the organization encourages it – even if they unknowingly hurt the team, the project, and the organization as a result.

I admit that I have been that person, and I know from experience that some colleagues will shut down and decline to contribute as a result. I have been the person who works 60-80 hour work weeks to solve problems, do the right thing, and help save a project from disaster. I have been the person who stays under the radar doing all the right things, and was recognized as a leader and someone who will save the day.

At the time, I thought that competition was a good thing, as it would help us all raise the bar and do the best work possible. I only understood later that if your bar is so high that other smart, capable people can not reach it, they just won’t bother. So then you have a ‘team’ of people who succeeds only on the efforts of an individual. Why bother having a team then?

I have learned from experience that Teams need to be recognized for the heroic efforts they do, not individuals. Teamwork results from people who trust each other, support each other, and can build relationships with each other. It is difficult for most people to build healthy working relationships that accomplish amazing things together when they feel they are in competition with each other.

So, I will continue to do all those things I’ve done when I feel it necessary, and yes, I want recognition when I do those things. I wouldn’t be human if I didn’t. That said, I work hard to balance this with the promotion of a team-based culture, as the strength of a high-functioning team far outreaches my ability as an individual.

I thus promote Team-culture over Hero-culture; provided the needs of the project, company, customers, and investors, are met, and dare I say, exceeded.

Some Examples

Some specific experiences I have that highlight problems in a “hero culture”:

• A hard-nosed believes-he-is-right-about-everything programmer insists that he doesn’t have time to do things right, and tells everyone he does not test his code before releasing it to testers. He says he is too busy to bother, and it’s their job anyway.  Throughout a 5 month project his features are consistently not testable because they are so broken. This persists until a couple weeks before release when he is finally able to fix the most critical known bugs in the software. Management heralds him as a hero for solving these really difficult problems, and promotes his behaviours as what they want to see in everyone. His poor decisions earlier on are not discussed and are allowed to continue in his future work.

• A senior manager spends the majority of his time talking to people about how bad a shape the company is in, and how he would do things differently if it were his company. He spends most of his evenings and weekends in the office ‘checking up’ on people’s work and getting face time with the CEO who is often in the office. This is because his family and friends live back home many hours away, and he has nothing else to do while living in the city for this job, so he spends waking time at the office. He is quick to point out employee faults, and quick to take credit for employee successes. He is promoted as a hero by his superior’s because he spends so many hours in the office, and was crafty enough to take credit for successes that were not his (without his superior’s catching on to that).

• A team works incredibly hard to release a challenging project. Everyone works together to understand and prevent problems, solve problems as they arise, and put in equal amounts of overtime. They are a high functioning team. Each time a serious problem is averted, two individuals on the team are heralded by those outside the team as the ones who save the day. The rest of the team is demotivated by this and wonders why they bother with their contributions when the other two team members always get the credit. It was a team effort and it should be recognized as such.

While these are specific situations, I have seen many other cases where the promotion of heroism hurt the abilities of teams and organizations. In each of these specific cases, the individuals involved could have behaved differently:

• The programmer could have put his best effort into doing quality work with integrity, including testing his code before sending it for testing. It’s one thing to do your job with integrity and quality and be seen as a hero for solving a problem later on. It’s quite another thing to knowingly do crap work and then come in as the hero to fix the problems you created as a result of your crap work.

• The senior manager could have tried to help the organization improve and do better, instead of complaining to anyone who would listen. He could have informed others that the work people were crediting him with was actually someone else’s. He also could have worked from his in-city apartment (as he had a laptop and VPN access) to do whatever work he was portraying himself as doing during evenings and weekends – he instead chose to be in the office to get credit for just being there.

• The individual team members could have responded to the proclamation of their heroism that it was a team effort (because it was), and that they should be recognized as a team for those efforts.

Final Thought

These examples also highlight issues with management. Management plays a very big part in the culture of organizations, as they have ‘power’. The culture that traditional management encourages is one of individual heroism, which is detrimental to team culture. Now, I’ve often encouraged culture change from the ground up, and have been successful in some cases, but it’s a tough road, and one that many people aren’t willing to attempt.

If you prefer to work in hero-encouraged environments, be my guest. If it works for you, great. I challenge you to consider your motivation in wanting to work in that type of organization – you may have reasons that I completely agree with, or possibly not.

