It’s usually either efficiency or wellbeing that we try to measure in a team. But what if I told you they only seem independent in the short term? In the long run, they affect each other and your chances of success. If you put efficiency and wellbeing on axes, your team will fall into one of four states. It might be something you’ve felt for a while, but haven’t clearly seen — until now.
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Does your team need a manager? Why leadership still matters — even in flat, autonomous teams.
Continue readingIf you want to kick off innovation in your team AND you care about practical real-life doable things, not a theory, this post is for you.
ICE scoring is a simple, rough, and fairly good method for quickly prioritizing without focused, comprehensive analysis.
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You’ve probably heard this phrase or the so-called first rule of programming: “If it works don’t touch it”. I believe there is something about this joke, at least to the point that you shouldn’t change for the sake of change. And when you decide to change something you clearly understand why and what you want to achieve.
If you simply ask yourself these four questions you can ensure you are good to go with your change management program:
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That’s something I regularly encounter when a manager needs to improve a process, fix something that doesn’t work and so on. A number of times it starts with “first we need to” and follows by anything that means obtaining additional resources: hiring a new team, ordering the services of a consultant, buying an expensive training course, renting a new office, subscribing to a new software etc. Of course, at some level, these options are excellent, although they are hardly the best place to start.
Why do managers, and especially beginners, tend to opt for these additional resources from the very beginning in a change management process? Because it seems easier than working with existing resources. Sometimes it is easier in fact and sometimes not, but almost always more expensive in the short run.
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