by Nick Adams | Mar 31, 2023 | Blog, leadership, Management, Product Management
As a Product Leader, I see so many opportunities for translating Agile Scrum methodologies to leadership in non-development departments. Let’s explore how product management principles can be applied to effectively lead teams and improve performance and morale across non-development departments such as implementation, support, and sales.
Agile Scrum rituals are designed to promote transparency, collaboration, and continuous improvement. These principles can be applied beyond software development to help teams in other departments work more efficiently and effectively. Let’s take a look at how Agile Scrum rituals can be translated to leadership in non-development departments. The overall goal is to make incremental progress allowing your teams to pivot quickly and iterate in real-time. It allows for long-term planning with short-term check-ins creating more available time for teams to work and reducing the overall communication gaps and meeting overload.
Daily Stand-up Meetings
The daily stand-up meeting is an Agile Scrum ritual where team members share updates on their progress and plan their work for the day. In non-development departments, this ritual can be adapted to have a daily check-in where team members share their priorities and any blockers they may have. This can help promote transparency and accountability among team members, as well as identify any issues that need to be addressed. The true goal of the daily standup is to allow a specified time (typically morning) for you as the leader to check-in with your team. Provide any pertinent updates but ultimately hear from each member of the team on what they did yesterday, what they’re doing today, and where they have any blockers. This meeting is specifically to clear blockers and allow the team more time to focus on priorities then provide updates throughout the day.
Sprint Planning
Sprint planning meetings are where the team plans their work for the upcoming sprint. A sprint is a specified time-boxed period where a definable chunk of work is committed to. In traditional product management teams, this is typically a week or two weeks. The team measures their total capacity and plans work based on the capacity. The goal is to complete all work that is scheduled within that sprint. One or two-week sprints allow teams to pivot and adjust throughout a quarter depending on team size and efficiency. Let’s look at a non-development group like an implementation or sales org. You may have a backlog of tickets or a number of sales calls that are required to be made. The bandwidth your team has defines their throughput and by massaging your capacity in two-week increments you can also project much farther into the future and provide more accurate, real-time reporting to your leadership groups.
Sprint Retrospectives
Sprint retrospective meetings are where the team reflects on their work from the previous sprint and identifies areas for improvement. In non-development departments, this can work very much the same. A regular retrospective meeting is held at the end of a sprint where the team reflects on their performance and identifies ways to improve. This can help promote a culture of continuous improvement and innovation, as well as boost team morale by providing an opportunity for feedback and recognition.
One of the keys to success with retrospectives is allowing everyone to be open, honest, and transparent. This is not a finger-pointing exercise but a way to calmly address issues within the team in order to operate more cohesively. Retrospectives are a great opportunity to recognize team members who went above and beyond. It’s a way to grow camaraderie within your team. Doing this on a regular basis can improve your team’s micro-culture and create better working relationships.
Product Backlog Grooming
The product backlog is a prioritized list of work items that the team needs to complete. In product and development orgs this is typically small definable chunks of work that can be completed in two weeks or less (depending on how long your sprints are). The product backlog consists of any and all asks of the product team that needs to be reviewed, groomed (broken down into details), and prioritized against your roadmap and other unplanned work.
In non-development departments, this concept remains the same but the execution may be slightly different. Let’s look at an example. A typical support queue has more work then the team can ever accomplish. Many times these tickets or support requests have SLAs attached to them. Grooming can be a hugely beneficial exercise because it forces a review of the backlog. This grooming allows you to close tickets that are no longer an issue, review tickets against others for priority, and manage your SLA’s better. This can also signal to customer-facing teams where in the workflow their customer’s requests are at.
At the end of the day, the team size and bandwidth are relatively consistent. By regularly reviewing your backlog you can make smarter decisions and ensure none of your high-priority support requests go unanswered.
Sprint Review Meetings
Sprint review meetings are where the team showcases their work from the previous sprint and receives feedback from stakeholders. In non-development departments, this can be adapted to have a regular review meeting where the team showcases their accomplishments and receives feedback from their peers and managers. This can help promote transparency and collaboration, as well as provide an opportunity for recognition and feedback. Most often there is a “thing” being tracked. In an implementation, it can be X number of setups per sprint. In sales it could be did we hit the call quota or meeting quota for the given sprint. These are typically tracked in dashboards providing metrics. While sales quotas and performance dashboards are not directly related to product management principles the cadence is. By shortening the review time you can make better decisions and target problem areas before they get too big.
