Scrum Master Toolbox Podcast: Agile Storytelling From The Trenches podcast

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Lisätty four vuotta sitten

Sisällön tarjoaa Vasco Duarte, Agile Coach, Certified Scrum Master, and Certified Product Owner. Vasco Duarte, Agile Coach, Certified Scrum Master, and Certified Product Owner tai sen podcast-alustan kumppani lataa ja toimittaa kaiken podcast-sisällön, mukaan lukien jaksot, grafiikat ja podcast-kuvaukset. Jos uskot jonkun käyttävän tekijänoikeudella suojattua teostasi ilman lupaasi, voit seurata tässä https://fi.player.fm/legal kuvattua prosessia.

The Agile Brand with Greg Kihlström®

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#651: AI and in-house creative teams with Jen Rapp, Superside 29:27

6 päivää sitten29:27

Toista Myöhemmin

Listat

Tykkää

Tykätty

29:27

With AI’s ability to augment in-house creative teams, how does that change the way organizations should approach both their creative strategies and how they evaluate the value of creative as a business function? Today, we’re joined by Jen Rapp, Chief Marketing Officer at Superside. Jen has had key roles at iconic brands like Patagonia, Arc’teryx, DoorDash, Owlet Baby, and Klaviyo. Now, she’s leading Superside’s rebrand with a focus on AI-powered creative services that augment in-house teams. RESOURCES Superside website: https://www.superside.com Wix Studio is the ultimate web platform for creative, fast-paced teams at agencies and enterprises—with smart design tools, flexible dev capabilities, full-stack business solutions, multi-site management, advanced AI and fully managed infrastructure. https://www.wix.com/studio Don't miss Medallia Experience 2025, March 24-26 in Las Vegas: Registration is now available: https://cvent.me/AmO1k0 Use code MEDEXP25 for $200 off registration Don't Miss MAICON 2025, October 14-16 in Cleveland - the event bringing together the brights minds and leading voices in AI. Use Code AGILE150 for $150 off registration. Go here to register: https://bit.ly/agile150 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstrom Don't miss a thing: get the latest episodes, sign up for our newsletter and more: https://www.theagilebrand.show Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://www.teksystems.com/versionnextnow The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Sarjan koti•Feed

Every week day, Certified Scrum Master, Agile Coach and business consultant Vasco Duarte interviews Scrum Masters and Agile Coaches from all over the world to get you actionable advice, new tips and tricks, improve your craft as a Scrum Master with daily doses of inspiring conversations with Scrum Masters from the all over the world. Stay tuned for BONUS episodes when we interview Agile gurus and other thought leaders in the business space to bring you the Agile Business perspective you need to succeed as a Scrum Master. Some of the topics we discuss include: Agile Business, Agile Strategy, Retrospectives, Team motivation, Sprint Planning, Daily Scrum, Sprint Review, Backlog Refinement, Scaling Scrum, Lean Startup, Test Driven Development (TDD), Behavior Driven Development (BDD), Paper Prototyping, QA in Scrum, the role of agile managers, servant leadership, agile coaching, and more!

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#Tech #News #Tech News #Vasco Duarte #Agile Coach #Certified Product Owner #Certified Scrum Master #Agile #Kanban #Lean #Oikosofy #Scrum #Scrummaster #Team #Teamdynamics #Projectmanagement

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

52 subscribers

updated päivä sitten

Jaa

Sarjan koti•Feed

203 jaksoa

#Tech #News #Tech News #Vasco Duarte #Agile Coach #Certified Product Owner #Certified Scrum Master #Agile #Kanban #Lean #Oikosofy #Scrum #Scrummaster #Team #Teamdynamics #Projectmanagement

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Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Why Your Teams Really Resist Change, The Neuroscience of Leadership That Nobody Taught You | Andra Stefanescu 33:32

1 day sitten33:32

33:32

BONUS: Why Your Teams Really Resist Change, The Neuroscience of Leadership That Nobody Taught You With Andra Stefanescu In this BONUS episode, we explore the challenges leaders face during transformations with leadership coach Andra Stefanescu. Drawing from her extensive research and coaching experience, Andra shares powerful insights on fostering psychological safety, understanding brain-based responses to change, and developing the emotional intelligence needed to lead effectively. She reveals practical frameworks and techniques that help leaders navigate resistance and build meaningful connections with their teams. The Leadership Challenge of Transformation "People are giving resistance... and in general, leaders are feeling overwhelmed in times of changes, whatever those changes are." Resistance and overwhelm are the two biggest challenges leaders face during transformations. Through her research and coaching work across different industries, Andra has found that leaders often feel powerless when their teams resist change. This resistance stems from basic psychological needs not being met. Leaders can overcome these challenges by understanding the different psychological needs of their team members and adapting their communication accordingly. By using specific frameworks, leaders can address resistance more effectively and rediscover their passion for leadership. Understanding the Brain's Response to Change "When something is changed, whatever that is... what your brain perceives is like a threat because the one question that we put all day long in our brains is: is this safe for me?" The brain naturally resists change because it prefers routine and automation. When facing transformation, people instinctively question whether the change is safe, which triggers resistance. This creates a challenging dynamic where leaders experiencing their own fear and resistance become less able to empathize with their team's concerns. Andra emphasizes the importance of leaders "putting their own mask on first" by acknowledging their own feelings and ensuring they're in the right state of mind before attempting to lead others through change. The Middle Manager's Dilemma "Middle managers are in the middle, they have high pressure from above, high pressure from down... And this is where they arrive in this powerless situation, where they ask themselves, how can I make this work?" One common scenario Andra encounters is middle managers feeling trapped between conflicting demands. They face pressure from upper management to implement changes quickly while experiencing resistance from their teams below. This position often leads to feelings of powerlessness and diminished job satisfaction. Andra notes that despite the depth of this challenge, it can be addressed through techniques that help leaders recalibrate themselves and improve communication with others. Fostering Psychological Safety Through Emotional Intelligence "Employees who report to have a leader with low emotional intelligence are four times more likely to leave the company within one year." Emotional intelligence is increasingly recognized as a critical leadership skill. Andra's research shows that 31% of employees who experience burnout report lacking support or recognition from leadership. She approaches developing emotional intelligence through guided self-reflection rather than external assessment, helping leaders gain insights about their communication patterns and relationships. Psychological safety doesn't happen by default—it requires active work and maintenance from leaders. The SCARF Model for Better Leadership "There are specific buttons that you press positively or negatively, and when you press them positively, you are most probably meeting also the psychological needs of the people." Andra recommends the SCARF model developed by Dr. David Rock as a practical framework for leadership communication. This model identifies five key domains that affect how people collaborate: Status, Certainty, Autonomy, Relatedness, and Fairness. By understanding and addressing these domains positively, leaders can better meet their team members' psychological needs. Additionally, she recommends the Process Communication Model (PCM) , which helps leaders identify different personality types and adapt their communication accordingly. Connect Before Collaborate "Put the relationship above your agenda because it's more important to have a long-term relationship than to achieve whatever you wanted to go through with." One powerful principle Andra teaches is to connect before attempting to collaborate. Too often, leaders jump straight into tasks or discussions without first establishing a connection, failing to consider the other person's current state of mind. By asking simple questions like "What's on your mind today?" or "What is your intention for this meeting?", leaders can build psychological safety and maintain relationships that endure beyond immediate goals. This approach recognizes that workplace relationships should be viewed as long-term investments rather than transactional encounters. Sustainable Leadership Development "Ask: why do I get resistance? How can I communicate in a way that I get followers instead of resistance?" For sustainable growth, Andra encourages leaders to reflect on why they encounter resistance and how they might communicate differently to inspire followers instead. Self-awareness is crucial—leaders need to understand their own communication patterns and leadership styles before they can effectively influence others. By learning frameworks based on neuroscience and practicing new communication techniques, leaders can create environments where both they and their teams thrive during transformations. Recommended Resources To better understand how change affects our brain, Andra recommends Your Brain at Work by Dr. David Rock . About Andra Stefanescu Andra is a leadership coach and facilitator specializing in brain-based ways to foster psychological safety and team collaboration. She helps leaders navigate transformation challenges with playful, neuroscience-driven techniques. Passionate about creating healthy workplace relationships, Andra empowers teams to resolve conflicts, make better decisions, and experience meaningful growth through customized training experiences. You can link with Andra Stefanescu on LinkedIn and follow Andra Stefanescu on Substack .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Decision Authority, The Make-or-Break Factor for Product Owners | Karen Suarez 18:34

