Delegate Problems and Outcomes, Not Tasks

I encourage managers to delegate work. When managers insert themselves into the middle of the work, these problems occur: Managers slow the team down. Managers prevent people from learning. Managers don’t do their management work. That environment creates problems for everyone. Then I read Elisabeth Hendrickson’s Delegation is Overrated. I realized two things: Some managers …

Want to Work With Me to Start Your Consulting Practice?

I’m conducting a Hudson Bay Start for a new offering: Advise, Influence, and Serve Clients for Mutual Profit: (Re)Start Your Consulting Practice. What do I mean? Several people have asked me for help in creating or sustaining their consulting practices. Since I’ve done that for 25 years, I know what works for me. I know …

Where I Think “Agile” is Headed, Part 4: What Does “Agile” Mean?

I started this series asking where “Agile” was headed. (I didn’t like what I saw at the Agile 2019 conference.) Part 1 was about the 4 big problems I see. Part 2 was why we need managers.  Part 3 was about how people want a recipe. This part is about what “Agile” or “agile” means. …

Where I Think “Agile” is Headed, Part 3: What Is The Recipe, The Right Answer?

I started this series asking where “Agile” was headed. Part 1 was about the 4 big problems I see. Part 2 was why we need managers. This part is about how people want a recipe, The Answer, for how to get better at “Agile.” Before we can address what an answer might be, your need …