Professional
"What would we do without Roberto?" They say it in every meeting as a compliment. And you, who have been here for four years, start to suspect that it's actually a symptom.
Professional
Three lateral thinking techniques for solving problems in agile. Stop seeing what you expect and discover what is really happening.
Professional
Have you ever been in a meeting and felt the blame being pushed onto you for some mistake? That habit of pointing fingers has a name: blame culture (blame culture).
Informative
Comments like "we do this because I say so" may sound outdated, but they keep showing up in subtler forms. This can be associated with the type of leadership Goleman called coercive. Yet, can it really be considered leadership in today's context?
Informative
Agile teams talk about evidence, but they often decide based on their own biases. What if the biggest source of anti-agility were in the mind, not in the process?
Professional
If you can't measure it, you can't manage it. Can this phrase apply to trust? Discover the four key steps proposed by John Blakey to turn trust into a rigorous and manageable metric.
Informative
Several companies are trying to eliminate almost all internal meetings. The idea promises efficiency and fewer interruptions, but… at what cost?
Professional
Management only sees symptoms. Agile leadership diagnoses the root cause. If your company constantly gives quick answers to complex problems, frustration is guaranteed.
Professional
In agility we talk about self-organized and empowered teams. But what happens when reality clashes with an organizational culture that doesn't support them?
Question
Question
Professional
In agility we measure velocity and outputs, but who measures emotional burnout? This isn't about the project that failed, but about the most valuable capital: the trust and commitment of the team.
