I was working with a client the other day and was asked how we attract such great talent to our projects. “Steve, you always seem to have the motivated team, the stars… that makes delivery easy”
Whilst attracting bright talent is a focus of mine (who doesn’t want to work with bright people?), we work hard at it, we also work hard at keeping them and maintaining the motivation.
Our underlying philosophy is pretty simple and is broken down into three points that anyone can use.
- How do you make your team members wake up in the morning with a sense of purpose?
- You can’t manage people. You manage tasks and inspire people to achieve those tasks. How do you inspire?
- How do you ensure your team members go home with a sense of achievement?
These three questions are answered at the start of every engagement and to ensure they remain efficient, are built into our retrospectives, which are held every two weeks. The team are heavily engaged, we spend a lot of time talking about these points and adjusting team culture and actions to ensure we deliver on them.
Take these questions to your team and see what answers you get. How can you implement them, and more importantly, how do you maintain them?
Great people are the result of inspired people.
Hope that helps.
The other morning I was a guest presenter (I really don’t like that word… I interacted with people) at a breakfast with Deloitte in Brisbane. The topic was, agile, how I’ve implemented it and the results achieved at my latest client.
Half way through this session I chuckled to myself and coined the phrase ‘dirty agile’ – agile from the trenches. Since then I have received a lot of interest in dirty agile.
The term dirty agile reflects scrum after many retrospectives. The flavor of agile that we now run throughout this program can be clearly traced back to the manifesto principles and you can see its roots are in SCRUM, however it fits the organisation, their risk tolerance and low project maturity very well.
Jeff Sutherland – the founder of SCRUM explains that SCRUM is ‘onboarding for agile’. It is a set of ‘rules’ to get you going, it is not Continue reading Dirty Agile
Over the past 25 years of delivering solutions in multiple countries and multiple organisations I have never had the support from exec like I do from my current client. From the board, to the CEO to the executive directors, to the business… we are backed and supported.
This stacks the odds of makes top down, bottom up change, success heavily in our favor.
It is common for the CEO to walk into the program room, sit down with me and ask Continue reading Executive support is mandatory for agile