Merry Christmas to me!
This very nice A330 plane is where I spent just under 20 hours…
Flying can be complicated. Flying can be stressful. But, for the seasoned traveler, you understand where the best places to fly into are, where the food is, and where all the Delta Sky Lounges are…
Sometimes though, to keep your elite status, you have to fly a “Status Flight” so you can just get the miles so you can reap the rewards the next year.
I’ve met with many ‘up-in-the-air’ type of people who have had amazing stories to tell around their “Status Flight.”
This year, mine was Hawaii. I’m 8000-9000 miles short of the required 135,000 in-the-seat miles to keep my coveted Diamond Medallion status (Plus Delta Reserve Amex+) 🙂
Business class pod-style seating was just the ticket. I get a cool little toiletry pouch with everything you need:
The flight wasn’t bad at all. Leaving around 10:50AM on Monday, and arriving on … MONDAY at 4PM.
Yes. I spent a total of 50 minutes on the ground in Hawaii. This is truly pro. As it allowed me to take a picture of the … mountains:
The 50 minutes gave me just enough time to grab some COFFEE!:
After brushing my teeth for the 3rd time already, washing my face, and changing into a new shirt, I got back through security to board the EXACT same plane I just arrived on… I called the CEO, and let her know I’m heading back!
I arrived at 7AM on Tuesday on a red-eye.
Even though I’m drained, I felt SUPER accomplished! Here’s the deets:
That’s pro my friends. 🙂
I was speaking with the founder of a company the other day about a new potential hire and her personality survey results (they use one of many different personality surveys) – my initial comment to him was simply this after seeing the results:
You see, after working with his team and increasing awareness organization-wide of each person’s natural aptitudes and communication styles, it became incredibly clear that any new hire that walked in would have to fit the bill, not just functionally, but also from the cultural results that the entire team collectively creates.
I’m not familiar with the entire recruiting or interview process (and I don’t have to know) of their organization but I do know they only hire the best in class employees (like everyone, right?) and they go to extreme to make sure whether they are going to be a cultural fit.
But what this leader was seeking counsel for was specific to the specific role they had created and whether this candidates results would function well for them and the rest of the team… and the personality profile… wasn’t enough. Continue reading “A Personality Profile Isn’t Enough!”
Many people have asked me for the reasons behind letting my company, Action & Influence, be acquired by another Agile consultancy. It’s been a very interesting ride… as the emails, DMs, LinkedIn messages, etc continue to pour in.
The Agile community is a small community, in some pockets, very tight-knit. These types of major changes don’t go unnoticed and that’s ok.
To make it clear, I’m really interested in only two things:
I’ve sold businesses before, this isn’t my first rodeo, but this one is significantly more personal than all the rest. It’s a wonderful thing to grow a business out of nothing, grow explosively, manage a slew of contractors and employees, and even getting noticed and voted the Best Training Company in Atlanta in 2013.
It’s interesting how you can work so hard, lose sight of what made it fun, and actually want to quit. I can’t tell you how many times I talked with my wife about just closing it down and becoming an FTE at a large and clearly dysfunctional company, enjoying the fringe benefits of working a 9 to 5, getting nice healthcare, and not caring a whole lot about much else… other than eating dinner every night with my wife and kids.
No worries to all you out there! The top-notch (if I do say so myself) service you receive from Action & Influence will continue, just under a new banner, and now we have more capabilities! Feel free to contact us here!
I’ve never been so stoked and excited to join another company since I joined my first job as a developer at a large Fortune company back in the 90’s. It’s been a long time coming and 2015 already looks wonderful.
Thanks again all for the kind words of support and love!
I’m excited to be part of the Agile for All community! Here’s to 2015!
As a Diamond Medallion [RESERVE] Million Miler+ … … … I always get a shit-ton of upgrade certificates that go to waste every freaking year.
They really need to allow me to trade them in or something. This year… I have 10 going to waste.
But! I do have two free companion tickets… that are almost IMPOSSIBLE TO USE. Trust me, I’ve tried. They put so many limitations on it, it’s ridiculous.
Having fun. Kicking ass and doing Scrum.