Agile Scrum methodologies translated to leadership in non-development departments can help promote transparency, collaboration, and continuous improvement. By adapting Agile Scrum rituals to fit the unique needs of non-development departments, leaders can help improve team performance and morale while shortening the cycle time for adjustments and coordination. By focusing on these principles, leaders can help create a culture of innovation and success in their organizations while minimizing stress and providing better visibility to the rest of the business.
by Nick Adams | Mar 29, 2023 | leadership, Management
As a professional and personal coach specializing in Ontological learning recently, I encounter clients who are facing symptoms of the current economic downturn and companies that are more focused on their bottom line than the health and productivity of their employees. In such situations, it is common for people to feel disengaged, unmotivated, and even tempted to quit their job. This is where the concept of “quiet quitting” comes in.
What is Quiet Quitting?
Quiet quitting is a term used to describe employees who remain in their jobs but have mentally checked out. They have lost their passion for their work and feel disengaged from their team and the company as a whole. These employees are not actively looking for a new job, but they are not contributing their best either.
Quiet quitting can have a significant impact on the productivity and success of a company. It can lead to decreased morale, increased turnover rates, and ultimately, a loss of revenue. Therefore, it is important for leaders to recognize the signs of quiet quitting and take action to re-engage their team.
Strategies for Combating Quiet Quitting
Here are some strategies to re-engage your team during economic downturns and when your company is more focused on the bottom line:
- Foster a positive work environment:
Employees who feel valued, supported, and heard are more likely to be engaged and motivated. Encourage open communication, provide opportunities for growth and development, and recognize and reward employees for their hard work.
- Connect with your team:
As a leader, it is essential to connect with your team on a personal level. Take the time to get to know your employees, their strengths and weaknesses, and their aspirations. This can help you understand what motivates them and how to create a work environment that fosters engagement and productivity.
- Provide clear expectations:
Employees who know what is expected of them are more likely to be engaged and motivated. Be clear about your expectations for your team and provide them with the necessary resources and support to achieve their goals.
- Create opportunities for feedback:
Encourage your team to provide feedback on their work, the company, and their overall job satisfaction. This can help you identify areas for improvement and create a work environment that is more conducive to engagement and productivity.
Quiet quitting is a real phenomenon that can have a significant impact on the success of a company. As a leader, it is essential to recognize the signs of quiet quitting and take action to re-engage your team. By fostering a positive work environment, connecting with your team, providing clear expectations, and creating opportunities for feedback, you can create a culture of engagement and productivity that benefits everyone involved.
by Nick Adams | Mar 27, 2023 | leadership, Personal Growth, Product Management
In my professional career, I’ve spent close to 20 years as a Product leader for a number of organizations and during that time I could not help but see how beautifully agile product management principles could be applied to our own personal lives. In fact, agile methodologies pair well with how we learn and adapt ontologically. It fosters solid introspection and an emphasis on personal responsibility and personal growth.
Agile methodologies have gained widespread recognition for their role in streamlining product management, improving collaboration, and increasing adaptability to change. However, many of the principles that make Agile successful in product management can also be applied to our everyday interactions with people in life. By embracing Agile concepts, we can improve communication, foster stronger relationships, and navigate our personal lives with ease and adaptability. This article will explore how to apply Agile methodologies to personal interactions and the benefits of doing so.
Embrace Iterative Communication
Agile methodologies emphasize iterative communication as a means to adapt and improve rapidly. In personal interactions, it’s essential to maintain open lines of communication and continually reassess the effectiveness of your conversations. By being receptive to feedback and refining your communication strategies, you can better understand others and respond to their needs.
Prioritize Active Listening
Active listening is a critical component of Agile communication, all communication really. When engaging with others, pay close attention to their words, emotions, and body language. Don’t just wait for your turn to speak; genuinely attempt to understand the other person’s perspective. This approach will not only help you avoid miscommunication but also foster trust and respect in your relationships.
Be Adaptable and Embrace Change
Agile methodologies thrive on adaptability and the ability to embrace change. In personal interactions, be prepared to adjust your approach or plans when new information arises. By being flexible and open-minded, you’ll be better equipped to handle the unexpected and maintain strong relationships even in the face of change.
