- Agile Leadership Development
- Product Owner
This week, we launched the Humanizing Work Show. In episode 1, we summarize what we mean by Humanizing Work and where the phrase came from.
Humanizing Work is about shaping work to fit people. When people thrive at work, teams and organizations thrive.
Humanizing Work has four key themes:
- Creativity — people need to exercise autonomy, to create and change their world
- Collaboration — people need connection, and they accomplish greater things in collaboration with others
- Impact — people are motivated by making a difference in other people’s lives
- Growth — work should cause people to grow and should provide a space for people to express their growth
Humanizing Work Show Episode 1: What does it mean to "Humanize Work" ?A lot of people are punching the timecard, getting their paycheck and going home... 'I can't wait until Friday' or 'Oh no, I've got the Monday blues,' seems like a typical conversation between friends and colleagues. It has become routine to complain about work.
Peter Green and Richard Lawrence talk about what meaningful work can look like through four major themes they've witnessed in working with hundreds of clients and organizations.
Location: Infinite Monkey Theorem, Denver, CO
In future episodes, we’ll go deeper into specific ways to flesh out these themes in organizations and we’ll talk with people who are doing creating Humanizing Work in their own organizations. Subscribe on Youtube or Facebook to get notified when each new episode is released.
Participants in our courses are sometimes surprised to find out that they have work to do in advance of the course. Most of our live, interactive courses involve a self-guided, online prerequisite course. Here’s why. Read More
Next year I’ll likely be teaching Essential Test-Driven Development to a team that includes about 50% COBOL programmers. I told the client I’d look for a good object-oriented (OO) primer for those developers to read in advance. As you can imagine, it’s tough to “unit-test” software that doesn’t have clear “unit” boundaries. COBOL relies on a lot of global state, and this appears to be true for this client.
Occasionally, I’ve been asked to help design team rooms for a client. They may have been planning to hire an ergonomic architect/designer in addition to an Agile Coach. Great, but before they got that far, I had two suggestions for them:
- Involve your existing Agile team members in discussions in order to uncover their needs.
- Involve someone who has actually been on a number of Agile teams in a variety of spaces. Of course, I volunteered me! When I’ve acted as XP coach (mostly 1998-2004), I sat with teams and wrote code.
Earlier this summer, an event that has defied naming was held for the sixth consecutive year. Agile For All’s advanced training event, Humanizing Work, took place in the mountains of Colorado in Beaver Creek, with 99 people in attendance.
You’ve heard the old adage about the lumberjack who—in order to cut a tree in an hour—will take 45 minutes to sharpen the saw? This old analogy really needs updating: Not many of us are all that familiar with the logging industry.
I like to instead use the metaphor of the chef who sharpens her knives before cooking.
In our BDD course, we use a real example of an online library patron portal. Course participants are provided with a number of (often vague) business rules regarding whether or not a book loan can be renewed. Some have to do with the state of the book (e.g., has another patron requested a “hold” on the book?) and others on the loan, itself (e.g., has this patron already renewed twice?).
We have done a huge disservice to leaders and managers, as well as teams. There are plenty of people that will say we don’t need managers and leaders. People can lead themselves. While there is an aspect of this that may be true, there are a lot of steps to get close to that idea.
This article will explore what leaders and managers need to do to succeed as they get started with agile or to help teams move from individuals to a team or even a high-performance team. It builds on Agile Leadership Myth #2: Self-Organizing Teams Don’t Need Any Help. Read More