2 päivää sitten18:34

18:34

Karen Suarez: Decision Authority, The Make-or-Break Factor for Product Owners Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . The Great Product Owner: Clear Vision That Inspires Action Karen describes an exemplary Product Owner who deeply understood both their product and market. This PO maintained a perfect balance of being firm in their vision while remaining open and curious to input. What made this PO particularly effective was their ability to communicate a clear, compelling vision that motivated the team. They defined key results in ways that were easily understood and actionable for team members. Most importantly, they trusted the development team with solution design rather than prescribing how features should be implemented, creating an environment where the team felt both guided and empowered. The Bad Product Owner: Committee Decisions and Never-Ending Backlogs Karen identifies two common anti-patterns in the Product Owner role. The first is when the PO isn't truly empowered to make decisions because the company hesitates to give this responsibility to a single person. In these cases, the PO becomes merely a proxy for a committee, with solutions predetermined elsewhere. The second anti-pattern is the PO who cannot say "no," allowing backlogs to grow unmanageably large. Karen once worked with a team that had accumulated 5,000 backlog items! Her solution was to use data to demonstrate why such expansive backlogs are counterproductive, create filtered views showing only the highest-priority items, and eventually make it acceptable to delete irrelevant backlog items altogether. Self-reflection Question: In your organization, does the Product Owner have true decision-making authority, or are they operating as a proxy for committee decisions? About Karen Suarez Karen is a dedicated Scrum Master with a long experience driving agile transformations and fostering high-performing teams. She is passionate about continuous learning, and excels in aligning agile practices with organizational innovation. You can link with Karen Suarez on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Beyond Process Compliance: True Indicators of Agile Team Maturity | Karen Suarez 18:54

3 päivää sitten18:54

18:54

Karen Suarez: Beyond Process Compliance, True Indicators of Agile Team Maturity Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . For Karen, success as a Scrum Master is measured by how well the team functions autonomously. She evaluates this through several key indicators: the team's ability to tackle tough topics, including when someone isn't carrying their weight; their willingness to embrace and resolve conflicts; the product's flexibility in responding to market and customer feedback; and most importantly, whether team members proactively suggest solutions themselves. Karen emphasizes that her ultimate goal is to help the team reach a state where they no longer need her guidance, as this represents true maturity and self-organization. Self-reflection Question: How comfortable is your team with addressing conflict directly, and what could you do to create psychological safety around difficult conversations? Featured Retrospective Format for the Week: Start/Stop/Continue Karen prefers simple retrospective formats like Start/Stop/Continue that create space for meaningful dialogue rather than complex activities. Her focus is on developing team members' ability to share their real challenges. She prepares participants to discuss truly critical issues by modeling empathy and vulnerability herself. Karen encourages team members to bring up difficult topics by sharing how these issues affect them personally and acknowledging how others have helped. This approach creates psychological safety while ensuring retrospectives address substantive concerns rather than just surface-level issues. About Karen Suarez Karen is a dedicated Scrum Master with a long experience driving agile transformations and fostering high-performing teams. She is passionate about continuous learning, and excels in aligning agile practices with organizational innovation. You can link with Karen Suarez on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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When a Scrum Master Needs to Hire a Manager, An Organizational Design Story | Karen Suarez 20:12

4 päivää sitten20:12

20:12

Karen Suarez: When a Scrum Master Needs to Hire a Manager, An Organizational Design Story Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . Karen shares her experience as the first Scrum Master in a company where development, QA, product, and deployment were all separate departments, resulting in a cycle time exceeding six weeks. She strategically approached transformation by first identifying interested individuals in other departments who were already collaborating with the development team. Karen formalized the Product Owner role by cultivating a relationship with someone from the product department who showed interest in working closely with the team. She created regular collaboration routines between QA and development, and gradually involved the deployment team by inviting them to demos and having developers learn deployment skills. When faced with trust issues between deployment and development teams, Karen recognized the need for leadership support and built a case for hiring a manager who could help bridge these departments, acknowledging that some organizational challenges require sponsorship beyond the Scrum Master role. Self-reflection Question: In your organization, what departmental silos might be increasing cycle time, and who could be your allies in breaking down these barriers? About Karen Suarez Karen is a dedicated Scrum Master with a long experience driving agile transformations and fostering high-performing teams. She is passionate about continuous learning, and excels in aligning agile practices with organizational innovation. You can link with Karen Suarez on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Balancing Team Protection and Stakeholder Engagement | Karen Suarez 17:27