If you want to work in a team-encouraged environment, I implore you to listen to the YouTube clip linked to in my previous post. I summarize some things you can do to help encourage your organization to transform into one.  I challenge you to consider other ways to encourage that transformation and share them here.

Thoughts?

The Catalyst

Several years ago I found myself pressured by some colleagues to join the executive team of my local software quality association. I had often considered joining as it seemed an excellent venue for networking and getting more involved in the software testing/QA community, but I always had a reason for not joining. I thought, “What do I really have to offer?”, “I am too busy this year”, and simply, “I’m scared!”.

Over the course of a few weeks, suggestions quickly became, “We don’t need to fill the newsletter editor position, because Selena is going to do it.”  My colleagues were not surprised when I finally said I would take the position; they knew me well. The motivation of my colleagues, and learning that other people felt the same way I did, helped me overcome the reservations I had in joining the executive team.

The following year I accepted a nomination to become the president. My reasoning? I was terrified to speak in public. I figured that if I was ever going to present at conferences and provide training courses, I needed to face that fear. I conquered the worst of that fear during the first season by speaking at membership meetings making announcements and introducing monthly speakers. After two years in that role I felt much more confident and stepped down to pursue other opportunities in the testing community.

Association for Software Testing

Following a nomination for an AST Board Member position a couple months ago, I found out at CAST that I was elected to the Board by the membership. I am excited to become more involved in the AST community by helping to grow, support, and provide new opportunities for the organization. While I have a Board Member role, I plan to decide on a particular area of focus after spending a couple months figuring out how I can best add value. I truly believe in the spirit and goals of AST in promoting and supporting the evolution of software testing as an intelligent, creative, and context-driven craft.

This summer I also started co-instructing the BBST Foundations course offered by AST after taking it in the spring (read about my experience). I finished my first co-instruction in July alongside Rebecca Fiedler and Michael Larsen, and am currently co-instructing the August session alongside John McConda, Brett Leonard, Michael Larsen, and Jen McCann. I have learned even more in this role, both from my fellow instructors and the students.

Other Organizations

I support a number of other software testing organizations in a variety of ways, while my time and contributions are volunteer-based. I contribute for a number of reasons, the primary being a desire to contribute to this community on a larger scale to help herald in a new era for software testers around the world (one where intelligence, critical-though, and creativity are expected and recognized).

• Software Test Professionals: They have recently undergone a rebranding to create a community for software test professionals who want to learn, engage, and network. I am speaking and leading a workshop at the upcoming STP Conference in October, have been an interviewee for Matt Heusser’s weekly This Week in Software Testing broadcast, have an article releasing on the STP website this week, and am giving a webinar for STP in September on test management. Again, this is a volunteer-based community, and the majority of my involvement has been non-paid work. I have recently joined a couple of STP Crews, though have yet to see what they are about in practice. A great way to contribute and gain recognition through a variety of avenues.

• Software Testing Club: This is an open-community of software testers. My recent activity has been limited to contributions to their newspaper, The Testing Planet. I have read a lot of really good content, contributed by test practitioners, trainers, and consultants who are truly passionate about software testing. While contributions are not paid for, there is a broad audience of testers who read this publication, and the website content, due to the breadth of the community. Another great way to contribute to the field.

• Waterloo Workshops on Software Testing: A local workshop I started with a colleague this year. It is a peer workshop with an emphasis on mutual learning, sharing hands-on experiences, solving practical problems, and promoting contributions to the field. We aim to build skills in software testing and allow people who are passionate about software testing to network with their peers, and help to move thinking about testing forward. Contact me if you are interested in participating in an upcoming workshop.

• Kitchener-Waterloo Software Quality Association: I continue to offer my support to my local software quality/testing organization, the KWSQA. I promote the organization, present at membership meetings and the yearly conference, and (try) to attend monthly membership meetings. I declined a larger role in the organization this season, due to my other obligations aside from starting up my own business.

What Are You Doing?

How are you supporting the software testing community?

Volunteering takes time and requires following through on committments. BUT it is also extremely rewarding in a number of ways:

• A sense of pride and satisfaction in helping the testing community grow and evolve.
• Networking with like-minded individuals you can call on if you need advice or help.
• Meet and network with people you respect and admire.
• Learn even more about your craft as a result of all of these, which increases your skills, professionalism, and drives your career forward.
• Build recognition for yourself in the industry and propel your career forwards.