Considering our constraints of our system can be a powerful exercise. What is so wonderful about even [thinking] about it can reveal wonderful ideas around how to deliver effectively. Often companies want to increase speed of delivery, but speed doesn’t matter if you have a lot of constraints to delivery.
Removing constraints to delivery will allow speed of delivery to increase, but not for the sake of speed. Speed becomes an outcome of the removal of constraints.
Consider a powerful idea of cross-functionality (by me):
Teams should have all the technical aptitudes and functional roles to deliver end-to-end value without peripheral constraints
If we create an ethos of continual growth and learning on teams and empower teams (as management) to deliver without constraints… Imagine the possibilities!
This is the type of idea I use when working with management. Helping them create a vision for flow of work by considering great examples of flow that they’d like to see in their teams and work. From there we can begin considering how to change… or at least, have the conversations with the right people to remove these constraints.
Scenario: I’m teaching a class. Next door, for two full days, are people yelling, screaming, and … well, sounded like they were fighting.
I came to learn that this was a Management Training 2-day course on how to … Control a room. Be the manager. Win friends. Become the all-seeing-and-controlling Eye of Sauron.
I did get some feedback from some students that were in there… apparently they were sold. I got comments like:
It’s too much for us to talk to you about, it’s a life changing experience.
It’s how to project yourself as a winner, as the boss, as the controller of the room.
If you’re in your comfort zone at any time in this class, you’re not doing it right.
A ton of growth happening in two days.
I’m incredulous, but apparently this stuff sells.
Ron Thomas at StrategyFocusedHR, recently wrote about “Recruiting 3.0” – the next level of recruiting based on making meaningful connections. Meaning, hire based on whether the candidate connects with your business strategy.
What happens is that a requisition for a request for candidacy goes out to the world asking that candidates create a short movie of how they fit within your culture or strategy:
Tell us your story.
Yup, you guessed it – UGC (user generated content).
I love the idea, but I also see some very potential gaps and pitfalls of this approach: Continue reading “The Future of Recruiting 3.0 is Cultural Understanding”
Many people may not enjoy doing classes on the weekend. However, I actually enjoy it. [Reason below]
It occurred to me during this last class, as I was discussing with the group ideas around bias, organizational constraints, and common dysfunctions around cultural change.
One student made a comment that spurred an idea in my brain:
Removing oneself from constraining cultural nuances often allows our minds to flow freely into the unknown… allowing for more emergent innovative thought processes… and the ability to speak freely about … things… anything.
I was speaking with an individual during a break about just this idea, and he said to me that he wouldn’t speak as freely if we had held this course on company property. This, is a sad fact for him! I empathized and felt a bit sad that this was the case!
Sometimes we need to remove ourselves from our current situation to see things from a different perspective. Maybe a fresh light. I think, the trouble here is… what to do with the information if you get to a profound revelation. What. To. Do.
That decision will be based on compromise… or rather, what will you be willing to compromise for (positive) change to happen.
Agile and Scrum development is very much about removing assumptions, bias, and uncovering the unconscious to help us understand how to truly build the right things for the right audience.
I think this video will now be a staple for some of my trainings…
I love this quote from the futurist Alvin Toffler, who is has studied the shifts of technology and how it changes and impacts the society at large:
The illiterate of the future are not those who can’t read or write but those who cannot learn, unlearn, and relearn.
I couldn’t have said it better myself.
One of the largest challenges that any organizational change agent experiences is resistance to new ideas, new concepts, and new perspective of how to do what they do better.
When handled badly the person can be shunned, put out, or even demonized for even proposing such a “dramatic shift” that would fundamentally challenge the tightly-held philosophies and corporate culture. The problem is that they are perceived as a threat while in fact a new idea, in and of itself, is not a threat – it’s just a new idea!
Continue reading “Alvin Toffler – Learn, Unlearn, Relearn”
One of the biggest reasons why some organizations can’t seem to grow and have hit the proverbial ceiling for scalability is because their leaders have stopped growing themselves.
I can remember the first time I heard one of my mentors share this with me and it hit me like a freight train to my chest:
The organization will not be able to grow past you as it’s leader.
The context of the conversation was my ability to balance the day-to-day needs of my organization and the time allotted for continuing education for myself so that I could be personally challenged, fed into, and led myself.