5 päivää sitten17:27

17:27

Karen Suarez: How to Design Communication Channels to Protect Agile Team Focus, and Avoid Interruptions Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . As a first-time Scrum Master managing a team of 15-20 people, Karen focused primarily on protecting them from constant interruptions in their open office space. However, she soon realized this approach was creating barriers between the team and stakeholders. Karen developed strategies to balance protection with accessibility by establishing "office hours" when the team could be interrupted, creating dedicated communication channels (like Slack) to collect stakeholder questions, and always including the Product Owner when change requests came in. This balanced approach maintained team focus while keeping communication lines open. In this segment, we refer to the Coach Your Product Owner e-course , available to all who need to support their product owners with understanding, and adopting an Agile way of working. Self-reflection Question: How might creating structured interruption times help your team maintain focus while still remaining accessible to stakeholders? Featured Book of the Week: The Scrum Guide Karen recommends repeatedly reading The Scrum Guide throughout your Agile journey. She finds she learns something new with each reading as her interpretation evolves with experience. Karen also highlights "Inspired: How to Create Tech Products Customers Love" by Marty Cagan , which helped her better understand the Product Owner role and gave her practical tools to support POs in their responsibilities. About Karen Suarez Karen is a dedicated Scrum Master with a long experience driving agile transformations and fostering high-performing teams. She is passionate about continuous learning, and excels in aligning agile practices with organizational innovation. You can link with Karen Suarez on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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"You're Not Listening": A Scrum Master's Wake-Up Call | Karen Suarez 17:37

6 päivää sitten17:37

17:37

Karen Suarez: "You're Not Listening": A Scrum Master's Wake-Up Call Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . Karen shares a valuable learning experience when she pushed her team too hard to split user stories and change their story writing approach. The team's feedback was direct: "You are not listening." This moment taught Karen several important lessons: not everyone is ready for change at the same time, resistance often contains valuable information about our own actions, and the Scrum Master isn't always the one who knows better. Karen emphasizes the importance of giving yourself time to pause, reflect, and adapt to the team's current situation. She also discovered how the product backlog can serve as a powerful communication tool when used properly. In this segment, we refer to the book Start With Why by Simon Sinek . Self-reflection Question: When was the last time you received pushback from your team, and what information might that resistance be telling you about your own approach? About Karen Suarez Karen is a dedicated Scrum Master with a long experience driving agile transformations and fostering high-performing teams. She is passionate about continuous learning, and excels in aligning agile practices with organizational innovation. You can link with Karen Suarez on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Mastering Your Own Career Success as a Scrum Master | Fred Deichler 35:25

7 päivää sitten35:25

35:25

Global Agile Summit Preview: Mastering Your Own Career Success as a Scrum Master with Fred Deichler In this BONUS Global Agile Summit preview episode , we explore the journey of Fred Deichler, a technology leader and the host of the product track at the Global Agile Summit (GAS). Fred shares his insights on what makes Scrum Masters successful in their roles and as individuals. Through his personal story and practical advice, Fred offers valuable lessons on continuous learning, community involvement, and self-reflection—three key elements that have contributed to his remarkable career journey. The Journey to Mastering Your Own Success "I didn't think I was different from anyone else. For me it was a long process, but for others it looked like too fast." Fred's journey of self-discovery began when someone asked him a simple yet profound question: "How did you achieve so much so fast?" This question prompted him to reflect on his career path and the factors that contributed to his success. Fred shares how this moment of introspection led him to identify the key elements that have shaped his career trajectory and personal growth, offering valuable insights for Scrum Masters looking to master their own success. The Power of Continued Education "Early in my career, I thought that my manager was there to tell me what to learn. As a manager I can inspire people, but I can't tell you what to learn." Fred emphasizes the importance of taking ownership of your learning journey. He discusses how his perception of education evolved throughout his career, moving from a passive approach to an active pursuit of knowledge. Fred highlights the significance of understanding your learning style, referencing the VARK learning model, and embraces the idea that it's okay to be different from others in how you absorb and process information. This section provides Scrum Masters with valuable insights on how to approach continuous education for personal and professional growth. Leveraging Community Involvement "Take those ideas that you learned and flesh them out with other people." Community involvement emerges as a crucial element in Fred's success formula. He shares how engaging with others helped him refine his ideas and gain new perspectives. Fred encourages Scrum Masters to: Take action and discuss ideas with others Participate in conferences as valuable learning opportunities Develop strong opinions that are loosely held Use community interactions to develop and refine ideas Through these practices, Fred illustrates how community engagement can accelerate growth and provide a supportive environment for professional development. The Value of Self-Reflection "End of the week: how do I know if I did a great job?" Self-reflection stands as the third pillar in Fred's success framework. He emphasizes the importance of regular introspection to evaluate progress and identify areas for improvement. Fred shares practical approaches to reflection: Questioning if conversations went as expected Establishing a regular reflection practice Finding a mentor or friend to reflect with Participating in lean coffee meetups for structured discussions These reflection practices have enabled Fred to continuously assess his performance and make adjustments to improve his effectiveness as a professional and as a person. From Aspiration to Achievement: The 6-in-30 Story "I was listening to the Scrum Master Toolbox Podcast, and I decided ‘I'm going to be on that show one day!’" Fred shares his inspiring "6 in 30" story—a powerful testament to setting goals and working toward them. He recounts how, six years ago, while sitting in his car between jobs, he made a commitment to himself that would shape his future. Fast forward 30 months, and Fred applied to speak at the Agile Online Summit, transforming his aspiration into achievement. This personal anecdote illustrates the power of setting clear intentions and taking deliberate steps toward realizing them. In this segment, we refer to the different learning styles: VARK, Visual, Auditive, Reading/writing, Kinesthetic . Building Your Professional Network When asked about essential resources for Scrum Masters, Fred immediately points to LinkedIn as a valuable platform for professional networking and knowledge sharing. He emphasizes how building and leveraging professional connections can open doors to opportunities and provide access to a wealth of insights from industry experts. About Fred Deichler For over two decades, Fred has been a technology leader, who has been intuitively following the Scrum values and Agile principles even before discovering them. He has successfully led multiple teams on their Agile journeys, emphasizing the importance of a harmonious balance between people, processes, and tools, and continuously striving for improvement. For Fred, personal growth is as crucial as professional development. You can link with Fred Deichler on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Challenging the Agile Status Quo with #NoBacklogs | Allan Kelly 36:52

