Agile
Summary: Agile for Non-Software Teams
With parts of the product “factory” at my company more or less stable, I’ve started to explore other work streams — namely marketing, sales, and IT — that could benefit from Agile principles. It was serendipity that I heard the author on a podcast, and that the book was such a hit for me. This is definitely on my list of recommended resources for people wanting to become more agile in a non-software sense.
Encapsulation vs. Orchestration: Dependencies in Agile (via Leading Agile)
- Encapsulation = dependency is contained within a team so they own their own landscape
- Orchestration = encapsulation isn’t attainable, so dependencies have to be actively managed by some higher level
- Issue: spreading people across teams so they can’t focus or be truly dedicated on a regular basis
- Scrum of Scrums doesn’t eliminate dependencies, but can expose them more frequently to help orchestrate them
Communication
The Case for Asking Sensitive Questions (via Harvard Business Review)
In this case, sensitive questions are things like “How much do you make?” The author says we put too much emphasis on not wanting the relationship experience to turn out poorly, so we avoid these questions. Framing helps: Why do you want to know the person’s salary? My opinion is that, at least in the US, many of these questions are judgment questions where the answers are used to size up others (e.g., my salary is higher than his, she’s had an affair).
Culture
Our Work-from-Anywhere Future (via Harvard Business Review)
This article compares several different companies and how WFA has panned out. Benefits: for the individual, for the company, for society. Concerns: communication, brainstorming, problem solving, knowledge sharing, socialization, camaraderie, mentoring, performance, compensation, data security, regulation
Innovation
Struggling to Solve a Problem? Try Reframing It. (via Harvard Business Review)
You can be technically correct in how you describe a problem; but the way you word the problem will frame how you solve it. For example: (1) only 1% of employees do more than the standard training; (2) managers don’t nurture a culture of professional development; (3) our company overall doesn’t attend conferences. The first puts the problem on the employees, the second puts the problem on management, and the third puts the problem on top-level leadership.
Leadership
How to Actually Encourage Employee Accountability (via Harvard Business Review)
Most accountability systems are designed around efficiency (not efficacy) and have biases, such as the negativity bias. Conversations should have a sense of purpose — questions about achievement and struggle, not rote updates. Managers should dig deeper by seeking to understand instead of just saying, “Good job.” Look for opportunities for fairness (which isn’t “sameness”). Move away from blame and move toward restoration and learning; if people feel failure, they’ll hide it and never take risks.
How Reverse Mentorship Can Help Create Better Leaders (via TED)
This short talk outlines concrete steps for getting diversity of thought into top leadership, and useful insights down into the ranks.