• Agile,  Retrospectives

    Turn Up The Good with the ”The Good, The Great, and The Amazing” Retrospective

    When teams focus on what’s not working in retrospectives, things outside their immediate control often show up. It’s great to help teams illuminate what’s holding them back, but if that’s the only thing your retrospectives are focused on they may become a drag and drain peoples energy. To help teams ”Turn up the good”  i.e. builds upon practices and elements that are good and try to make them even better I’ve created a short retro that’s based on that principle. And I’ve taken inspiration from many but particularly Woody Zuill and Marcus Hammarberg when documenting this format.    The Good, The Great, and The Amazing   This retrospective takes 15 – 60…

  • Agile,  Leadership,  Self awareness

    6 Ways People Resist Becoming T-Shaped — And How To Work Past It

    When people doubt or resist the T-shaped philosophy, it’s easy to assume that they just haven’t understood what being T-shaped means and why it’s valuable. More often than not though, I’ve found that a lack of information isn’t what’s holding people back. In my work with organisations and teams, I’ve come across 6 main reasons why people resist the trend towards being T-shaped. I’ve outlined these reasons for you below and have included some remedies that may help you and your teammates get past any hesitation. 1. Their identity is tied to their role Many people identify with their role. They may have worked with something for many years or…

  • Agile,  Interviewing,  Product ownership

    Thoughts about hiring Product Owners, Part 3

    This is the third and final part of my series on hiring Product Owners and in this part I go through how to evaluate Product Owner candidates with work samples and through auditions. Part 1 – Are You Recruiting For Potential Or Experience? Part 2 – Questions You Can Ask In Your Interviews Part 3 – Work Samples And Auditions  <- This post. Effort and reward Before you decide how to evaluate your candidates consider the amount of time and energy you’re willing to invest to learn about your candidates. Asking for work samples and evaluating them yourself requires little effort while running auditions require the most time and energy but…

  • Agile,  Interviewing,  Product ownership

    Thoughts about hiring Product Owners, Part 2

    Continuing my thoughts on recruiting Product Owners, here are some questions that might help you evaluate candidates level of experience from Product ownership, and questions that might help you discover if they have potential to learn the role. Part 1 – Are You Recruiting For Potential Or Experience? Part 2 – Questions You Can Ask In Your Interviews <- This post. Part 3 – Work Samples And Auditions    Please note that: Treat these questions as inspiration and use the ones you think can be helpful to you. This is not a guide to follow step by step. If a candidate is unable to answer these questions it does not necessarily…

  • Agile,  Interviewing,  Product ownership

    Thoughts about hiring Product Owners, Part 1

    I’m going to publish three blog posts that I hope will help organizations more effectively recruit Product Owners (POs). In the first one (this one) I share my thoughts on how to decide whether to hire for potential or experience. I also share some thoughts on how to reduce bias in your recruitment. In the next two posts, I’m going to share potential questions that you can ask during your interviews, examples of how to conduct practical tests with POs, and how to work with work samples. Part 1 – Are You Recruiting For Potential Or Experience? <- This post. Part 2 – Questions You Can Ask In Your Interviews Part…

  • Agile

    Spread tribal knowledge with History lines

    To help teams share and document tribal knowledge I run/facilitate an exercise I call History lines[1]. In this exercise teams are asked to visualize how different things have changed over time and at the end of the exercise you’ve helped spread knowledge to everyone in the team, the team has drawn new conclusions about their past, and they’ve documented some parts of their tribal knowledge. I’ve found History lines useful when: Team composition changes e.g. when merging or splitting teams or when onboarding several new members in a short period of time Team members have come to rely on specific people for context Bootstrapping new teams Visualize what makes sense…

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