Agile culture is about the ability to change. (You need to know why you want to change, but once you know that, agile cultures promote change.) We (as agile teams and organizations) deliver something to get some feedback and learning. We use that feedback and learning about what we just did to challenge our assumptions […]
I’m not going to summarize each part, but to treat all of these as a whole. Let me circle back around to what HR does, as in Part 1: Administration and Benefits Compensation and rewards Education and training Recruitment Hiring If the organization wants to create an agile culture, it makes sense to change the
What can we make more “agile” in HR? Aside from an agile approach to recruiting and hiring, we can make feedback and coaching much more iterative and incremental. Add in collaborative feedback and coaching, and appreciations, and it starts to look like an agile approach to “managing performance.” Performance “Management” is Really About Power In
Own Your Leadership, Part 1 Dave is a new team lead. As a team lead, he was supposed to help with his organization’s transition to agile and help the more junior members of his team learn the codebase. His team had several problems: each person worked alone, their one tester was overwhelmed, and he, Dave,
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. Now, how do you create allies so you can unwedge
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You have some idea for measurements. Maybe you’ve even started to measure to capture the data. Now, it’s time to talk to people across the organization. The question is this: Who do you talk
What does it mean to be an agile leader? Here’s what I’ve seen work: The leader recognizes a problem the organization needs to solve. There may be many problems, and the leader extricates one to start. The leader explores options with the people involved. Often, the leader asks this question, “What is the smallest change
Being an Agile Leader People tell me agile is past mainstream now, into the late adopters. I don’t buy it. Oh, agile has jumped the shark and made it into our vernacular. The result: I too often see agile as something the teams should do, without management using agile to improve the environment or their