Modern Management: Encourage Experiments and Learning How much of your work directly supports the people you lead and serve? How much of your work supports the environment or the culture so the people can be more effective? If you work directly with the people you lead and serve, you work in the business. If you work to […]
Most of us writers start with bad advice, to write “formally.” We’re not supposed to talk to the reader. Or, we’re supposed to avoid stories. Worse, we’re supposed to use passive voice. That leads us to write like this: <A person> will be missed. Your work is appreciated. This work needs to be undertaken. Here’s
I spoke with Andy Kaufman on his People and Projects Podcast 377. Full disclosure: I met Andy back in 1999 at the Software Development conference. So we’ve known each other for a long time. I subscribe to his podcast because I like the way he interviews guests. He looks beyond the obvious to deeper insights.
When I sent my newsletter last month, Modern Management: Want Valuable Outcomes? Create Overarching Goals, several readers asked me questions. Why did I differentiate between outputs, outcomes, and benefits? I decided that was worth a blog post. Here’s how I define and use the terms. Outputs By themselves, a customer can’t use an output. We
Thinking about bringing your writing skills to the next level? Want to write and finish? Enroll in my Writing Workshop 1: Free Your Inner Writer & Sell Your Nonfiction Ideas. You’ll learn to build your writing system and habit. Please join me. (Workshop details and testimonials on the writing workshop page.) I hope you join
Please check out this wide-ranging conversation with Miljan Bajic. The writing workshop we mentioned now has its own page: Free Your Inner Writer & Sell Your Nonfiction Ideas. Enjoy!
Are you frustrated with your board? Maybe three columns don’t offer you enough information. Or maybe you agree with me that teams need to create their own boards. (See the Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics series.) While you’re intrigued by how to create your own board, you have zero money to
I started this series with observations that my clients appear to confuse strategy and tactics. They think agile approaches are tactics and agile tools are part of their strategy. That’s why they want to Buy an agile approach. And that’s why they want to Customize and then standardize on tools. This post is about this
In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let’s ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I don’t see how,
Modern Management: Want Valuable Outcomes? Create Overarching Goals Organizations create all kinds of goals: for revenue, for the number of new and retained customers, and when they can release products. Then they cascade the goals “down” to individuals. When we create these individual “goals,” we create outputs. Even when we work with others, those outputs