Trust might seem like a nebulous thing, but it’s based on very concrete things. Some time ago I was lucky enough to be part of a workshop run by Laurence Wood, discussing this issue of trust with some senior executives. I’ve always been struck by Laurence’s thoughtfulness and his deep concern for people’s needs, and … Continue reading
Having worked as both a team manager and a consultant, I find there is a common balancing act when introducing people to a new approach or idea, such as setting up a particular process. On the one hand I tend to have a good idea about what I want to achieve and what it should … Continue reading
In a discussion the other day about measuring the effectiveness of developers I looked for a document I’d written a while back for exactly that purpose. But when I opened it up I found that it wasn’t the document I thought it was. I expected something that would help the reader, as a manager, assess … Continue reading
I often hear about organisations that have tried to implement change and it’s not gone well. Sometimes those are organisations in which I’m working. Here, “not gone well” means the change has had to be halted or scaled back significantly, because of some kind of push-back. Maybe key senior stakeholders have prevented certain things happening. … Continue reading
Very technical roles require very technical skills. Information security experts, software developers, architects and others all need specialist skills as a baseline. But in general those people (like so many others) don’t work alone, and it’s important that their work meshes with others. If we treat our staff like cogs in a machine then that … Continue reading
Some people are often advised to not solutionise—that is, don’t jump to conclusions about how to solve a problem. Instead they are urged to make sure they understand the problem properly; defining the solution comes later, possibly from or with other people. In one organisation where I worked various representatives from around the business would … Continue reading
Last week I caught up with the enlightening Morten Elvang, who introduced me to a powerful metaphor: the black market in common sense. Morten describes this as a “shadow organisation”, an organisation within an organisation, populated by people who are working round the system in order to get their work done. Perhaps you’ve seen organisations … Continue reading
Visualising data is good, but then looking behind the visualisation is even better. This became apparent to me recently reading a fun piece of research by Justin Matejka and George Fitzmaurice: An effective (and often used) tool used to demonstrate that visualizing your data is in fact important is Anscome’s Quartet. Developed by F.J. Anscombe … Continue reading
One of the most entertaining sessions at last months’s Agile in the City: Birmingham was from Martin Burns, discussing teams in relation to performing music. And of all the points he made, the simplest and most compelling to me was the distinction between teams and crews. The dynamics of a team, he said, changed significantly … Continue reading
Measurement might sound like it’s some kind of objective process, but that’s not always the case. Last week I asked the audience at Agile in the City: Birmingham to “Quantify Your Goals”. As part of that I showed how on one of the programmes at ONS we assessed progress against a goal simply by asking … Continue reading