8 päivää sitten36:52

36:52

BONUS: Challenging the Agile Status Quo with #NoBacklogs, Allan Kelly In this BONUS episode, we explore the provocative ideas of Allan Kelly, the author who introduced #NoBacklogs to the Agile community. Allan shares his insights on why traditional backlogs may be hindering true agility, offers practical alternatives, and explains how teams can maintain accountability while focusing on outcomes rather than outputs. The Problem with Traditional Backlogs "Backlogs keep ideas for far too long." Allan Kelly challenges the conventional wisdom of maintaining extensive backlogs in Agile environments. He distinguishes between sprint backlogs and product backlogs, highlighting how the latter often becomes a repository for stale ideas that outlive their relevance. Allan argues that this practice undermines the adaptability that should be at the core of Agile methodologies, transforming what should be a flexible approach into a more rigid, traditional project management framework. Outcome-Focused Alternatives "What are you doing to try and change the world?" Instead of lengthy backlogs filled with specific tasks and features, Allan advocates for approaches centered on outcomes and meaningful change. He discusses the concept of OKRs (Objectives and Key Results) as a form of "test first management" - a powerful framework that shifts focus from outputs to measurable impacts. This perspective encourages teams to consider the broader purpose of their work rather than simply executing a predetermined list of tasks. Balancing Structure and Flexibility "There should be a 'Best before' date for all backlog items." Finding the right balance between necessary structure and agile flexibility is crucial for effective delivery. Allan suggests implementing a "best before" date for all backlog items to prevent the accumulation of outdated ideas. He emphasizes starting with the Sprint Goal as a guiding principle, using it to create focus and purpose that allows teams to adapt their approach while maintaining a clear direction. Breaking Free from Traditional Mindsets "The work to do is not a fixed entity." According to Allan, the reliance on extensive backlogs has perpetuated traditional project management mindsets within supposedly Agile organizations. He challenges the underlying assumption that the scope of work is a predetermined, fixed entity waiting to be discovered and documented. Instead, he suggests embracing the evolving nature of work, allowing teams to respond to changing priorities and insights as they emerge. Maintaining Accountability Without Backlogs "Test first management as a management innovation that helps focus on goals, and measure progress by the teams." Allan addresses concerns about accountability by offering practical approaches to tracking progress without traditional backlogs. He emphasizes the importance of regular demonstrations of working solutions and assessing whether these demonstrations align with the team's strategic direction. His concept of "test first management" provides a framework for focusing on goals while measuring genuine progress rather than simply tracking task completion. Resources for Deeper Learning "Honey, I shrunk the backlog." For listeners interested in exploring these ideas further, Allan recommends his YouTube presentation "Honey, I shrunk the backlog, " which offers additional insights and practical guidance on implementing a #NoBacklogs approach in Agile teams. About Allan Kelly Allan Kelly is the author of #noprojects: A Culture of Continuous Value , and an outspoken Agile practitioner that helped introduce the idea of #NoBacklogs to the Agile community. His work spans several decades, and includes some breakthrough contributions that he shares in his books and conference talks. He is the author, among others, of Project Myopia: Why projects damage software , Continuous Digital: An agile alternative to projects for digital business , The Art of Agile Product Ownership: A Guide for Product Managers, Business Analysts, and Entrepreneurs , and Xanpan: Team Centric Agile Software Development . You can link with Allan Kelly on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Implementing Agile Practices for Data and Analytics Teams | Henrik Reich 37:49

9 päivää sitten37:49

37:49

Global Agile Summit Preview: Implementing Agile Practices for Data and Analytics Teams with Henrik Reich In this BONUS Global Agile Summit preview episode , we dive into the world of Agile methodologies specifically tailored for data and analytics teams. Henrik Reich, Principal Architect at twoday Data & AI Denmark , shares his expertise on how data teams can adapt Agile principles to their unique needs, the challenges they face, and practical tips for successful implementation. The Evolution of Data Teams "Data and analytics work is moving more and more to be like software development." The landscape of data work is rapidly changing. Henrik explains how data teams are increasingly adopting software development practices, yet there remains a significant knowledge gap in effectively using certain tools. This transition creates both opportunities and challenges for organizations looking to implement Agile methodologies in their data teams. Henrik emphasizes that as data projects become more complex, the need for structured yet flexible approaches becomes critical. Dynamic Teams in the Data and Analytics World "When we do sprint planning, we have to assess who is available. Not always the same people are available." Henrik introduces the concept of "dynamic teams," particularly relevant in consulting environments. Unlike traditional Agile teams with consistent membership, data teams often work with fluctuating resources. This requires a unique approach to sprint planning and task assignment. Henrik describes how this dynamic structure affects team coordination, knowledge sharing, and project continuity, offering practical strategies for maintaining momentum despite changing team composition. Customizing Agile for Data and Analytics Teams "In data and analytics, tools have ignored agile practices for a long time." Henrik emphasizes that Agile isn't a one-size-fits-all solution, especially for data teams. He outlines the unique challenges these teams face: Team members have varying expectations based on their backgrounds Experienced data professionals sometimes skip quality practices Traditional data tools weren't designed with Agile methodologies in mind When adapting Agile for data teams, Henrik recommends focusing on three key areas: People and their expertise Technology selection Architecture decisions The overarching goal remains consistent: "How can we deliver as quickly as possible, and keep the good mood of the team?" Implementing CI/CD in Data Projects "Our first approach is to make CI/CD available in the teams." Continuous Integration and Continuous Deployment (CI/CD) practices are essential but often challenging to implement in data teams. Henrik shares how his organization creates "Accelerators" - tools and practices that enable teams to adopt CI/CD effectively. These accelerators address both technological requirements and new ways of working. Through practical examples, he demonstrates how teams can overcome common obstacles, such as version control challenges specific to data projects. In this segment, we refer to the book How to Succeed with Agile Business Intelligence by Raphael Branger . Practical Tips for Agile Adoption "Start small. Don't ditch scrum, take it as an inspiration." For data teams looking to adopt Agile practices, Henrik offers pragmatic advice: Begin with small, manageable changes Use established frameworks like Scrum as inspiration rather than rigid rules Practice new methodologies together as a team to build collective understanding Adapt processes based on team feedback and project requirements This approach allows data teams to embrace Agile principles while accounting for their unique characteristics and constraints. The Product Owner Challenge "CxOs are the biggest users of these systems." A common challenge in data teams is the emergence of "accidental product owners" - individuals who find themselves in product ownership roles without clear preparation. Henrik explains why this happens and offers solutions: Clearly identify who owns the project from the outset Consider implementing a "Proxy PO" role between executives and Agile data teams Recognize the importance of having the right stakeholder engagement for requirements gathering and feedback Henrik also highlights the diversity within data teams, noting there are typically "people who code for living, and people who live for coding." This diversity presents both challenges and opportunities for Agile implementation. Fostering Creativity in Structured Environments "Use sprint goals to motivate a team, and help everyone contribute." Data work often requires creative problem-solving - something that can seem at odds with structured Agile frameworks. Henrik discusses how to balance these seemingly conflicting needs by: Recognizing individual strengths within the team Organizing work to leverage these diverse abilities Using sprint goals to provide direction while allowing flexibility in approach This balanced approach helps maintain the benefits of Agile structure while creating space for the creative work essential to solving complex data problems. About Henrik Reich Henrik is a Principal Architect and developer in the R&D Department at twoday Data & AI Denmark. With deep expertise in OLTP and OLAP, he is a strong advocate of Agile development, automation, and continuous learning. He enjoys biking, music, technical blogging, and speaking at events on data and AI topics. You can link with Henrik Reich on LinkedIn and follow Henrik Reich’s blog .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Transforming Conflict into Opportunity, Leadership Lessons for Agile Teams | Eagan Rackley 41:59

