Three Predictions About the Future of Remote Work We’re now several months into our dispersed work “routines.” (I suspect that anyone with a child at home would love to have a real routine.) And, as I work with my clients, I’ve learned several fascinating details: Many teams are much more effective now. Teams that can’t
How to Manage by “Walking Around” When You’re Remote If you’re like me, you learned a lot by walking around and listening when you were in the office. I saw and heard the state of the various teams. I could see in-progress work. I could see and hear how the team members treated each other.
Three Tips to Move from Agile in Name Only to Real Agility Several of you have written to me, asking about the problems you see. Your managers focus on certifications, practices, and vanity metrics—not real agility. The managers don’t understand how agility can help them. You see cargo cult agile. You worry that agility is
I’ve worked with several managers and team leaders over the past few weeks as everyone is suddenly remote. Every single person in a leadership position struggles with (agile) team transparency. These leaders think the team members work alone. (I think they’re correct.) The leaders worry that the team won’t finish the team’s work. (Correct again.)
Do I advocate insubordination? Some of my Modern Management Made Easy technical reviewers wonder. And, when I looked at this definition of insubordination, I had to agree. However, when I read that definition, I don’t see any mutual problem-solving. I also don’t see any mutual purpose or respect. I don’t see how that form of
What Happened to the Beautiful Plans? (They Became Experiments) Tim, a senior manager, loved seeing plans for work and roadmaps. Then, the organization decided to Embrace, Not Manage Change. Tim wasn’t sure how to track the work. This image helps me frame the need for an agile approach. (See the blog series: Where I Think “Agile” is
Lead Your Team’s Transparency and Pervasive Communication Kelly, a manager who served two geographically distributed teams, was concerned. Both teams worked on the Data and Reports module for the product. While the first team worked as fast as they could, the organization wanted features faster. Kelly had advocated for another team to join the first team. The organization assigned another
At the Influential Agile Leader workshop earlier this year, I led a session about scaling and how you might think about it. I introduced the topic and explained that “scaling” might not be the answer. My experience is that when people use frameworks for larger efforts, they experience these unexpected side effects: The framework actions
If you wondered why I’ve been so quiet here on the blog, it’s because I’ve been managing my own product development. This announcement is that Esther Derby and I have teamed up to offer online workshops based on Behind Closed Doors: Secrets of Great Management. Go to Your Management Mentors to see our first offering: A
Many of my clients are trying to use short feedback loops in agile approaches. That desire bumps up against their management’s desires for longer commitments. This continuum might help them think through their needs for commitment and innovation. High Need for Product Innovation and Change The more need for product innovation and change, the shorter the feedback loops need