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Showing posts from March, 2018

What is your Engagement Model?

Jim Harter states in his article from Gallup:
According to our recent State of the Global Workplace report, 85% of employees are not engaged or actively disengaged at work. The economic consequences of this global "norm" are approximately $7 trillion in lost productivity. Eighteen percent are actively disengaged in their work and workplace, while 67% are "not engaged." This latter group makes up the majority of the workforce -- they are not your worst performers, but they are indifferent to your organization. They give you their time, but not their best effort nor their best ideas. They likely come to work wanting to make a difference --- but nobody has ever asked them to use their strengths to make the organization better.
Is this analysis a cart and horse locating problem?  Do we need better diagrams of which comes first?
When we get performance management right, engagement will naturally rise. Performance management is a trailing tool (not a leading indicator or …

The Case Against Scrum's Sprint Practice - Another Look

In the excellently written article  Dark Scrum:  The Case Against the Sprint, Ron Jeffries' does a wonderful job of explaining a common problem of Scrum's mainstay practice, the Sprint.  As I read the article I could only think of many managers I've seen over my years that didn't trust Scrum, the teams, or the coaching to deliver.  And feeling pressure to make deadlines imposed from little information (desire more than empirical evidence) had reverted to past heavy handed pressure techniques to make a deadline.  After all it was their career that was on the line.

To summarize (and you would do better to just click the link and read it):  As an exercise in explaining the inverse of "Good Scrum", Ron uses the term "Dark Scrum".  In this inverted world, Ron makes the case that the Sprint is a bad practice, because a manager expecting the common faster progress (Jeff Sutherland's statement “Twice the Work in Half the Time”) will demand that result.…

Are your Corporate Values Weaponized?

How would you know if your organizations values that you and other leaders have worked so hard to propagate have become weaponized exclusion and status quo control devices?

Certainly values are only positive - affirmations of our best selves. Could our values work against us?

Yes.  And you may know it only after it is too late... your culture will turn toxic.  The rising stars you spend energy to recruit will say a few months, maybe a year or two and leave (happy to get out).  Or you will force them out within months, because they are not a "good fit" to your culture.

This failure to "fit" is a sure sign.  Can the executives read the sign, does you HR department work to protect the status quo?  Hiring decisions use the "good fit" measure and then a few months after they made the mistake of hiring the employee they reverse the decision and fire for "bad fit."

As a "journeyman" agilist I've made conscious decision to go into companies…