Posts

Conversations with Leaders – Anne Carøe Hald

Anne Carøe Hald from Lunar bank in Copenhagen shares what TOGETHER means to her and how it impacts how she leads. It’s about doing what matters. She asks: what is it that you really want? As a leader, you need to have these conversations in order to achieve great results.

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Scaling Agile – Big Room Planning

Scaled Planning Scaled planning, including slicing and master planning, is a pragmatic approach to help you with your scaled planning challenges. Scaled planning uses the organization’s overall strategic objectives (the target in the middle of the illustration) as the starting point, and from there involves four levels of planning: Slicing Master planning Big room planning […]

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Scaling Agile – Master Planning Together

Scaled planning, including slicing and master planning, is a pragmatic approach to help you with your scaled planning challenges. Scaled planning uses the organization’s overall Strategic objectives (the target in the middle of the illustration) as the starting point, and from there involves four levels of planning: Slicing Master planning Big room planning Sprint planning […]

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Scaling Agile – Slice and Understand Together

Getting started The only right way to start a new development effort is to get slicing and a common understanding in place – and it is very difficult to do. Perhaps you might think you have it in place, and then you start planning and developing, and find out that actually you did not have […]

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Scaling Agile – a Real Story

Scaled Planning Scaled Planning, including slicing and master planning, is a pragmatic approach to help you with your scaled planning challenges. Scaled planning uses the organization’s overall strategic objectives (the target in the middle of the illustration) as the starting point, and from there involves four levels of planning: Slicing Master planning Big room planning […]

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Put the Feedback back into “Demo & Feedback”

Rename your “sprint review” or “iteration review” to demo & feedback, to emphasize that the purpose is to get feedback. Without feedback, we’re blindfolded in our attempt to follow the value and build something that will delight our customers. Demos are not Q&A sessions where every comment or doubt is handled like a question, answered and then forgotten. Instead, be curious and try to understand what’s behind the comments and questions. Nudge your customers to touch and feel your product during demo sessions, and make it very clear that you really, really want their feedback. Never challenge or diminish your customers’ thoughts and ideas during feedback sessions. The time for assessing and prioritizing is AFTER the feedback session, not DURING the feedback session.

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Introduction to Intent-based Leadership

Jenni‘s introduction to Intent-based Leadership from the Agile Breakfast is now available to watch in full with subtitles

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Conversations with Leaders: L. David Marquet

David shares an early mistake he made as a U.S. Navy submarine captain. “Don’t assume everyone has the same picture…That’s not enough. You’ve got to do it TOGETHER.”

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Conversations with Leaders: Nicolai Porsbo

Build trust to breakdown silos by: being curious, seeing others’ perspectives & experimenting to do things differently TOGETHER.

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Conversations with Leaders: Tommy Leoni, Codan

Keeping close connections with employees in the time of COVID. How Tommy and his team at Codan Forsikring in Copenhagen create greater understanding TOGETHER.

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End Meeting Hell: Part 3

Not taking time to Understand Together leads to confusion, frustration, and lots of wasted time. You can end meeting hell TOGETHER.

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End Meeting Hell: Part 2

More consequences of command & control behavior blocking the ability to get great things done. You can end meeting hell TOGETHER!

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End Meeting Hell – Part 1

Look familiar? End this meeting hell by involving & engaging, and understanding together to create ownership.

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How David Marquet sees the world improving TOGETHER

Best-selling author L. David Marquet shares a story about the “not always sexy but important work” of understanding together and how it leads to getting great things done.

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Conversations with Leaders: Jørn Overgaard Christiansen

One of the characteristics of great leaders is vulnerability. Nordea’s Jørn Overgaard Christiansen shares lessons learned about the importance of empathy in working together.

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Conversations with Leaders: Trine Hardy, CitizenM

Solving stressful challenges together. How CitizenM Copenhagen’s staff uses feedback to learn and move forward TOGETHER.