I asked my mentor how, after leading (and exiting) a few multi-million dollar enterprises, how he had learned to handle that delicate balance and he just looked at me and asked me whether my current business was growing – I told him that it was but I felt like we had hit a few roadblocks, that we had slowed down a bit, and that we may have lost a bit of momentum.
He just stared at me blankly and then asked when the last time I had intentionally been fed into and allowed someone else to challenge, inspire, and lead me in a serious way. I shook my head because I knew the answer already.
As a recovering PMP, and someone who got the PMI-ACP, I understand the pull to get these types of certifications. Whenever people ask me about “Which certification I should get?” I always respond in the same manner:
Get certifications for WHERE YOU WANT TO BE. If you want to work for a company that supports and encourages waterfall (and you want to work there), then get your PMP or PMI certifications! If you want to work for companies that love agile, then go for certifications there. It’s your choice!
Once again, I’m asked to make a decision: Renew my PMI-ACP, or let it go.
I’ll go with Elsa on this one.
“I hope to pursue a fulfilling career as a change agent within my company and beyond. Thanks so much for showing me the possibility!” – S. Hsu
I hope the answer is “daily.” If not, why? Are we not all built to create? Seth Godin says that we all were created to create. If we don’t have opportunities to create, to be inspired in our work, to hope for something better as we grow, then what are we doing?
I believe, as an Organizational Coach, my role is to instill hope in people.
I believe this is the most rewarding and fulfilling role anyone can play in a company and in other people’s lives.
Consider it. There should be a title in business like: “Chief Inspiration Officer” or “Chief Hope Officer.”
What do you think?
Happy 5 Years to the Agile Community! We’re glad we’re here. 🙂
To celebrate, we’ll be giving away 3 KINDLE READERS!
The reason behind this is simple, I was given an Amazon Kindle Reader and it literally changed my life. As an (ex) analog reader who finishes about a book a week, I was incredulous about the “value” of going digital format for reading.
Someone blessed me with a Kindle. It. Changed. My. Life.
So… giving back to the community! YAY!
We’ll be running this for the NEXT 3 MONTHS (ends Dec 27th). Winners will be notified on Oct 27, Nov 27, and Dec 27!
Good luck and stay Agile my friends!
I’m not sure if I would be proud of these tweets… but then again, maybe I’m the stupid one.
Clearly, (in my opinion), these companies (recruiters?) don’t know that there is a difference…
Would you really want to work for a company that wants you to be a “technical project manager scrum master?”
#think #about #it …
Although there are a number of things that behavioral instruments and tools can identify, qualify, and quantify in terms of individual personality and team dynamics there are always factors that inevitably feed into the overarching patterns that may ultimately emerge.
These things are incredibly difficult to measure and determine, if not altogether impossible. And sometimes we’re acutely aware of them and other times they are simply a fabric of our everyday lives and we think nothing of them – but their impact is tried and true.
We call this group of factors that are difficult to measure and determine affinity and it’s comprised of three core elements: Leadership, Environment, and Culture.
What the natural consequence of expressly strong affinity in teams and organizations, especially ones that are self-organized and orchestrated, is that their are unique and near-tangible bonds are appreciated and leveraged for incredible team performance.
For example, there may exist even in your context a strong “bond” and relational tie to certain team members more than others and there doesn’t appear to be an easy quantifiable valuation of why it exists. It’s often expressed something like:
Well, I just know that we work well together – I can’t explain it really, it just works.
This is typically due to those three core elements:
Dear Peter,In my current Job, we started a new project in January 2014 to build a strategic solution and completely replace an existing tactical system by end of 2014. Till date, which is September 2014 [emphasis mine], what has been done is a 50 pager BRD provided by business. This is the 1st project artifact that was provided to the technical team. Even after reading this 50 pager document, we could not understand the project requirement fully.
Thanks and Regards,
Why is this the norm? This dysfunction is far beyond reasonable, and far beyond rationale. It astounds me (but it shouldn’t by now), that these thing still exist. 9 months of work, all you have to show is 50 page document? Man, gotta love gainful employment.
Oh, and btw, Agile could’ve helped here… no facetiousness here. Really.
Man, this is so powerful. This stuff is actually happening in our bodies right now.
