Humility is the key to leading and building agile teams and organizations. Here’s why.
One of the most common complaints from teams going through an agile transformation is that their bosses don’t get it. The teams are asked to change how they work but the demands coming from stakeholders and executives continue to demand fixed time and scope commitments. The vocabulary changes but the language stays the same. In … Continue reading How to get executive buy-in for Agile using two popular product development approaches
It's easy to blame HR for your team's shortfalls. In the end though, it's your fault and responsibilty.
Elite speaking coach Bill Smartt and I spend an hour discussing how to tell a compelling story, even from your home office.
“Unless you’re the founder and the product manager at the same time, you are not the CEO of anything.”
If teams don’t feel safe sharing what they’ve learned, they’ll never be agile. Psychological safety ensures teams doing discovery can implement the feedback they learn in the process anda truly be agile.
There's more to team leadership than just shipping it. What's your team's reason for being?
(Want to get this article in your inbox? I publish one article a month and share it in my newsletter first. You can sign up here and join 14k other subscribers.) Hey folks - Two weeks ago I found myself at the center of a debate with a client about the benefits and drawbacks of … Continue reading Velocity should be renamed “future tech debt”
Truly agile teams enjoy the ability, desire and safety to respond to change over following a plan.
One of my favourite questions to ask any new client is, “How do you measure success?” I pose this question to product teams, discipline heads and executives to understand what the organisation values and what they reward. One hundred percent of the time the initial response is, “That’s a great question.” After giving it some … Continue reading Defining value: the most ambiguous word in product development