The basic Kanban board

This is the basic Kanban board.

It’s a pull system. You populate everything that you can possibly think of (as of now) of what you or your team want to do in the Backlog. From the Backlog you pull items that you want to take care of in the near term (e.g. this week) into the To Do column. Anything that you are currently working on goes into the WIP (work-in-progress) column. Finished worked is moved into the Done column.

You can build a Kanban board for just yourself, or for your team. …


https://agile-od.com/lean-agile/remote-and-hybrid-teamwork-success-asynchronous-communication-is-the-key

Addressing the “Always On” Fatigue of Remote and Hybrid Working with Asynchronous Communication

“I miss working in the office, at least I was able to clock-off and mind my own business at the end of the day. But this last year of remote working, there’s been no boundaries between work and private life when working from home. I feel always on and so tired.”

“But now that hybrid working is kicking in, I am scared that this always on way of working is here to stay. Even on days we go in office, there won’t be that good’ol feeling of clocking-off work anymore… Always on…”

While surveys show that employees generally welcome remote…


https://agile-od.com/lean-agile/separating-thinking-doing-time-blue-red-work

David Marquet’s “Blue & Red Work”

David Marquet is the former US submarine commander that you may have read his book “Turn the Ship Around!” and his famous video on “intent-based leadership,” which is his take on how to transform a passive team of instruction followers into critical thinkers and autonomous decision makers.

In his second book “Leadership is Language“, Marquet introduces an easy to remember “blue and red work” concept to highlight the importance of separating thinking time and doing time in both individual work and teamwork.

Red Work: Doing Time

We continue to be haunted by the ghosts of Taylorism (“Scientific Management,” 1911), and the decades of…


https://agile-od.com/reflective-leadership/team-alignment-what-so-what-now-what-1-2-4-all

The situation is volatile, uncertain, complex, ambiguous, overwhelming (VUCA”O”). We have an immediate, mission critical challenge to tackle. We need team alignment, and as leader I am tempted to exercise strong command — I am thinking “Now’s not the time for democracy.” Afterall, when push comes to shove, a leader has to do what’s right, right?

Maybe, maybe not. Command perhaps yes, but control, probably not. It’s all about the context. Commanding can be a leadership style, but commanding only in the leader’s context is control. If it is in the team’s context, i.e. there is alignment and shared ownership…


https://agile-od.com/reflective-leadership/understanding-the-science-of-motivation-for-leading-with-inspiration-and-purpose

Transcript

How do we lead with inspiration and purpose? It’s a good question and every leader’s struggle.

You want your people to share your vision and enthusiasm of pursuing a common goal, and you wish them to each own that purpose so that you don’t have to keep on telling them what to do.

It’s a question that is closely tied with the endeavour to build self-organized, autonomous teams.

Instructive leadership has its limits, but it is after all practical. Don’t we all have experiences where we try motivating and inspiring our people by sharing the vision and purpose of…


Dear Eli, Frankie and team, thanks for the follow-up questions to our group coaching session on “Aristotle’s Influence Model”. What is the difference between influencing and manipulation? How do we influence without sounding like we’re being manipulative? Very valid questions.


Dear Aurel, Bao, Claudio and others, thanks for responding to my “Authentic Conversations and the Art of Feedbacking” video post and posing the essential, genesis question “What is an authentic conversation?”

If I give you the answer it’s no longer authentic — real and true to you — so you’re going to have to figure it out on your own. Jk, rhetoric aside, I’d be happy to share my thoughts.

There was also a related question, “Are directional talks wrong entirely?” Let me combine the answers.

The measurement is trust. An authentic conversation is a mutual attempt to be honest…


https://agile-od.com/reflective-leadership/authentic-conversations-and-the-art-of-feedbacking

Transcript

Why is it so hard to have an authentic conversation? The type of conversation that you feel safe, comfortable, connected with the other person and even if it’s a tough topic, there’s mutual respect and willingness to come to a shared understanding. Either it is in a personal or business situation, wouldn’t it be great if every conversation can be deeply engaging and meaningful like this…

Usually there’s power at play in uncomfortable conversations. If you’re the initiator of the conversation, check-in with yourself if the conversation is becoming directional talk, rather than a dialogue. Obviously you’ll want to…


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Watch the Design Thinking primer

Take the Scrum Crash Course

Practice Rapid Design Thinking

Transcript

Hi, I’m Coach Takeshi. As some of you may have already read from my 2018 viral article, I am a big fan of the hybrid practice of Design Thinking plus Agile Scrum. In this video I’d like to explain why.

https://medium.com/r/?url=https%3A%2F%2Fwww.linkedin.com%2Fpulse%2Ftry-design-thinking-scrum-powerful-hybrid-agile-approach-yoshida%2F

In doing so, first, I’d like to take us back to remind ourselves why we do agile.

1911, Taylorism and the history changing success of the Ford Model T factory. Scientific Management all the way to Waterfall project management — they…

Takeshi Yoshida

Tribe chief @agile-od.com — team coaching & change management experts

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