leadership

Articles

Twenty-One Tips to Be an Effective Leader

Payson Hall writes that effective leadership boils down to a few common sense principles. In this article, he assembles twenty-one tips toward becoming (and remaining) an effective leader. Some of the tips include prioritizing, being transparent, and allowing honest mistakes.

Payson Hall's picture Payson Hall
Can You Manage Business Analysts without Measuring Them?

Kent McDonald writes on how to manage business analysts without measuring them. You can do so if you view management as helping business analysts improve their skill sets while helping them be productive members of their team. If, however, you view business analysts as “resources,” you will more than likely find individual measurements quite useful.

Kent J. McDonald's picture Kent J. McDonald
What Position Do You Play in Software? What Position Do You Play?

Micheleen Merritt explains that as an agile coach, you need to take into account all of the participants of a team, not just the developers. If you aren’t acknowledging the quality assurance analysts, business analysts, and product owners, you aren’t coaching the whole team.

Mickey Merritt's picture Mickey Merritt
Combating Learned Complacency to Reduce Systems Glitches Combating Learned Complacency to Reduce Systems Glitches

Leslie Sachs writes on how employees in many companies have essentially learned to no longer raise their concerns because there is no one willing to listen, and—even worse—they may have suffered consequences in the past for being the bearer of bad tidings. Leslie refers to this phenomenon as learned complacency.

Leslie  Sachs's picture Leslie Sachs
 A Team’s First Steps into Shared Ownership Snapshot: A Team’s First Steps into Shared Ownership

Karen Favazza Spencer writes of the time her team members had to modernize and expand the capabilities of their legacy system. In this situation, Karen took on the role of ScrumMaster, implemented several helpful agile techniques, and empowered the team to share leadership of the project with management.

 Geographically Distributed Agile Team Primary Getting the Most Out of Your Geographically Distributed Agile Team

Shane Hastie and Johanna Rothman explain the challenges that come with distance, be it cultural, social, linguistic, temporal, or geographic. If you work to reinforce your collaboration habits every day, your geographically distributed agile team will thank you.

Management Myth 17: I Must Solve the Team’s Problem for Them

Everyone wants to be helpful, and that includes managers, middle managers, and senior managers. But the more managers interfere with a team’s growth, the less a team learns how to perform. Managers do not have to solve a team’s problems.

Johanna Rothman's picture Johanna Rothman
Management Myth 16: I Know How Long the Work Should Take

The longer a manager has been away from technical work, the less the manager still knows the technical details. And—as we all know—for software, the details matter. If you have a manager who insinuates himself into your work, ask that manager what he wants. As long as managers trust in their project teams, and as long as those project teams work to earn trust, both sides can work together.

Johanna Rothman's picture Johanna Rothman
Management Myth 15: I Need People to Work Overtime

When you force people to timebox their work to just the workday, they start making choices about the work they do and don’t do. They stop doing time-wasting work. They start doing useful work, and they start collaborating. But, only if you stop interfering.

Johanna Rothman's picture Johanna Rothman
Management Myth 13: I Must Never Admit My Mistakes

Managers are people, too. They have bad-manager days. And, even on good-manager days, they can show doubt, weakness, and uncertainty. They can be vulnerable. Managers are not omnipotent. That’s why it’s critical for a manager to admit a mistake immediately.

Johanna Rothman's picture Johanna Rothman

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