Foster a Collaborative Mindset
In Agile product management, collaboration is key. Similarly, building strong relationships in your personal life requires a willingness to work together, share ideas, and support one another. Encourage open dialogue, brainstorm solutions together, and value the unique perspectives each person brings to the table.
Set Clear Goals and Expectations
Agile methodologies emphasize the importance of setting clear goals and expectations to guide decision-making and ensure alignment. When interacting with others, establish shared goals and clarify expectations upfront. This approach will prevent misunderstandings and keep everyone on the same page.
Reflect and Improve
Agile teams often hold regular retrospectives to review progress and identify areas for improvement. In your personal life, take time to reflect on your interactions and consider what you could do better. By continually learning from your experiences, you’ll be able to develop more effective communication strategies and build stronger relationships.
Applying Agile methodologies to your everyday interactions can lead to more effective communication, stronger relationships, and a greater ability to navigate change. By embracing iterative communication, active listening, adaptability, collaboration, clear goal-setting, and regular reflection, you can bring the benefits of Agile product management to your personal life. As you practice these principles, you’ll not only improve your interpersonal skills but also foster a more supportive, understanding, and adaptable approach to life.
by Nick Adams | Mar 25, 2023 | leadership, Personal Growth
Laying off team members is never easy, but it’s a reality that many companies face. If you’re in a management position, you may find yourself in the difficult position of having to lay off team members due to a reduction in force decision made above you by the company. While this can be an emotionally challenging task, there are ways to approach it with compassion and professionalism.
Here are some tips for carrying yourself when being forced to lay off a team member:
Be transparent and honest:
It’s important to be clear with your team member about the reason for the layoff. Let them know that it’s not a reflection of their performance, but rather a business decision.
Be respectful:
Treat your team member with respect and dignity throughout the process. This can be an emotional time for them, so it’s important to listen to their concerns and provide support where possible.
Provide resources:
Offer resources to help your team member through this difficult time, such as severance packages or job placement services. This shows that you care about their well-being and are committed to helping them transition to their next opportunity.
Maintain confidentiality:
It’s important to keep the details of the layoff confidential to respect your team member’s privacy. Only share information on a need-to-know basis.
Follow up:
After the layoff, follow up with your team member to check on their well-being and offer support. This can help to maintain a positive relationship and ease any negative feelings.
It’s important to remember that layoffs can be a difficult and emotional process for everyone involved. By approaching the situation with compassion and professionalism, you can help to ease the transition for your team member and maintain a positive relationship moving forward.
Remember, you’re not alone in this process. Reach out to HR or other resources within your company for support and guidance, and approach the situation with empathy and understanding.
by Nick Adams | Mar 22, 2023 | Personal Growth
As a leader, it is your responsibility to guide your team through challenging times, including economic downturns and recessions. During these periods, your team may be faced with uncertainty, fear, and stress, which can have a significant impact on morale and productivity. However, with the right strategies and mindset, you can help your team navigate through these challenges and emerge stronger on the other side.
Here are some actionable tips for leading positively during a recession in the workplace:
Communicate transparently and frequently
During a recession, it is essential to communicate transparently and frequently with your team. Be honest about the challenges facing the organization, but also provide a sense of hope and optimism. Encourage your team to ask questions and share their concerns, and be sure to address them promptly and honestly.
Focus on employee well-being
During a recession, it’s easy to get caught up in the bottom line and forget about your employees’ well-being. However, taking care of your employees is crucial for maintaining morale and productivity. Check-in with your team regularly, and offer support and resources to help them manage stress and anxiety.
Create a sense of purpose
During challenging times, it’s more important than ever to create a sense of purpose for your team. Help your employees understand how their work contributes to the organization’s mission, and provide opportunities for them to feel valued and recognized for their contributions.
Encourage innovation and creativity
Recessions can be an excellent time for innovation and creativity. Encourage your team to think outside the box and find new solutions to problems. Provide opportunities for brainstorming and collaboration, and celebrate successes along the way.
Lead by example
Finally, it’s essential to lead by example during a recession. Maintain a positive attitude, and be willing to roll up your sleeves and help out where needed. Show your team that you are committed to weathering the storm together and that you have confidence in their abilities to overcome challenges.
By following these strategies, you can lead your team through a recession with positivity and resilience. Remember, challenges are an opportunity for growth and innovation, and by working together, you can emerge stronger on the other side.