10 päivää sitten41:59

41:59

Global Agile Summit Preview: Transforming Conflict into Opportunity, Leadership Lessons for Agile Teams with Eagan Rackley In this BONUS Global Agile Summit preview episode , we sit down with Eagan Rackley, the track host for the developer track at the Global Agile Summit. With over 24 years of experience spanning game development, enterprise architecture, graphics, and highly parallel programming, Eagan shares his journey from viewing leadership as control to seeing leadership as a collaborative space for problem-solving. We explore how to transform conflict into opportunity, align cross-functional teams, and lead effectively both with and without formal authority. The Moment That Changed Everything "The obstacle is the path." When Eagan's small experimentation-focused team merged with marketing, tensions flared and conflict erupted. Both sides believed "they don't get it" and adopted a defensive "protect the castle" mentality. The situation devolved into heated exchanges until an agile coach offered a perspective-shifting insight: they were all on the same team. This moment fundamentally reshaped Eagan's view of leadership. He realized that effective leadership isn't about knowing all the answers or controlling people—it's about creating space for collaboration and helping people solve problems together. The best leaders don't fix everything themselves; they empower their teams to find solutions collectively. Empowering Teams Through Permission and Alignment "It's about getting people to feel that they have permission to do what needs to be done." When teams feel something is happening to them, they often disengage and resist. Eagan explains that people feel powerless primarily when incentives are misaligned. The key to gaining buy-in is shifting the narrative from "this is happening to me" to "we can do this together." Leaders should focus on removing tension and finding ways to incorporate seemingly contradictory goals. By giving people permission to take action and aligning their incentives, leaders can transform resistance into engagement and ownership. Turning Conflict into Alignment "We need to accept that we have different perspectives and different ways to see success." Cross-functional teams naturally experience tension due to differing priorities and success metrics. Eagan shares how his team transformed their marketing conflict by asking questions that made both sides feel heard and understood. They established a shared way of working that respected everyone's needs. He recommends three powerful questions to align teams: "Why do we exist as a team, and why does it matter?" - This helps everyone see the whole picture and builds shared purpose. "What is our desired outcome, and when have we achieved it?" - This focuses on outcomes rather than tasks and encourages thinking from different disciplinary perspectives. By acknowledging different perspectives and naming conflicts openly, teams can move from resentment to motivation and investment in shared goals. Conflict as a Tool for Transformation "Conflict is information. Conflict is data." Eagan's relationship with conflict transformed when he began seeing it as valuable information rather than something to avoid. Conflict provides clarity between people and highlights areas needing attention. He shares how, after years in leadership, he intentionally stepped back into an individual contributor role to learn a new industry. This experience reinforced his belief in the power of approaching conflict with the mindset that "we're on the same team, we can solve this together." This perspective shift embodies what makes Agile so powerful—moving from focusing on products to prioritizing people. In this segment, we refer to the book Shift: From Product to People, by Michael Dougherty, and Pete Oliver-Krueger, who’ve been guests on the podcast before . And we also refer to the Ratatouille Principle, which reminds us that great ideas can come from anywhere! Leading Without Authority "You lead with trust, not knowledge." When Eagan returned to an engineering role in a new industry, he experienced the challenge of having no built-in credibility or authority. This taught him valuable lessons about bottom-up leadership. He discovered that effective influence comes from building trust first, not from demonstrating knowledge. He recommends validating people's frustrations, listening authentically, and sometimes allowing people to learn through their own experiences. This approach recognizes that leadership isn't confined to formal roles—we're all leaders in different contexts. Resources for Your Leadership Journey Eagan recommends several resources for those wanting to deepen their leadership skills: "Management 3.0" by Jurgen Appelo "Agile Retrospectives" by Esther Derby and Diana Larsen The "Change by Attraction" podcast The Value of the Global Agile Summit The Global Agile Summit offers a unique environment where transformative "aha!" moments happen. It's not just about learning new techniques but about fundamentally changing how we think about work, leadership, and collaboration. Eagan believes these perspective shifts are what make the summit so valuable. About Eagan Rackley Eagan Rackley is the track host for the developer track at the Global Agile Summit and a seasoned software engineer and Agile leader with 24+ years of experience spanning game development, enterprise architecture, graphics, and highly parallel programming. A passionate problem-solver, he excels in building collaborative teams, driving innovation, and turning conflict into opportunity. He thrives on creating software that empowers people and transforms ideas into impact. You can link with Eagan Rackley on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Escaping the Agile Doom Loop With Pete Oliver-Krueger and "Agile Mike" Dougherty 32:50

