- Agile Leadership Development
- Product Owner
Last week, I tweeted,
Working in thin vertical slices is the keystone habit for agile software development. It enables so many other good practices.
— Richard Lawrence (@rslawrence) June 22, 2016
In response to my recent post on developing your skills in 2016, several people mentioned facilitation as a skill they want to grow. As with many things, you can become good enough as a facilitator in a short time, and you can spend your life refining your skills. For most ScrumMasters, internal agile coaches, or agile leaders, I recommend two resources to grow enough facilitation skill so that facilitating’s not your constraint.
Humanizing Work 2016 is just 6 weeks away, and we want to help you prepare to have a great experience there. Beyond the basic info on the Humanizing Work website, here are answers to some common questions we get from first time participants…
You’ve probably heard that it takes 10,000 hours to master something. That notion, popularized by Malcolm Gladwell in his book Outliers, isn’t quite accurate—Gladwell has a tendency to oversimplify the science—but it’s certainly true that getting good at something takes time and intentionality.
Peter Drucker said, “Concentration is the key to economic results. No other principles of effectiveness is violated as constantly today as the basic principle of concentration.” Many years later, Ken Schwaber and Mike Beedle, wrote the first book about Scrum titled “Agile Software Development with Scrum.” In Chapter 9 they mentioned five Scrum values, one of which is Focus.
I’ve presented a number of sessions on building antifragile relationships and teams. This post is a summary of the information from the sessions for anyone who attended (or anyone who is interested) as well links to related articles.
Note: This post is adapted from some posts that I originally created on Adobe’s blog while I was an employee there.
I recently finished reading former U.S. Navy Submarine Commander David Marquet’s book “Turn the Ship Around”. It is a powerful story of learning what leadership means and the struggles Marquet had putting it into place in his role as commander of the Los Angeles-class fast attack submarine USS Santa Fe (SSN 763).
Management and leadership in the 21st century need to be significantly different or businesses will be left behind. People recognize this and management is slowing changing from what has been known as “Taylorism” or “scientific management” to something that has a variety of names, but the easiest one for me to relate to is “agile leadership.”