“My team consistently rolls work over from Sprint-to-Sprint. Why is it not motivated to finish what it starts? It doesn’t deliver what it commits to deliver. I must have the wrong people.” Do you ever hear this? Do you say it about your teams? We blame the team, but we should not.
When we envision mastery, we often think about becoming an expert in our specialty. But today’s product teams need less specialization, not more. Mastery today is about diversification, not specialization.
Do you separate Product Discovery and Delivery into two teams? Product Discovery and Delivery are better together.
Scrum does not fit your organization. This makes it difficult to master. What should you do? Should you adapt Scrum to your organization? Or should you adapt your organization? And how can Zen help? Read more in my latest post.
For the past several years, I have watched our pursuit of Agile lose its way due to the magnitude of the change. Is there a simpler approach to the Agile journey? Read about three simple ways to ease your Agile journey in my latest post.
When faced with change, we can become anxious. We want to hold on to what we know. But to embrace change, we need this one critical leadership behavior.
The other coach asked, “If you could track only two metrics for a product team, what would they be?” See how I responded in my latest post.
Is it more important to build the “right” thing, build it “right,” or treat the team “right?” I explore how these three “rights” contribute to great products in my latest post.
Ask questions rather than giving answers. This is one of the best ways to build problem-solving skills and show team trust.
There are tremendous benefits to practicing daily habits. They keep your product delivery healthy. They ensure the smooth running of your team. And they keep value flowing.