11 päivää sitten32:50

32:50

Global Agile Summit Preview: How to Escape the Agile Doom Loop with Pete Oliver-Krueger and "Agile Mike" Dougherty In this BONUS Global Agile Summit preview episode , we explore the concept of the "Agile Doom Loop" with Pete Oliver-Krueger and Michael "Agile Mike" Dougherty, co-authors of "Shift: From Product to People." They share insights on recognizing when teams are stuck in endless cycles of planning, failure, and rework, and introduce their PAGES framework that helps teams break free and communicate effectively with leadership. Recognizing the Agile Doom Loop "When change doesn't happen and there is nothing that seems to go anywhere, that's when you know you're in that doom loop, because we're all about improving." The Agile Doom Loop is that dreaded feeling when teams get stuck in endless cycles with no real progress. Michael explains that a clear indicator is feeling "stuck in a rut" where the status quo becomes permanent. When teams are constantly planning and executing without seeing improvement, they're trapped in the loop. This often happens when organizations lack psychological safety, making people afraid to speak up or try new approaches because it might be "career limiting." Warning Signs Your Team is Stuck "Most teams can't tell me what leadership wants. They're like, 'Oh, we just have to get the product done' or 'We have to deliver by this particular date.'" Pete shares that when teams can't articulate what leadership truly wants, it's a warning sign. Teams stuck in the doom loop focus solely on delivering more stories without understanding the broader context or purpose. They don't track whether their improvements are actually solving problems that matter to leadership. When teams feel they have no choice but to follow orders without questioning, they've lost the agency needed for continuous improvement. Personal Experiences with the Doom Loop "I've been fired for trying to change things more than once." Both Pete and Michael share personal experiences with the Agile Doom Loop. Michael shares the story of being in environments where people were afraid to be visible during meetings, keeping cameras off during virtual sessions out of fear of judgment. He describes seeing teams resist new ideas unless they came from management, showing how hierarchical thinking reinforces the doom loop. Communication breakdowns between leadership and teams create disconnects that feed the cycle of frustration and stagnation. The PAGES Framework "We basically took what we have to put in these quarterly business reviews and said to teams: 'This is how you're being represented at the organizational level, so you should participate in this.'" Pete introduces their PAGES framework, which helps teams break out of the doom loop by teaching them to communicate in "leadership language." While the acronym doesn't appear explicitly in their book, all elements are present. The framework focuses on: Problems being solved Actions being taken Goals being pursued Evidence being collected Solutions that demonstrate value This approach bridges the communication gap between teams and leadership by creating a shared language focused on business outcomes rather than just activities. Implementing PAGES for Team Motivation "We can't boil the ocean. With 500 people, it's hard to change all at once, so we started with one team that became the catalyst." Michael explains their implementation strategy of starting with a single team and using their success to spread change organically. By creating metrics and dashboards that leadership could access in real-time, they reduced the need for constant status meetings. Leadership could see progress happening, which built trust and created space for teams to work more autonomously. The result was a shift from delays and frustration to timely delivery of what truly mattered to customers. One Tip to Start Right Away "My first tip would be to go Problems first. Think about what problem you want to see go away and don't introduce anything unless it's going to directly affect that problem." Pete recommends focusing on problems before solutions, particularly identifying recurring patterns that prevent teams from achieving goals. He suggests prioritizing problems and addressing them one by one, starting with problems the team cares about to build buy-in, then tackling leadership problems. This creates a virtuous cycle of solving team and leadership problems alternately, building trust and momentum. Michael adds that building trust is essential - find low-hanging fruit that shows quick wins, share relevant stories from past successes, and collect evidence that demonstrates progress. He references the book "Atomic Habits," suggesting teams should start small with changes that are easy to maintain rather than attempting massive transformations that might overwhelm them. In this segment, we refer to the book Atomic Habits by James Clear . About Pete Oliver-Krueger and "Agile Mike" Dougherty Pete Oliver-Krueger is an Executive Coach with the Library of Agile, and co-author of the book "Shift: From Product to People", a novel that tells the complex story of how leading "people-first" is required to solve tomorrow's biggest problems. He is the other co-author of "Shift: From Product to People" . You can link with Pete Oliver-Krueger on LinkedIn , and visit Pete OK’s website at https://www.shiftingpeople.com/ . Michael Dougherty aka "Agile Mike" has over 30 years of experience with solution development and product leadership, working in nearly every IT role that exists and literally hundreds of companies during his career. Michael has taught multiple Agile courses to over 1000 people, spoken at multiple events and podcasts, written dozens of blogs, and has been recently serving the US Government. He is the other co-author of "Shift: From Product to People" . You can link with Michael Dougherty on LinkedIn .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Unifying Strategy, Discovery, and Delivery in Product Development | Roman Pichler 38:05

12 päivää sitten38:05

38:05

Global Agile Summit Preview: Unifying Strategy, Discovery, and Delivery in Product Development With Roman Pichler In this BONUS Global Agile Summit preview episode , we explore a crucial topic that's shaping how we approach product development—sometimes in ways that serve us well and sometimes in ways that hold us back. There's a growing trend in our industry to explicitly separate strategy, discovery, and delivery into distinct activities or even different teams. On the surface, this seems logical: strategy decides the right thing to do, discovery figures out how to do it, and delivery gets it done. But is this division actually helping us? Or is it creating barriers that make great product development harder? The Origins of Product Discovery "I think it's partly based, at least on Marty Cagan's work, and his insight that many teams are very much focused traditionally on delivering outputs, on writing code. And I think his original intention was to say, 'Let's not worry about creating outputs. Let's also make sure that what we creating makes sense.'" Roman Pichler shares insights on how the concept of product discovery emerged as a reaction to teams being overly focused on outputs rather than outcomes. He explains that conceptually distinguishing between product strategy, discovery, and delivery can be helpful—much like organizing clothes into different sections of a wardrobe. However, in reality, these activities must be connected, informing and guiding each other rather than existing as sequential steps. The Risks of Separating Product Strategy, from Discovery, and from Delivery "If we have a group of people who takes care of strategic decisions, a different group focusing on product discovery, and another group—the tech team—who focuses on product delivery, and those groups don't talk as much as they could and should do, then suddenly we have a sequential process and handoffs." One of the primary challenges with separating strategy, discovery, and delivery is the risk of creating handoffs between different teams. Roman highlights how this sequential approach can slow down value creation, lead to knowledge loss, and increase the likelihood of introducing mistakes. This separation can create barriers that ultimately make product development more difficult and less effective. In this segment, we refer to the podcast interview with Tim Herbig on the concept of Lateral Leadership, and how that is critical for product people . Integrating the Work Streams "What I usually use as a visualization tool is three work streams: a strategy work stream, a discovery work stream, and a delivery work stream. The strategy stream guides the discovery stream. The discovery stream guides the delivery stream, and then the delivery stream informs the discovery stream, and the discovery stream informs the strategy stream." Rather than seeing strategy, discovery, and delivery as separate phases, Roman suggests visualizing them as parallel work streams that continuously inform and guide each other. This approach recognizes that strategy work doesn't just happen at the beginning—it continues throughout the product lifecycle, adapting as the product evolves. By integrating these work streams and ensuring they're interconnected through feedback loops, teams can create a more cohesive and effective product development process. The Power of Collaboration "The important thing is to make sure that the different areas of work are not disjointed but interlinked. A key element to make that work is to use collaboration and teamwork and ensure that there aren't any handoffs, or avoid handoffs as much as possible." Collaboration and teamwork are essential to successfully integrating strategy, discovery, and delivery. Roman emphasizes the importance of bringing product people—who understand customer needs, business models, and stakeholder relationships—together with tech teams to foster innovation and create value. This collaborative approach helps overcome the challenges that arise from treating these activities as separate, sequential steps. Building an Extended Product Team "Form a big product team, a product team that is empowered to make strategic decisions and consists not only of the person in charge of the product and maybe a UX designer and a software developer, but also key business stakeholders, maybe somebody from marketing, maybe somebody from sales, maybe a support team member." Roman advocates for forming an extended product team that includes not just product managers, designers, and developers, but also key business stakeholders. This larger team can collectively own the product strategy and have holistic ownership of the product—not just focusing on discovery or delivery. By empowering this extended team to make strategic decisions together, organizations can ensure that different perspectives and expertise inform the product development process. Practical Implementation: Bringing it all Together "Have regular meetings. A specific recommendation that I like to make is to have quarterly strategy workshops as a rule of thumb, where the current product strategy is reviewed and adjusted, but also the current product roadmap is reviewed and adapted." Implementing this integrated approach requires practical mechanisms for collaboration. Roman recommends holding quarterly strategy workshops to review and adjust the product strategy and roadmap, ensuring they stay in sync with insights from development work. Additionally, he suggests that members of the extended product team should attend monthly operational meetings, such as sprint reviews, to maintain a complete understanding of what's happening with the product at both strategic and tactical levels. Moving Beyond Sequential Thinking "Unfortunately, our software industry has a tendency to make things structured, linear, and assign ownership of different phases to different people. This usually leads to bigger problems like missing information, problems discovered too late that affect 'strategy', but need to be addressed in 'delivery'." One of the challenges in adopting a more integrated approach is overcoming the industry's tendency toward linear, sequential thinking. Roman and Vasco discuss how this mindset can lead to issues being discovered too late in the process, after strategic decisions have already been made. By embracing a more iterative, interconnected approach, teams can address problems more effectively and adapt their strategy based on insights from discovery and delivery. About Roman Pichler Roman Pichler is a leading product management expert specializing in product strategy, leadership, and agility. With nearly 20 years of experience, he has coached product managers, authored four books, and developed popular frameworks. He shares insights through his blog, podcast, and YouTube channel and speaks at major industry conferences worldwide. You can link with Roman Pichler on LinkedIn and check out the resources on Roman Pichler’s website .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS Measure and Visualize Software Improvement for Actionable Results | Mooly Beeri 43:20