There are many opportunities to assist with, and contribute to any of these organizations and many others. Let go of your excuses and fear and take your first step in helping the software testing industry gain the respect it deserves. Whether you can pitch in a few hours, or several days, over the course of a year, any organization will be glad to have you on board as volunteers are in short supply.

Contact me for questions about, or even a desire to volunteer for, any of the organizations I mentioned. You can even contact me if you can’t find a local organization you would like to contribute to – I may be able to locate something suitable, or connect you with someone else who can.

I challenge you to step up your game!

At Agile Coach Camp Canada in June 2010, I lead a session on How to Transform a Hero Culture. It was the first session of the day, and a spirited discussion with many new friends, old friends, and people I admire.

Organizational culture is a critical factor in whether a new process or methodology will be successful. Whether you are an Agile coach, a change agent, or a natural leader, you recognize that if an organization’s culture is not in alignment with the new direction, and is unwilling to shift, the new direction will most likely fail. This is a big challenge!

I have worked in several organizations where a hero culture was prevalent. What I mean by this is that heroic efforts to rescue a failing situation are rewarded and encouraged. In this type of culture, whether fixing a critical issue or working 60 hour weeks, you are what everyone should aspire to be.

There are many types of heroes, for example:

• Someone who wants recognition, power, and rewards, and often happens to be in the right place at the right time to solve problems.
• Someone who doesn’t take care to do a high quality job the first time around, and then swoops in to clean up their own mess.
• Someone who does high quality work, has good judgement, tries to keep a low profile, yet is a natural leader for change and problem resolution.

If you are trying to create a culture that embraces teamwork and collaboration, regardless of the type(s) of hero(es) in your organization, you will want to help evolve the culture away from one that supports and rewards heroes.

How to Transform a Hero Culture

Michael Sahota and I summarized the key findings of the session at Agile Coach Camp Canada to transform a hero culture. You can watch it in the video below.

What do you think?

Do you think a hero culture should be encouraged?

Or do you think they should be transformed into something different? If so, what are your idea’s on how to transform a hero culture?

I look forward to your comments!

- Selena

Chen-Gackstatter Minimal Surface, by Paul Nylander

I particularly enjoyed the discussion that occurred during the latter portion of my session. Participants questioned some ideas and shared their own experiences. This is what makes CAST a great conference – lots of conferring!

One outcome of the discussion was a list of handy tools, aids, or methods, that support the use of visualization techniques. With a little creativity, visual models can be crafted on a variety of surfaces – computers are not the only tool for creating visual aids.

Check out the myriad of options for making good use of hand drawn diagrams, pictures, and other visual aids that foster collaboration, communication, and understanding:

Giant Sticky Notes:

• These are great because you get the advantages of writing on paper combined with the portability of typically-sized Post-It notes. Roll them up to store them, then unroll and stick on a wall to continue collaborative discussions and brainstorming.

Make Your Own Giant Sticky Notes:

• Any size and colour of paper can be quickly and easily turned into a giant stickynote – get the advantages of sticky note portability with your favourite paper! Try the following as a restickable adhesive: Scotch Restickable Adhesive Glue Stick, 3M ReMount Spray Adhesive Repositionable.

WhiteBoards:

• Everyone should have access to a whiteboard in their workspace in my opinion. They are great for hashing out ideas, collaborating with colleagues, and making information and visible. If you can swing it, get some really big two-sided whiteboards on wheels that can be moved around to where they’re needed at the moment. These were a big help for some teams I worked with in constrained spaces to house their Sprint Backlog, Issues, and Burndown Charts.

Make Your Own Whiteboard:

• If you’re cash-strapped, or just like to make stuff, you can create your own whiteboards with a few simple items from your local do-it-yourself building store (e.g. Home Depot): Tileboard/Showerboard, Plywood, and Panel Adhesive.
• Giant whiteboards can be made cheaply using Solid White Tileboard (or Melamine tile wall panel), panel adhesive, and plywood. Want higher quality? Invest in ceramic coated metal (e.g. P3 Ceramicsteel) and you also get the added bonus of a magnetic surface.  Thanks to www.kk.org for these tips.
• Use Dry Erase Paint on any surface and turn it into a whiteboard. Combine with Magnetic Primer to get a magnetic whiteboard.

Interactive Whiteboards – eg. SmartBoard:

• If you can get your company to invest in them, these whiteboards are pricey, but incredibly useful. Use them for interactive collaboration with colleagues in the same location, or located elsewhere if you add the conferencing software option.   Save content immediately to a usb drive, network storage, or distribute immediately via email. Some versions even allow you to use the whiteboard as a computer display AND interact with documents, pictures, and video’s with digital ink. How cool is that?

