Articles and Posts

Do what you say and say what you mean https://buff.ly/2V3tW4t

20 years ago, I started learning Agile principles out of a near desperate desire to deliver real value to people. Now I want help linking business strategy to social impact out of a near desperate desire to foster more good then harm in the world.

At Stride, we’ve empowered our teams to determine when and how often they will get together in person. In terms of my other work relationships, it looks like the push for IRL begins in September. Given the history of fall/winter pandemic surges, I wonder how that will play out?

A hard learned lesson. Before adding another channel/mode of communication, ask what people are taking in from the channels you have. Ask what is and is not working. You’ll be surprised by what you learn. It will lead to some of the most useful, constructive feedback.

I now spend most of my day talking to people. I enjoy almost every conversation. I feel my work has meaning. And yet, I almost always feel anxiety bordering on dread before and tired after. Who invented introversion?

We are qualifying sales leads based on company values and ethical commitments – talking to prospects about societal impact and sometimes walking away. I’d love to learn what people are doing to honor values in their revenue earning activities

My job description as CEO is the first four words of our company’s purpose, “to unlock human potential by engineering better systems.”

People debate Agile like it’s a machine you plug into a wall that excretes business value. Agile principles and practices are just a part of what you care about: how disciplined your craft, how determined you are in adversity, actually changing based on learning, and how you use time and money. You still have to make something timely and useful. All that still doesn’t guarantee success. Luck and external conditions matter. Relationships, resources, advantages, and access matter. Absent that content, what is the conversation?

After some hard won lessons around participation, equity and buy in, I’ve started asking these six questions before enacting any important leadership decision. Anyone do anything similar? Better?

1. What exactly we doing?
2. How does it relate to an existing priority?
3. Why now?
4. Who’s accountable?
5. Can/Have we consulted with the people affected by the decision?
6. How can people help/stay informed/participate?

Mark Green thank you for helping us through these very circumstances. Reads like a case study.

Concise statement of purpose for C-level leadership and the place of business in society that I aspire to https://lnkd.in/gjQFJ6N

It’s so hard to know which action you take today will achieve the impact you want to create in the future. The Objectives / Measures / Value is an outline for a conversation among leaders and teams to crack into that challenge.