13 päivää sitten43:20

43:20

Global Agile Summit Preview: How to Measure and Visualize Software Improvement for Actionable Results with Mooly Beeri In this BONUS Global Agile Summit preview episode , we explore how to effectively measure and visualize the continuous improvement journey in technology organizations. Mooly Beeri shares his data-driven approach that helps software teams identify where to focus their improvement efforts and how to quantify their progress over time. We discuss practical examples from major organizations like Philips and Aptiv, revealing how visualization creates an internal language of improvement that empowers teams while giving leadership the insights needed to make strategic decisions. Visualizing Software Development Effectiveness "We visualize the entire SDLC end-to-end. All the aspects... we have a grading of each step in the SDLC. It starts with a focus on understanding what needs to be done better." Mooly shares how his approach at Philips helped create visibility across a diverse organization built from numerous acquisitions with different technologies and development cultures. The challenge was helping management understand the status of software craftsmanship across the company. His solution was developing a heat map visualization that examines the entire software development lifecycle (SDLC) - from requirements gathering through deployment and support - with an effectiveness index for each stage. This creates an at-a-glance view where management can quickly identify which teams need support in specific areas like automation, code reviews, or CI/CD processes. This visualization becomes a powerful internal language for improvement discussions, allowing focused investment decisions instead of relying on intuition or which team has the most persuasive argument. The framework creates alignment while empowering teams to determine their own improvement paths. Measuring What Matters: The Code Review Example "We often hear 'we have to do code reviews, of course we do them,' but when we talk about 'how well are they done?', the answer comes 'I don't know, we haven't measured it.'" When one team wanted to double the time invested in code reviews based on conference recommendations, Mooly helped them develop a meaningful measurement approach. They created the concept of "code review escapes" - defects that could have been caught with better code reviews but weren't. By gathering the team to evaluate a sample of defects after each iteration, they could calculate what percentage "escaped" the code review process. This measurement allowed the team to determine if doubling review time actually improved outcomes. If the escape rate remained at 30%, the investment wasn't helping. If it dropped to 20%, they could calculate a benefit ratio. This approach has been expanded to measure "escapes" in requirements, design, architecture, and other SDLC phases, enabling teams to consciously decide where improvement efforts would yield the greatest returns. Balancing Team Autonomy with Organizational Alignment "Our model focuses on giving teams many options on how to improve, not just one like from top-down improvements. We want to focus the teams on improving on what matters the most." Mooly contrasts his approach with traditional top-down improvement mandates, sharing a story from Microsoft where a VP mandated increasing unit test coverage from 70% to 80% across all teams regardless of their specific needs. Instead, his framework agrees on an overall definition of effectiveness while giving teams flexibility to choose their improvement path. Like athletes at different fitness levels, teams with lower effectiveness have many paths to improvement, while high-performing teams have fewer options. This creates a win-win scenario where teams define their own improvement strategy based on their context, while management can still see quantifiable progress in overall organizational effectiveness. Adapting to Different Industry Contexts "TIP: Keep the model of evaluation flexible enough to adapt to a team's context." While working across healthcare, automotive, and other industries, Mooly found that despite surface differences, all software teams face similar fundamental challenges throughout the development lifecycle. His effectiveness framework was born in the diverse Philips environment, where teams built everything from espresso machine firmware to hospital management systems and MRI scanners. The framework maintains flexibility by letting teams define what's critical in their specific context. For example, when measuring dynamic analysis, teams define which runtime components are most important to monitor. For teams releasing once every four years (like medical equipment), continuous integration means something very different than for teams deploying daily updates. The framework adapts to these realities while still providing meaningful measurements. Taking the First Step Toward Measured Improvement "Try to quantify the investment, by defining where to improve by how much. We encourage the team to measure effectiveness of whatever the practices are they need to improve." For leaders looking to implement a more measured approach to improvement, Mooly recommends starting by focusing teams on one simple question: how will we know if our improvement efforts are actually working? Rather than following trends or implementing changes without feedback mechanisms, establish concrete metrics that demonstrate progress and help calculate return on investment. The key insight is that most teams already value continuous improvement but struggle with prioritization and knowing when they've invested enough in one area. By creating a quantifiable framework, teams can make more conscious decisions about where to focus their limited improvement resources and demonstrate their progress to leadership in a language everyone understands. About Mooly Beeri Mooly Beeri is a software transformation expert with nearly 30 years of industry experience. As founder and CEO of BetterSoftware.dev , he developed a very practical and visual approach to visualize and measure the improvements in technology organizations like Microsoft, Phillips, and Aptiv. His data-driven approach helps organizations visualize and optimize their entire software development lifecycle through measurable improvements. You can link with Mooly Beeri on LinkedIn and visit Mooly Beeri’s website .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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BONUS The Power of Handwritten Letters for Leaders | Amy Daughters 36:31

