Create a box instead of “fixing” their problem

I encourage leaders to create a box into which their team can pour a solution.  The box can be defined by a vision of the desired result, regulation, company mission and values, cost, time, common sense, and whatever else seems appropriate.  The key is to create a situation where the team can create the solution.  We also work to ensure there’s a feedback loop so leaders can see the results of the team and support them.  In agile, we talk about creating an environment to support a team, so the team is empowered to do great things.  So often leaders sit in a room, discuss a problem they see from afar, and come up with a solution that is then bestowed upon the team to carry out.  Problem is, the people in the room don’t have direct knowledge of the problem.  And the team doesn't learn how to solve problems.

Leaders should focus more on creating boxes and feedback loops to support and empower their teams.

Seeing impediments without blame

Scrum, Kanban, and Toyota Kata.  I’m struck at the similar effect each has of making it safe to talk about impediments, even sensitive ones.  We focus on the Scrum, Kanban or Toyota Kata framework, the framework brings the impediment front and center, and we address what is obvious to everyone.  The impediment may be virtually anything; a person, a coveted process, a product defect, insufficient training, or even a HiPPO idea.  Whatever it is, everyone sees the impediment.  To mitigate or not are both options.  To ignore is not.

Shipping again

Huh, seven years.  Time flies.  Thank you, Seth Godin, for putting your little brain worms into me over the past decade about the importance of sharing, shipping, and quieting the lizard brain.  In late 2012 I didn’t think I had anything left to share though this blog.  But in the years since, I began to suspect there were new people to ship to.  And I think I now have something to share.    

Acting as a change agent for a small not-for-profit I’ve faced many of the same challenges I faced at a small for-profit business.  Among these is finding information applicable to small business project management and agile.  And more specifically, agile and project management outside the IT department. 

My goal is to provide practical and actionable insights for the small not-for-profit or for-profit leader, of any department, that can’t get initiatives completed, who feels like they're thrashing.  This space will explore my experiences and observations in a small business when introducing and using traditional waterfall project management and agile and lean frameworks like scrum, kanban, and Toyota Kata.  I’ll include some of the domains I’m actually working in; human services, human resources, quality, accounting, strategic planning, operational planning, service delivery, and information services.  I'll also address the interesting demands of one of our niches, community-based services for individuals with intellectual, developmental, and mental health disabilities.

I hope you find value in this blog relaunch.  If you do please share with someone who can benefit.  Thanks for reading,