people management | TechWell

people management

Team member pointing a finger to blame someone Is Your Culture about Responsibility or Blame?

When things go wrong, it can be helpful to understand what happened and who was involved. However, all too often organizations (and the managers within) confuse responsibility with assigning blame. The former is essential for improvement. The latter works against an effective, collaborative, productive culture.

Steve Berczuk's picture
Steve Berczuk
Man looking skeptical Beware of Success Stories

The tendency to look back and think you know what contributed to a success is called survivorship bias. It occurs when you make a decision or take some action based on past successes while ignoring past failures. That's why it's important to approach reports of successful projects with a healthy dose of skepticism.

Naomi Karten's picture
Naomi Karten
Leader asking an employee a question Superior Leaders Ask the Tough Questions

Inspiring quotes can be motivating, but there's more to good leadership. New leaders may feel compelled to find clever and memorable things to say, when in reality, they should probably focus less on what they’re saying and more on what they’re hearing. The best leaders ask good questions and listen to the answers.

Payson Hall's picture
Payson Hall
Team member coaching her senior manager in agile practices Coaching Senior Management to Be Agile

Embracing an agile mindset isn’t always easy, and it can be especially difficult for senior managers who spent most of their careers working in more traditional development methodologies. By trying to speak the same language and demonstrating successful self-organization, teams can help senior management become agile.

Owen Gotimer's picture
Owen Gotimer
ScrumMaster facilitating communication between an agile team and stakeholders Understanding the ScrumMaster's Role in Team Communication

Some agile teams believe the ScrumMaster is the sole point of communication between them and the product owner, so the team can abdicate any responsibility to communicate with stakeholders. That couldn't be more wrong. It's actually the ScrumMaster's job to enable communication and coach or guide the team to solutions.

Alan Crouch's picture
Alan Crouch
People practicing in a dojo Agile Dojo: Speed Up Delivery Using Focus

An Agile Dojo is an immersive learning experience where teams bring their work into a collocated space and work together to complete a project, using “hyper-iterations” of two-day sprints, over six weeks. Even distributed teams are able to collaborate, focus, and deliver projects on time and within budget. Here's how.

Christina Ambers's picture
Christina Ambers
Four quadrants of citrus fruit Effectively Measuring Agile Leadership

Culture drives performance, and agile leaders set a team's culture, so leaders should be measured at how effectively they’re doing just that. The challenge is, what might that look like? Here’s an idea for a four-quadrant measurement approach for leaders' organizational and personal effectiveness in agile contexts.

Bob Galen's picture
Bob Galen
Evolution of light bulbs Making DevOps Evolution Happen

It takes effort to evolve an organization’s culture, processes, and technology to optimize performance for a DevOps environment, and it all comes down to the people. Large-scale mobilization requires a focus on people at all levels, empowering them to discover and make the changes that will help them most. Here's how.

Helen Beal's picture
Helen Beal