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Agile
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Leadership Maturity Matrix

One way to judge someone’s leadership maturity is based on the maturity they show in taking responsibility and the maturity they show in engaging others, be they subordinates, superiors, peers, customers, vendors or others.  Adapting a Control/Responsibility Matrix presented by Seth Godin[1], we’ll present our “Leadership Maturity Matrix,” identifying four different leadership personas, representing different...
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Intellectual Laziness, Data, Baseball and Agile Leadership

Based on over 4-decades of observational research, I can confidently assert that intellectual laziness is an all-too-common leadership fail. It is a myth that managers manage by the numbers.  So many leaders that I’ve observed in action simply were not skilled thinkers, having little understanding of data, statistical methods, empirical analysis, and probabilistic decision-making.  In...
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Institutional Racism – Sustaining Change

The Tipping Point We’ve seen many articles recently about how our society is finally demanding change related to racial bias in policing.  We are seeing reforms proposed at local, state and national levels.  Some of these proposals are small and incremental in nature while others are radical transformations.  As is typical in change efforts, these...
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Servant Leadership in Action – Straight from Hell

One of the concepts that core to achieving agility is “Servant Leadership”.  There are many places that one can read about the concept, its precepts and how it can best be effectively practiced in the modern organization. The purpose of this brief blog post is to simply highlight a recent example of “Servant Leadership” within...
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Organizational Agility: Performance Management

In an earlier post, I talked about Job Descriptions and Roles.  In another, I talked about Vertical Hierarchy and Titles.  It’s time to talk about Performance Management. One of the most hated systems in many organizations is the performance review system. Every few years the griping will rise to a level where the Talent Management...
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Organizational Agility: Vertical Hierarchy & Titles

In an earlier post I talked about defining every position in the context five roles:  Producer; Talent & Resource Manager; Innovator & Entrepreneur; Personal & Team Developer; and Friend & Citizen.  In this post I argue for limitations on vertical hierarchy. I think most organizations currently have too many levels of vertical distinction.  In non-management...
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Organizational Agility: Job Descriptions & Roles

I hate most job descriptions; I find them unnecessarily complicated and overly sophisticated. In any organization that is growing and expanding, they are meaningless anyway because they can’t keep up with the rate of change. If you have a job description that says what you actually do, then you are probably part of a nice...
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You Aren’t Entitled, But You Can Be Agile

I don’t care if the customers your organization serves are external ones who pay real money or internal ones who pay funny money. If you believe you’re entitled to their business, your organization is already in an era of decay and decline. The Competition of Today vs. the Competition of Yesterday There was a time...
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The 8 Necessary Values of an Agile Leader

It is now the task of every corporation to examine its own culture, not merely for the sake of its competitive position, although that should be reason enough, but because it is the culture of our business corporations that will determine the future wealth of our nation. – Lawrence M. Miller The topics of “Agile...
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A Heritage Created by People with Brains, Heart & Guts

The principles, values and core beliefs of the Agile Manifesto have been around since Moby Dick was a minnow. Over the years, they’ve been successfully employed by motivated and enlightened leaders in a wide variety of industries—a heritage created by people with brains, heart and guts. Agile: Traced Back to Post-WWII Japan Contrary to common...
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