leadership
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Do Most Agile Teams Lack Creativity and Innovation? You can’t solve the problem unless you know what that problem is, and you can’t rekindle your creativity if you just don’t know why you’re doing what you’re doing. Pinpoint your team’s purpose, let everyone on your team contribute, and rekindle the innovative nature at the core of agile. |
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Becoming a Charismatic Leader Charismatic leaders can accomplish some things that may be more difficult for leaders who aren’t charismatic: They can sell the vision in a way that makes people buy into the possibilities. They can inspire people to do their best and thereby achieve results that other leadership styles can’t do as readily. |
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Recognizing and Reversing a Culture of Blame A culture of blame is one in which people are reluctant to accept responsibility for things that go wrong. Finger-pointing becomes an automatic response. It's nearly impossible for one person to reverse a culture of blame alone, but it is possible to demonstrate on a small scale what appropriate behavior looks like. |
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Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
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Top 10 TechWell Insights Stories of 2017 TechWell Insights features short stories about topics from every stage of the software development lifecycle, so no matter what's giving you trouble or what you're into, TechWell can be a good resource. Last year, the most popular stories involved company culture, how to be a good leader, and the future of testing. |
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During Times of Major Change, Keep People Informed During times of major change, readily available information can help reduce the fears of those affected about what it means for them. If you’re involved in implementing change, it’s wise to keep people informed—not just about the change itself, but also about its impact on processes, responsibilities, and expectations. |
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The Manager’s Role on a Self-Organizing Agile Team Scrum and other agile methods focus on team roles and dynamics, and because of the emphasis on self-organizing teams, there’s sometimes a misconception that there’s no need for a manager. In reality, good people management can help an agile team thrive—the manager just has to know how to empower the team. |
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5 Myths and Misconceptions about Leadership It’s a common myth that leaders are born, not made. Even so-called natural leaders have plenty to learn about handling the kinds of challenges and problems they’ll have to face, and many others grow into the role. Let's explore this misconception and four others to learn that anyone with the drive can be a leader. |
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