Like any professional should I spend a great deal of my time attending user’s groups, reading professional articles, speaking with leaders in my field, etc in an attempt to find ways to do my job better. This morning I stumbled upon a couple of interesting articles, The Unintended Consequences Of A Leader’s Lack Of Trust (whose link has gone inactive) and Employees leave managers, not companies. While not exactly writing about the love, these got me to thinking about love and its place fostering Agility.
It is the nature of my job to bond tightly with the teams that I work with and also to have to leave these teams frequently, as they achieve a high level of self organization, to pursue opportunities to help other teams. I am currently faced with one of these moments and the feeling, as always, is bittersweet. I am excited about my new opportunity but will genuinely miss the teams I have worked with over the past few months.
Continue reading “Looking for Agile Success – All You Need is Love”
I am currently reading the book Antifragile: Things that Gain From Disorder by Nassim Nicholas Taleb. I loved two of his other books, The Black Swan: The Impact of the Highly Improbable and Fooled by Randomness: The Hidden Role of Chance in Life and in the Markets so I thought that I would give this one a go.
His central thesis is that there are systems that are not only robust, able to withstand randomness and chaos, but there are those that actually thrive on such events. He calls these “antifragile” as opposed to fragile systems.
Continue reading “Agile = Antifragile?”
In Daniel Pink’s bestseller Drive: The Surprising Truth About What Motivates Us, the author persuasively argues that what motivates people in the knowledge economy (of which software development is squarely seated) “is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. ”
People are no longer motivated by the carrot and stick approach of past Tayloristic, manufacturing, assembly line business. What motivates new workers, and what has been supported by a wide range of scientific studies, can be summarized by the acronym AMP which stands for Autonomy, Mastery and Purpose.
As an Agilist, I am always curious why in one company an Agile implementation succeeds and in another it does not. While there are many reasons for Agile implementations to fail, one thing that many have in common is that they fail to take into account the three factors Pink describes in his book.
Continue reading “Drive: The Surprising Truth About What Motivates Us and Why Agile Works”
I had the wonderful opportunity to have a panel discussion recently regarding Agile. In my warped world, there is no greater pleasure than getting grilled on how Agile can be implemented in the real world. As such conversations are wont to do, a consistent theme emerged. In this particular conversation it was all about Trust.
If someone asked me to pick one word that could be used to describe a low functional Agile team versus a high functioning team, there are two words that come to mind – Discipline and Trust. Of these trust is probably the most important in that it can be hard to acquire, difficult to keep and easy to lose. As a scrum master, my team has to trust that I have their best interests in mind at all times, that the metrics I compile will never be used to punish them. They need to trust each other to be able to commit to a body of work for any particular sprint, etc.
Continue reading “Trust and Agile”