teams
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Know When NOT to Help Your Team Managers must be the sharp tool, not the dull one. Avoid micromanaging unless you offer unique expertise or can expedite critical tasks. Follow the "accordion approach": help only when needed, and pull back when the team is competent. |
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The Importance of Project Foundation Agile teams often struggle due to weak project foundations, not complex issues. Defined roles, clear communication, and acknowledged "Definition of Done" are critical. Neglecting these basics leads to dysfunction and missed goals, proving that visible fixes are needed for invisible problems. |
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Evolving Complexity & Hiring Challenges I’ve seen a lot of change during my 45-year career in information technology, some more significant than others. |
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What if My Steering Committee Won’t Show Up? If the people assigned to give you guidance are AWOL, how might you proceed? |
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Scheduling a Kickoff When should the team and stakeholders be brought together to assure everyone is on the same page? |
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Staffing: Checkers or Chess? An IT manager's "chess" metaphor contrasts HR's "checker" mindset: HR seeks homogenous staff, but IT needs diverse specialists. This mismatch creates challenges in hiring, promoting, and compensating IT professionals, often leading to talent loss. |
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How Is Your Tribe? What are the attributes of an effective team? Can you build or grow one? What would success look like? |
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The Sound of Expertise At the beginning of our careers, we know a little bit of theory and have a little bit of practice but worry that the “adults” around us are going to embarrass us when they realize we don’t know everything about everything. |
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