Make Your Own Iteractive Whiteboard with Wii Controller:

• My jaw dropped when I heard this could be done. For a fraction of the cost of a purchased interactive whiteboard (like a SmartBoard), the technically-inclined can make their own interactive whiteboard using an LED pen, Wiimote, Whiteboard, Projector, and a Computer with Bluetooth.

Windows:

• I’m talking about the windows in your office, not the operating system.  Use them with whiteboard markers, and you have readily available collaboration centers. If you’re lucky enough to have glass windows on the interior of the building, you can also keep information confidential.

Digital Camera’s:

• Digital camera’s are pretty accessible these days as they are found in phones, smartphones, secret spy pens, and of course, a traditional digital camera. Work captured on whiteboards, chart paper, and even windows can be saved via a picture and stored on a computer. No need to create a soft copy version, unless you think it needs a ‘professional edge’ or future editing.

Video Camera’s:

• Video camera’s are also more accessible, and can be used for not only capturing visual aids in digital format, but also the discussion’s that went into creating them. This can be invaluable for understanding why certain decisions were made.

Bloomfire.com

• Someone mentioned this site as a tool for online collaboration that was worth checking out. I haven’t looked into it much myself. The website indicates that it is valuable for collaborative learning, team collaboration, and sharing files.

Computer Software:

• There are many programs available that will allow you to create visual diagrams. Mindmapping tools (I use FreeMind, which is opensource), drawing programs, flowcharting software (Microsoft Visio, ConceptDraw Pro), and UML tools are just a few to consider.

Get Input Fast:

• This is a method for creating and improving on existing visual diagrams. By printing many copies of a diagram and distributing to people with crayons, and defining no rules, invite people to contribute. Crayons add an element of fun, and visibility to changes and additions. Ask people to note errors, make corrections & additions, share their thoughts & concerns, or even create new diagrams to capture their understanding of a particular topic. This is a fast and easy way to get everyone’s input into a combined diagram before gathering folks in a room together to discuss it (save time & money!).

I hope that this list gives you some new idea’s to try out. Personally, I’m going to make a giant whiteboard, and then try out the interactive Wiimote whiteboard. These will get some good use in my home.

Are there other things that you would add to this list?  Please share them with everyone by leaving a comment!

The Software Test Professionals Conference is quickly coming up Oct 19-21.

Have you registered yet?

If so, I look forward to seeing you there!

If not, what are you waiting for?!

Read on for 5 reasons to attend:

1) You are a Software Test Professional – if so, you need to be there! This conference is all about people like you who want to learn, improve themselves, connect with like-minded people, and grow themselves professionally. If any of these apply to you, sign up now!

• You are a tester, a manager of test teams, a project test lead, a programmer who tests, someone who manages beta testers or usability testers, or someone just interested in increasing the value of testing.
• You spend time improving your skill sets (or want to), and believe that continuous learning and challenging yourself is a necessary part of your job.
• You want to increase the value of testing in your organization.
• You are not interested in being a robot who blindly does what you are told, but finds ways to improve the way you do your own work so you can do your best work possible.  You also encourage this in others, by leading by example.

2) Learn by Doing, Not Listening in the Hands-On Testing Techniques Lab. The best way to learn new skills is to practice them hands-on while you are learning them. Come and challenge yourself with new methods in a safe environment with instructors and other students. This is a rare opportunity at any conference, so be sure to take advantage of the opportunity (and bring your laptop!).

3) Attend My Sessions & Talk With Me! There are many other great presenters to check out as well – but I know you’ll want to attend mine. ?

My pre-conference workshop, Test Management Clinic, will help you explore and learn techniques for solving real-life test management challenges. You may even leave with appropriate solutions to challenges you are currently experiencing. Register ASAP to reserve your seat now!

My session Explore Beyond the Obvious in the Hands-On Testing Techniques Lab will allow you to try different testing approaches to dig deeper into seemingly simple applications, and learn new information about products you test.

The panel I am speaking on about Reducing the Cost of Testing will help you gain ideas in reducing test costs, understand tradeoffs in doing so, and learn how to talk about testing costs with management in a reasoned, articulate manner.

