Backchannel Discussions Might Create Serendipity

When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams, we suggested teams add a text backchannel. Even when the backchannel is asynchronous, the information in it increases the value of all the team’s communication. The backchannel helps everyone see all the information. That helps all the team’s communication. Some of my …

Management Rewards: Doing Work vs Creating an Environment

My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. How do you incent the managers? What makes sense for management compensation? Cindy, a director in a 500-person IT organization struggles with this—for …

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. …