We all like to think we use our value-based integrity to decide and act. And I bet you’ve seen people who don’t appear to use that kind of integrity. If you talk to them, they say they intend to do the right thing. However, they don’t always act according to their intentions. Here’s an example […]
Do you listen to Tom Cagley’s SPaMCAST? (Software Process and Measurement CAST). Tom has interviewed me several times before. This time, in SPaMCAST 635 – Practical Ways to Manage, A Conversation with Johanna Rothman, we discuss the Modern Management Made Easy books. As always, we had a fun, free-ranging conversation. Enjoy!
When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. We can change the next decisions about the work because we finish the current work and release it. Multiple deliverables allow us to change what we do and what we plan next. That’s
Jeffrey, Squirrel, and I continued our conversation on the Troubleshooting Agile Podcast, with Part 2. We addressed more of the Modern Management Made Easy principles. Specifically, we discussed the ideas of empathy and value-based integrity. We had a great discussion about several of the principles in the Modern Management Made Easy books: Empathy Value-based integrity
You’re a middle or senior manager in an organization trying to hold on in these crazy times. And you just discovered you’re shipping the wrong version of the product. (Or your product doesn’t work or it has some kind of horrible defect.) Your customers are angry. Your employees are running around, trying to fix the
How to Say, “I Don’t Know” and Keep Your Job (If you don’t realize why you’re receiving this email, I discovered a problem with my newsletter settings. Feel free to unsubscribe. The link is at the bottom of the email.) How easy is it for you to say, “I don’t know,” or “I need help?”
I had a great time with Jeff and Squirrel on their podcast, Troubleshooting Agile. They focus on what our conversations can tell us about ourselves. We spoke about the Modern Management Made Easy books in Johanna Rothman on Modern Management Part 1. Here’s a highlight idea from the podcast: a transition to management is a
Create Your Peer Management Team for Fun and Profit (and to Solve Problems) Do you wonder how to get more done in your organization? Your teams are working pretty well, delivering at a reasonable pace. Yet, you have the nagging feeling you could get more done. You can. The secret is management teams, not just
Summary: Many of us have horrible experiences with distributed teams where we can find no possibility of collaboration, but it doesn’t have to be that way. Even if a team is distributed, those team members need collaborative opportunities and space. What’s important is the team’s time for collaboration, not time zones. Here are some ways
Summary: Consider how your team currently organizes: for resource efficiency, optimizing for the individual; or for flow efficiency, optimizing for the team? Successful agile teams—distributed or not—should collaborate to optimize the flow of work through the team. This approach lets you understand your capacity, learn together, and deliver more effectively. Too many “teams” feel like