4) Improve Your Career via the multitude of opportunities awaiting you. Network with people who are driving changes in the industry and understand their strategies so you can too. Connect with people around the globe who can help you with some of your challenges, and vice-versa. Learn leadership strategies to champion initiatives and changes in your workplace. Improve your skills in working with management, and making testing a valuable part of the organization.

5) STP Conference is in Las Vegas! Seriously, how much fun will that be? If you ever needed an excuse to get yourself to Vegas, this is it. Imagine – spending days learning to your hearts content and talking with fellow test professionals, then enjoying evenings in the fun of Las Vegas while connecting with fabulous testers from around the globe.

Register Now – The Early Bird Deadline ends this Friday August 20, which provides a $500 savings off the conference package.

See you in Vegas!

A bold statement? … Perhaps.

If you have ever attended CAST though, I am sure you would agree with me. If you haven’t, check out my earlier post on Why I Attend CAST to learn why.

Exploratory Test Automation

This year I started with a full day workshop by Harry Robinson on Exploratory Test Automation. He challenged the prevalent notion that test automation means running the exact same set of scripts every time. The same idea is still rather prevalent when it comes to manual testing, but exploratory testing is starting to make inroads in the testing industry to change that. You may be surprised to learn that similar principles can be applied to test automation too.

The basics: Challenge automation assumptions, vary inputs, vary paths through a program, automated tests <> human-driven tests.

Watch for an upcoming blog post expanding on this.

I have been fortunate in guiding teams in applying basic exploratory-like automation techniques, but appreciated the stories and experiences that Harry shared. They were interesting challenges to hear about.

Though I was not able to attend, Cem Kaner and Doug Hoffman also did a track session on the same topic, which I heard was also quite good.

Conversation Starters

After a rushed dinner, I spent Monday evening chatting with a number of other people about Mentorship and Consulting.  I had volunteered to be on a ‘panel’ for each of these and ended up being double-booked. Pleasantly, both turned into informal chat sessions, which allowed all participants and panel members to hang out and learn from each other.

The Mentorship talk focused on the qualities and behaviours of good mentors and/or coaches, and things to consider if you wanted to become a mentor.  The Consulting talk focused on the building blocks in deciding to become a consultant, what to do before you make the leap, and how to get through those first couple of years. Good discussions all around.

Art of Visualization

Wednesday afternoon I presented, ‘The Art of Visualization’, discussing how visual modeling techniques help improve effectiveness in testing, and allow testers to add more value to stakeholders. I shared examples of how visual models like flowcharts, mindmaps, informal whiteboard diagrams, and use case diagrams are valuable tools for customer requirements, software designs, test strategies, and problem resolution. Learn more via my presentation slides, and supporting paper.

I particularly enjoyed the discussion that occurred during the latter portion of my session. Participants questioned some ideas, shared their own experiences, and even drafted a list of tools that can be used to enable the use of visual models. Thanks to all who attended!

Watch for an upcoming blog post on this.

Communication Chameleons

Wednesday afternoon I also presented, “Communication Chameleons”, discussing the importance of testers being able to speak effectively to different types of stakeholders. I shared a story about a coworker who did this rather well and held the respect (and ear) of everyone he worked with, from customer support, to programmers, through to the executive team. The presentation finished up summarizing important parts of communication as testers, such as active listening, engagement, adaptive behaviours, and information radiation. Learn more via my presentation slides, and supporting paper.

The discussion that followed was engaging as attendees shared their own communication experiences, recommendations, and insights. I thank everyone who attended for their contributions.

Unplanned Activities

It used to be that when I went to a conference I planned out all the sessions I was going to attend and the evening activities I would partake in. A couple of years ago I broke that habit, and learned to ‘take it as it comes’. My conference experiences are now never what I expected, yet seem to provide me with exactly what I needed.

Case in point: While I had thought to attend sessions on Tuesday, I ended up spending most of the day talking with different testers. The discussions were quite wonderful (both the people, and the topics) and covered a variety of testing, software, and other various topics.

On the various thread: One person I spoke to was like fate intervening – they had a teenage son with Asperger’s Syndrome (high functioning autism), while I suspect that my son may as well. We spent time comparing stories, and they offered helpful advice. In another fate-like intervention, I had a conversation with someone about experiences with chronic pain (from which I suffer) and pain management strategies. I now have new approaches to look into that I had not investigated before. I did not expect those experiences at CAST!

Note: Evening activities are a must!