15 päivää sitten36:31

36:31

BONUS: The Power of Handwritten Letters for Leaders With Amy Daughters In this BONUS episode, we explore the transformative power of handwritten letters with author Amy Daughters. In her book, Dear Dana , Amy shares her remarkable journey of reconnecting with hundreds of people through the lost art of letter writing and reveals how leaders can use this simple yet profound tool to build deeper connections, foster engagement, and create lasting impact in their organizations. The Genesis of a Letter-Writing Mission "I was minding my own business, just doing my thing, and I get on Facebook one day in 2014, very innocently, like we all do, and I had a memory of a friend that I'd worked with at a summer camp here in Texas 35 years ago." Amy's journey began with a simple Facebook search for an old camp friend named Dana. After reconnecting online, Amy discovered that Dana's young son was battling cancer. Initially just following their story from a distance, Amy felt compelled to start sending handwritten letters to Dana and her son during their hospital stays. When Dana's son tragically passed away at age 15, Amy continued writing to Dana, sending letters to her husband's law office despite feeling it might be irrational. Five months later, she received a ten-page handwritten response from Dana, sparking a two-year correspondence that changed both of their lives. This powerful connection ultimately inspired Amy to write letters to all 580 of her Facebook friends in a remarkable social experiment that transformed her perspective on human relationships. The Power of Human Connection "We were relating to each other as simple human beings. I didn't know how she voted, she didn't know how I voted... I didn't know what her religious views were. I didn't know what she thought about any kind of social issues." What began as a simple act of kindness evolved into a profound lesson in human connection. Amy describes how her letter-writing created a unique space where people could connect authentically without the filters and divisions of social media or modern digital communication. The letters fostered relationships based purely on shared humanity rather than political views, religious beliefs, or social stances. This experiment changed Amy herself as much as it impacted recipients, giving her a deeper appreciation for the unique individuals in her life and helping her see beyond labels to the person beneath. For leaders, this highlights how communication tools that prioritize personal connection can transcend workplace divisions and build genuine relationships. Creating Lasting Impact with Handwritten Notes "When someone receives a handwritten item from you, I'm going to immediately realize that you took the time and the effort. And the higher up on the food chain you are, it's even better to do this for me." The most common feedback Amy received from her letter recipients was that they would treasure her letters for life. Many even framed her notes or displayed them prominently in their workspaces. Amy explains that handwritten communication carries profound emotional weight in our digital age precisely because it's become so rare. When a leader takes the time to write a personal note, it signals to the recipient that they are genuinely valued and important enough to warrant the time, effort, and personal touch required. This simple act creates a lasting memento of appreciation that employees often preserve and display proudly. Amy observes that marketing companies spend significant resources attempting to mimic the impact of authentic handwritten communication, underscoring its unique power. The Two-Way Benefit of Letter Writing "The most changed person from all this was me. It changed who I was because I was grateful for all these people who showed up in my life... It made me look at everything in my life differently." Writing letters transforms not only the recipient but also the writer. Amy emphasizes that leaders who adopt this practice will experience personal growth and changed perspectives. The physical act of handwriting slows down thinking, creating space for reflection and deeper consideration that rapid digital communication doesn't allow. This meditative quality helps leaders appreciate team members more fully, connect with their own humanity, and approach relationships with greater empathy and gratitude. Amy found that writing letters made her look outward more thoughtfully and inward more honestly, providing benefits beyond what she initially expected. For leaders, this practice can become a valuable form of mindfulness that strengthens their emotional intelligence and relationship-building capacity. Vulnerability as Leadership Strength "The handwritten letter is an expression of vulnerability... Your handwriting is something that very few people see." In a business world that increasingly values authentic leadership, handwritten notes create a natural opportunity for vulnerability. Amy points out that sharing your imperfect handwriting - something rarely revealed in professional settings - is itself an act of openness. This vulnerability builds trust and demonstrates confidence, showing that you're secure enough to present your unfiltered self. Unlike polished digital communications, handwritten notes can't be perfected or edited, making them inherently more human and relatable. For leaders looking to create psychological safety on their teams and model healthy vulnerability, handwritten notes offer a meaningful and accessible approach that complements other leadership practices. Practical Steps for Leaders: Connecting With Your Team "Trust your human side... commit to one note a week, do it in the morning... it doesn't need to be long." Amy offers practical advice for leaders interested in implementing handwritten notes in their practice: Start with a manageable commitment of one note per week Write notes in the morning before the day gets busy Keep messages brief - even just 2-3 sincere sentences make an impact Don't overthink it or worry about perfect handwriting Use simple note cards rather than elaborate stationery Focus on being genuine rather than eloquent Write without expectation of response Oh, and here is a bonus tip: remember how hard it is to communicate the vision for a change or a product? Try doing it with hand-written notes, and see how that impacts your next big project! The most significant barrier is simply getting started. Amy encourages leaders to push through any initial discomfort, knowing that the impact of this simple practice far outweighs the minor effort required. About Amy Daughters Amy has a remarkable ability to inspire and connect with audiences, and her work centers around revitalizing human connections in our increasingly digital age. She achieves this by rekindling the age-old art of handwritten letters, infusing them with wit and humor to illuminate the path to profound connections, even in the unlikeliest corners. Her books, such as "Dear Dana" and "You Cannot Mess This Up," have touched the hearts of many, inspiring vulnerability and genuine kinship. Critical characteristics of great leaders. You can link with Amy Daughters on her website .…

Scrum Master Toolbox Podcast: Agile storytelling from the trenches

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Helping PO’s Move Beyond User Story Templates to True Customer Understanding | Anuj Ojha 19:00

16 päivää sitten19:00

19:00

Anuj Ojha: Helping PO’s Move Beyond User Story Templates to True Customer Understanding Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes . The Great Product Owner: The Vision Setter Who Empowers Teams In this segment, Anuj describes an exemplary Product Owner who mastered the art of inclusive product development. This PO excelled at bringing everyone together to discuss the product and potential solutions, while maintaining a clear focus on the vision and problem space. Rather than dictating solutions, they created an environment where team members could freely explore solutions while the PO remained available for questions and guidance. Their success came from building strong relationships with stakeholders and customers, and effectively using the Eisenhower matrix to prioritize work. The Bad Product Owner: The Requirements Translator Anuj discusses common anti-patterns he's observed in Product Owners, particularly those who may have previously been project managers. A crucial issue arises when POs create user stories without first understanding the customer and their journey with the product. Some POs become mere translators, rigidly adhering to story templates instead of truly understanding customer needs. The key to improvement lies in helping POs learn to engage directly with customers, focus on problem exploration rather than immediate solutions, and collaborate with the whole team in solution discussions. Self-reflection Question: How can you help your Product Owner move from being a requirements translator to becoming a true value maximizer? [The Scrum Master Toolbox Podcast Recommends] 🔥In the ruthless world of fintech, success isn’t just about innovation—it’s about coaching!🔥 Angela thought she was just there to coach a team. But now, she’s caught in the middle of a corporate espionage drama that could make or break the future of digital banking. Can she help the team regain their mojo and outwit their rivals, or will the competition crush their ambitions? As alliances shift and the pressure builds, one thing becomes clear: this isn’t just about the product—it’s about the people. 🚨 Will Angela’s coaching be enough? Find out in Shift: From Product to People—the gripping story of high-stakes innovation and corporate intrigue. Buy Now on Amazon [The Scrum Master Toolbox Podcast Recommends] About Anuj Ojha Anuj is the co-founder & Lead Consultant at Benzne Consulting. With more than a decade of consulting experience & setting up Agile environments. Anuj and his team partner with businesses to unlock their true potential and drive continuous growth. Anuj considers himself framework agnostic, purpose & data driven. You can link with Anuj Ojha on LinkedIn , or via his company’s website Benzne.com .…

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