You want business agility. The teams have worked hard to change how they work. And you realize your current career ladder isn’t working for you—or the people you serve. The people and teams continue to experiment with agile behaviors. You would like more lateral, not just vertical options to support any person’s growth. What can […]
As people gain experience, they often want new and different responsibilities. In a typical career ladder (Part 1), they had one direction: up. That often creates a problem: great technical people become insufficient managers. Let’s not blame these people—many of them didn’t want to become managers However, if people want more responsibility, the career ladder
Part 1 discussed a typical career ladder. I said that when we focus on individual achievements and deliverables, we ignore the agile system of work. Worse, when we reward individual achievements we prevent an agile culture. That’s because agile teams learn together as they create the product. We need career ladders that reward working together.
As I’ve been speaking about the Modern Management Made Easy books, people ask these questions: We’re pretty good with our agile approach. It’s time for performance reviews. How do we reward someone based on individual work when we want teams to work together? What do we do? Can we extend whatever that is to our
On the Maintainable podcast, Robby Russell often interviews people about technical issues. Not this time! We discussed the Modern Management Made Easy books among other topics: A little about the origins of agile approaches The issue of “too many meetings” and why they might need to be called something else. (See Decide When You Need
I’ve been speaking with several possible clients. They’re having trouble with Scrum. The managers don’t believe the teams need product owners, so the teams don’t have POs. The managers think a Scrum Master can support at least four teams. The teams start a lot and finish very little. The teams think they have too many
Vasco and I had a wonderful discussion about the Modern Management Made Easy books on his Scrum Master podcast. Listen to BONUS: Modern Management trilogy by Johanna Rothman. We discussed why Scrum Masters and coaches might want to read these books. And how to use the information in the books. (Hint: to support and serve
When you’re starting off as a consultant, you might take the first one or two engagements a client offers. However, at some point, you’ll see an engagement that is wrong. It’s wrong for the client. It’s wrong for you. No one will see the results either of you wants. What should you do? I see
Every so often, someone asks me, “How do you write so much?” I don’t feel as if I write that much. I have meeting-filled days, just as you do. However, I suspect there’s something different about my days: I write for 15 minutes every day. Sometimes, I write longer, but I write for 15 minutes
Have you ever noticed that other people want you to do “more” work? The work has risk—if you say yes to this work, you’ll put every other deliverable at risk. What do you say? You can address this request with a simple sentence: No. That’s it. No. It’s a complete sentence. I bet you feel