At CAST this year, the Rebel Alliance hosted a sponsored event (with several independents kicking in sponsorship funds) with drinks and snacks. There was a strong turn out with many conference attendees partaking in the goods and enjoying conversations.

Otherwise, while going out with folks for dinner and drinks is exhausting every night, I strongly recommend it. It is well worth the effort, as you will have conversations you would never have at the conference otherwise.

Games nights are also strongly encouraged!  Wednesday evening saw a sizable number of people playing interesting strategy games. While I’m a board-game fanatic, I didn’t get to participate as I needed to get out to eat dinner. I did buy one of the games on my way home though, and look forward to playing it soon.

Through the rest of the conference I was pleased to spend time talking with so many friendly, intelligent, thoughtful, and insightful testers. I hung with old friends, met people I had only met online through BBST or Twitter, as well as people who knew me and my blog (how cool!), and many others I met for the first time. I can’t possibly list everyone, so you will have to trust me in that the calibre of people who attend CAST is top-notch.

Thanks to everyone I met and spoke with, I appreciate you for the pleasure of your company, time and insights.

Next Year

CAST 2011 will be held in Seattle, Washington.

This is sure to be another amazing conference!  The Conference Chair, Jonathan Bach, and the Program Chair, James Bach, already have some great ideas that I am excited to see occur. Be sure to book the date as soon as it is announced.

If you would like to be involved as a volunteer, be sure to contact AST, Jon, or James, or myself (I’ll hook you up) asap.  We can always use more help!

I hope to see you at CAST next year … and bring some friends along too!

When asked by Jonathan Bach if I was doing a lightning talk, I wimped out. I had never seen one done, had no idea what to talk about, and certainly had no clue how to do it in less than five minutes. I eventually said I would do one if time allowed for it. It turned out that time did not allow (everyone was hungry), so StarEast was not meant to be the stage for my first lightning talk.

It ended up being at Agile Coach Camp Canada 2010. Instead of 5 minutes, I had a mere 3 minutes (the topic for which will be covered in a different post). I learned some interesting things through that experience, some of which surprised me.

Learnings from Lightning Talks:

• Your topic could be anything from something that irks you, a proclamation that falls in line with (or against) the event theme, promoting something you are working on, seeking other people to collaborate with, or a story that relates to the event somehow.
• Talk about something you are passionate about. If you are not passionate about your topic, the audience will sense it, and not pay you much attention. While your talk is only 3-5 minutes, the audience not paying attention may not seem like a big deal, but consider whether anyone will remember your talk, and if you want them to.
• Keep it simple. Don’t try to cover the meaning of life, research results equivalent to that for the search for cancer, or a one hour presentation crammed into 5 minutes. Pick 2 or 3 key points that you feel are the most important for people to take away from your talk, and stick to supporting those.
• Make your point. Don’t wait until the last minute to make your point clear. Despite the limited amount of time you have, if your message isn’t interesting or clear, people will tune you out. If you want folks to listen, make your point early on.
• Limit slides to few, and very simple. With a 3-5 minute window that starts immediately after the previous speaker finished, you don’t have time to figure out computer problems, or provide enough context to ensure audience members understood every teeny detail. Better yet, just skip them.
• Your talk might change. While the overall message for my talk is what I delivered, how I communicated it was quite a bit different. I was going to talk about trying to fit square pegs in round holes, but instead talked about something else (again, I’ll get to that in another post).

Lightning talks were a phenomenal way to share ideas with other people, in a fast and inspiring way.

It was amazing to hear so many different ideas from so many different people in such a short amount of time. I quickly discovered who had similar interests as me, who had conflicting ideas that I wanted to explore further, and who may be interesting to pair up with on a project. I was inspired and provoked to look at my own ideas from a different perspective. It was also a lot of fun!

Try It!

I really enjoyed my first lightning talk experience, and look forward to doing another one again soon (likely at CAST 2010, in the first week of August). If you haven’t tried one yet, I highly recommend it!

You don’t need a conference or big event for lightning talks. Try setting up a weekly team meeting as a series of lightning talks one week, or even do a lunch and learn for lightning talks. You will be amazed by the idea’s you hear, and by the energy created. Lightning talks are a great way to mix up the daily flow, generate new ideas and solutions, and find other people to collaborate with.

To learn more about lightning talks and some tips to excel at them, read more at:

http://agilecoachcampcanada.com/about/lightning-talks/

http://www.perl.com/pub/a/2004/07/30/lightningtalk.html