The power… the grace… the amazing human.
Old… but still funny.
To all my FLEX devs out there!
There has to be some implications we can use beyond… the obvious message (idea) here…
I am a geek through and through. My skillset is wrapped in system commands, database architecture, and servers big and small. I can quote Dr. Who and I know the question to Life, the Universe, and Everything. My geek credentials are impressive. I am happiest in front of my laptop and things like gantt charts and project plans cause my eyes to roll back in my head.
So why did I find myself sitting in an Agilescout Certified Scrumaster class in a sea of Project Managers?
Well, I accidently discovered the simplicity and elegance of Scrum. Curious, I implemented it imperfectly in a very small scale on my own team and tripled our productivity in one month. I had a taste of Scrum and I wanted to know more. So off to class I went and I have been an advocate ever since.
As I talk to my fellow techno-weenies in various parts of the enterprise I hit a lot of “I just don’t understand how it works”, “It sounds like more process and we are slow as it is”, “it’s a fad”, or “that is strange and new – kill it with fire, you heretic”.
So even if you are not one of the techno-weenies reading this article but you just want to know more, start with an entertaining read called “The Phoenix Project” by Kim, Behr, and Spafford. Trust me, you will relate to the fictional story line. You have worked there so you know how this goes. The story of a large company mired in process where deliverables are late and don’t resemble what the client needs, where there is that one rock star expert that is the only one that can do things and managers run around with their hair on fire.
“The Phoenix Project” is an entertaining fictional story that describes an Agile approach to turn the ship around. As a matter of fact, I related to the book so much that I pounded it out in three days and was cheering by the end.
This was the catalyst for me. There just has to be a better way.
After some discussion with an agile team and reading Saddington’s Book “The Agile Pocket Guide” – I convinced my boss to give it a try.
“Let’s take an Agile approach to Agile”, I said “and add one Agile feature or practice on a week”. We started with one thing – an Agile board. It was nothing fancier than a whiteboard and post-its.
We were now able to predict what we could do and how we could do it.A few things happened immediately. First, I realized my team mate was busier than I expected because I could see his work effort visually. Second, we stopped stepping on each other’s toes with system resources and duplicate tasks. Third, we could link our work to corporate projects and produce metrics to upper management on what we did in an immediate fashion. Finally, we got an idea of work effort we could handle and started to throttle when appropriate.
Just from a white board and post its.
Maybe there is something to this.
So each week, we added something new. We worked for progress over perfection and looked like a monkey fumbling a football the first week or two. Even imperfectly, there was positive change. Once we committed, we added a small change each week – story points, sprint planning sessions, stand-ups, retrospectives, etc.
Since then our Tier II and III managers and a few executives have taken notice. The experiment the techno-weenies tried seemed to work. Now there is a culture change, an openness to hear about Agile and try it, and multiple teams swapping information on how to make this successful here. Heck, I have passed out at least 15 copies of Saddington’s “The Agile Pocket Guide”.
All because of a crazy one week experiment. All hail the power of Agile.
[GUEST POST BY]
Michael Krafick is a certified techno-weenie, certified Scrum Master, and IBM Champion for Information Management. He is a database administrator with experience in highly transactional databases and large data warehouses. You can read more from Michael at http://db2commerce.com where he is an occasional author.
Even weekend classes can kick ass. Thanks guys for a great time!
#scrum #training #agile #win #lifetime #experiences
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A recent study out of the Trinity College of Dublin has discovered that there appears to be a correlation between larger brain pans and human cooperation and teamwork:
Scientists have discovered proof that the evolution of intelligence and larger brain sizes can be driven by cooperation and teamwork, shedding new light on the origins of what it means to be human.
Although I’d like to throw up my hands and say something extremely scientific as “Duh!” but these guys are fellow experts in their own field and I love learning more of the backend research around such things as these!
But what’s fascinating is how often I meet business owners of large companies as well as entrepreneurs in much smaller organizations reject the importance of the team, especially in comparison to specific and individual people.
Although you won’t hear it officially stated or on anyone’s forward facing marketing or collateral you will hear it amongst the staff and in and out of the halls of the office environment; an overly-dependent culture on the founder or specific team members thus relegating the others to simply supportive roles.