Flattery Can Get You (and Everyone Else) EverywhereThe difference between flattery and a compliment seems to be a matter of motives. A compliment represents a genuine acknowledgement of another person, while flattery, by contrast, is driven by the desire to gain some advantage. This is important to keep in mind when you’re on the receiving end.
Overcoming Resistance to Change in Agile TeamsFor agile software developers, acknowledging that change is inevitable is a core principle in how we work. Yet we often resist change—for a variety of reasons. By understanding human nature and being systematic about how we evaluate decisions, we can give ourselves a way of identifying changes that add value.
How Group Norms Enable High-Performing TeamsGroup norms are the traditions, behavioral standards, and unwritten rules that govern how a team works together. They can be implied or openly acknowledged, but establishing a consistent way the team functions helps the individual members focus less on their own preferences and more on what works best.
Lead Teams that Deliver the GoodsGreat teams are often the result of great leadership—meaning leadership demonstrated across the team, including the person charged with heading up the team. Leaders have a responsibility to maximize their own potential as well as their team members'. Develop a great team, and you can deliver great products.
Collaborative, High-Functioning Teams Start with Agile ManagersWe often assume that management is pure overhead and adds little value. But management is necessary for teams to be successful. Teams sometimes need help creating environments where it’s easier to make the right decisions in a timely manner. A culture of delegation and trust starts with a good manager.
The Myths behind Brainstorming, Open Office Plans, and CollaborationMore companies are moving to some version of open offices or pod configurations in hopes of inspiring collaboration and improving productivity. But does it work? If you consult efficiency studies, the answer tends to be no. In fact, increasing proximity is shown to decrease productivity and creativity.
The Problem with Expectations for Agile TeamsToo many people sell agile as a way to get better, faster, cheaper. But the problem with setting these high expectations for agile teams is that we too often neglect the roles of and expectations for agile managers. Managers are responsible for creating the environment in which people can deliver great work.
The Cost of Holding a Grudge against a CoworkerGrudges zap your energy and divert your attention to things that are irrelevant, counterproductive, and, worst of all, negative. But the cost of holding onto a grudge isn’t just mental or emotional. Hang onto a grudge for too long and it can trigger a stress response that can also be damaging professionally.