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Conversations with Leaders: Anders Sabra

Learn what being together with the right people means from the perspective of a racing boat skipper, and lessons to take into leading at every level in your organization.

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“Flirting” With Your Customers

All over the world, there are classes that teach people how to flirt. A German university even requires their IT engineers take a flirting class—not to attract a partner, but to learn how to interact more effectively in the workplace. While it may sound “light” at first glance, flirting means connecting with others, and connecting is the key to good communication. That is what the first principal of the Agile Manifesto: individuals and interactions over processes and tools is all about.

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Conversations with Leaders – Ida Marie Bjerre Jepsen

Meet Ida, the head of ReDI School in Copenhagen, a non-profit technical school. ReDi School provides women with refugee and migrant backgrounds valuable digital skills, as well as a strong network of fellow students, volunteers and alumni to gain new social and professional opportunities.

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Our Agile evolution, and then the revolution

There’s a lot we’ve learned in all the years we’ve been working with organizations looking to deliver value to their customers faster, adjust more quickly to market changes, and have happier employees. Discovering Agile methodologies: XP, DSDM, Crystal, and Scrum changed our lives.

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The Neuroscience of Agile Leadership

We know from experience that Agile works to increase people’s motivation, joy of work, and effectiveness. But why, from a brain perspective, do things like having the overview, influence, autonomy and certainty work to make us feel more rewarded at work? How do we help ourselves and and the people around us adapt better to change?

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Communicate Business Value to Your Stakeholders

I’ll let you in on a secret: I don’t care what letter you put in front of ”DD.” I don’t care so much about how code is written or the ins-and-outs of software development. It’s not because I don’t realize how incredibly important it is – it’s because what I care most about is the value delivered.

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How do our brains react to feedback?

Did you know that research shows that giving unsolicited feedback doesn’t work? People go on the defensive and improvements don’t happen. Watch & learn what to do instead.

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You can’t empower people

There are so many KPIs that talk about “empowerment.” Empowering people means that you have the power! Watch our talk about how leaders can create an environment where people feel empowered, rather than depending on you to empower them.

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Make SAFe™ work -with Scaled planning

Why is it that figuring out what to focus on in the PI/Big Room Planning sessions is always difficult? In this video, we explain what it takes to make SAFe work with Slicing and Master Planning. This is how to make SAFe work – with Scaled Planning

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The Magic of Organizing around Customer Journeys

Did you know that Amazon can deliver your package in 30 minutes? In contrast, most banks take weeks to deliver a simple loan or service. Why? Because Amazon is organized around customer journeys.

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Together – take advantage of how we’re wired to get results

There’s a lot of togetherness in today’s agile organizations. Working together does bring results. Did you know, though, that seeking social connections are things we humans do naturally? Our brains are wired to connect. Take advantage of this and you’ll more easily delight your coworkers, customers and stakeholders every day

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Stress, Performance & Motivation

Help your people reduce stress and increase performance. Leaders who support and encourage their people, especially in times of stress, have higher performing organizations. Learn more about how stress impacts our performance — and what we can do about it.

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A simple hack to remove impediments

How do we get things done faster? Simple tools can make the biggest impact on our work environment. Use this impediment busting tool to get over the hurdles in the workplace that keep your team from doing their best work. This is one way leaders can fix the environment for their people. Watch this simple […]

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Learn more about how to work with Intent-Based Leadership®

Our old ideas of good leadership is where the leader knows all, tells all and is always in control. It’s difficult for us to change because those old habits are hardwired in our brains! Intent-Based Leadership ® offers a way for us to rewire – to give control, trust, and learn to be okay with not having all the answers.

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How do you support and encourage people through change?

To help people get through the pain of change, be available for your team members, and transparent in how you share information. Watch Jenni’s Leadership Nudge on why leaders must support and encourage people through change.

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Follow the value – know enough to get going

Chunking work into shorter complete cycles by scheduling a pause gives us a chance to reflect on the completed work and decide on the next step. The added benefit of many completes within the scope of a project allows for improvements to take place.

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