Many of the teams and leaders I coached struggle with relating to the Agile Manifesto in a meaningful way. We value the items on the left over those on the right. Great! Wonderful. Huh? So what does it actually mean? How do I go about decoding the agile manifesto values and use them in my everyday interactions?
Fail to succeed. Stretch to fail. But stop failing, and just do it wrong. A culture of wrong can grow and change.
What happens when your processes interfere with interactions? Not much, and that is the problem.
Without a Product Owner, whose job is it to maintain the backlog or groom stories?
I recently had a conversation with a functional manager that was concerned with the transition of her organization to agile. It wasn’t any tool or process or the manifesto but the perceived lack of control. She wanted to know how to maintain the illusion of control. “How can I manage my team when they get…
I have been re-reading Frank Herbert’s Dune anthology and I remembered one of the very first lessons I received in leadership: “Put the people you lead first. Everything else will take care of itself.”