Vertical Slices and Scale

Last week, I tweeted,

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Facilitating

80/20 Facilitation (or, all the study on facilitation most people need)

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.

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discussion

Humanizing Work First-Time Participant Guide

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…

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Developing Your Skills in 2016

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.

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Drucker-portrait-bkt_1014

Peter Drucker ’s view is integral to the values of Scrum

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.

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Building Antifragile Relationships and Teams

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.

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SUBIC BAY, Philippines (Aug. 2, 2011) A pair of tug boats pull the Los Angeles-class fast attack submarine USS Santa Fe (SSN 763) away from the submarine tender USS Frank Cable (AS 40) after a port visit to Subic Bay, Philippines. Frank Cable conducts maintenance and support of submarines and surface vessels deployed in the U.S. 7th Fleet area of responsibility. (U.S. Navy photo by Mass Communication Specialist 1st Class Ricardo Danan/Released)

Turn The Ship Around – A View Into Agile Leadership

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).

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Peter Drucker understood agile leadership and agility before it even existed!

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.”

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