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Becoming a Charismatic Leader Charismatic leaders can accomplish some things that may be more difficult for leaders who aren’t charismatic: They can sell the vision in a way that makes people buy into the possibilities. They can inspire people to do their best and thereby achieve results that other leadership styles can’t do as readily. |
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Recognizing and Reversing a Culture of Blame A culture of blame is one in which people are reluctant to accept responsibility for things that go wrong. Finger-pointing becomes an automatic response. It's nearly impossible for one person to reverse a culture of blame alone, but it is possible to demonstrate on a small scale what appropriate behavior looks like. |
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The Dangers of Underplanning in Your Agile Projects Agile coaches often stress the importance of not overplanning because work is later changed or never done at all. But consequently, many teams then fall victim to underplanning and aren't equipped for a successful project. Here are some planning activities that are critical to do before your sprints start. |
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How Do We Land This Thing? Planning for Go-Live and Beyond Some project managers have little experience bringing a project in for a landing, so they can be dismayed or just blindsided by organizational change needs and stakeholders’ expectations at delivery. Here is a checklist of some commonly forgotten items to address when a project goes live, so be sure to plan for them. |
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Handling the Emotional Turmoil of Organizational Change Chaos, confusion, and emotional turmoil are not unusual during major organizational change. Nevertheless, even people at the top sometimes minimize the impact of the change on employees—and on themselves. Worse, they sometimes do so dismissively. It's important not to underestimate the challenge of managing change. |
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During Times of Major Change, Keep People Informed During times of major change, readily available information can help reduce the fears of those affected about what it means for them. If you’re involved in implementing change, it’s wise to keep people informed—not just about the change itself, but also about its impact on processes, responsibilities, and expectations. |
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The Manager’s Role on a Self-Organizing Agile Team Scrum and other agile methods focus on team roles and dynamics, and because of the emphasis on self-organizing teams, there’s sometimes a misconception that there’s no need for a manager. In reality, good people management can help an agile team thrive—the manager just has to know how to empower the team. |
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Interface Grief: Is It Agile, or Just Bad Software Engineering? There are people who will use "being agile" to justify software engineering practices that could be perceived as lazy or even bad. The specifications are going to change, they say, so it would be a waste to engineer more to begin with than the minimum viable product. What's expediency and what's just poor practice? |
