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SPaMCAST 494 features our interview with Alan Mallory.  We discussed his book The Family That Conquered Everest (https://amzn.to/2Iiz3Tc).  The book provides strong lessons on leadership and teamwork in an environment where failure can lead to death or worse!  Danger, mountaineering, and leadership in a single interview; a first for the Software Process and Measurement Cast.

Alan’s Bio

Alan Mallory is an international speaker, author and performance coach who is passionate about leadership and human performance. A graduate from Queen’s University, he has worked internationally with large organizations as a professional engineer and project manager. Living and working abroad has given Alan the opportunity to deepen his understanding of individual and team challenges, better appreciate cultural diversity and successfully adapt to different organizational structures. Through his work and life experiences, he has discovered that his true passion is helping people reach new heights by cultivating effective ways of thinking and taking action. Building experience through a lifestyle of adventure and challenge, in the spring of 2008 Alan embarked on the journey of a lifetime: to attempt to reach the summit of Mount Everest. Along with three members of his immediate family, Alan climbed through some of the most challenging yet exciting conditions imaginable and set a world record when all four of them set foot on the summit. The expedition involved two years of planning and two months of climbing through immense challenges but they were able to overcome these obstacles through strategic planning, healthy team dynamics, self-awareness and perseverance. Alan delivers a number of exciting presentations and training programs designed to help individuals, team members and organizations reach new heights in the way we think and the actions we take in order to achieve breakthrough performance. For more information, visit www.alanmallory.com.

Contact
Phone: 647-388-4044

Email: alan@alanmallory.com

Web: alanmallory.com

Re-Read Saturday News

In week nine of the re-read of L. David Marquet’s Turn the Ship Around! we discuss chapters 12 and 13, titled Up Scope! and ”A New Ship”.

Current Installment:

Week 9: Up Scope! and ”A New Ship”https://bit.ly/2KfDZbS (more…)

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As my European sojourn slowly builds to its finale, I have begun to reflect on how many teams and sort of teams we interact with on a daily basis.  In my case, when traveling I interact with teams at the hotel, at the conference center, and on the metro.  Each of these institutions is a combination of teams and in some cases, the teams are not perfectly synchronized and appear to be competing teams within teams.  A final reprint of an article admonising the read to avoid having teams within teams! (more…)

So the answer is . . .

Consensus decision-making may be one of the most prevalent decision-making tools in organizations today.  Simply walk around and ask the denizens of cube farms and team spaces how they make decisions. My perception is that the increase in the prevalence of using consensus as a decision tool has paralleled with an increase in the use of Agile and teams as a significant tool to deliver value. Defining consensus decision-making is a critical first step in understanding how to harness the power of the technique. (more…)

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SPaMCAST 465 features our essay on re-booting teams. Not every team issue can be solved with a standard pallet of techniques. However, nearly every consultant (internal or external) will have set of tools that they have ready just in case. We discuss techniques and impacts!

We will also have a column from Kim Pries (The Software Sensei).  Kim discusses why software structure can be a blessing and a curse. While Kim tends to favor structure there are times when it does not deliver the benefits promised.

Steve Tendon  brings Chapter 20 of Tame The Flow: Hyper-Productive Knowledge-Work Performance, The TameFlow Approach and Its Application to Scrum and Kanban  (buy a copy here).  Our discussion of Chapter 20 was passionate and in depth.  It will be released in two or 3 parts.

A promo!
I am participating in the Agile Online Summit

30 Oct – 3 Nov 2017

At the summit, I talk about the power of storytelling with Tom Henricksen!

Register

For other events SPaMCAST team members will be attending check the recent blog entry titled Upcoming Conferences and Webinars!

Re-Read Saturday News

This week we re-read Action Metrics for Predictability Chapter 1 of Actionable Agile Metrics for Predictability: An Introduction by Daniel S. Vacanti. Chapter 1 of  Daniel S. Vacanti’s Actionable Agile Metrics for Predictability. Chapter 1 is titled Flow, Flow Metrics, and Predictability.  Vacanti jumps directly into the deep end by suggesting a way to answer the age-old question, ”when are you going to deliver?”  Buy your copy today and read along!

Previous Installments (more…)

Exit Sign

Get Team Problems Out

Not every team issue can be solved with a standard pallet of techniques. However, nearly every consultant (internal or external) will have set of tools that they have ready just in case. The following is a set of techniques packaged as a model, or the very least in order of precedence. The techniques referenced in this article are often used as a group and are only deployed as a correctively after diagnosing the problem (root cause analysis). (more…)

Make sure you’re telling the right story.

 

Early in the history of Agile, most descriptions of Agile included the need to define a central metaphor to help guide the work.  Somewhere over time, the idea of a central metaphor has disappeared as Agile thought leaders have focused on more tactical facets of agile methods and frameworks. It’s time to reconsider the big picture story.  

The central metaphor delivers: (more…)

A significant amount of transformation and leadership literature centers on establishing or changing the culture centered on values. Instant problem.  According to the Harvard Business Review online article on organizational culture (May 2013)  “there is little consensus on what organizational culture actually is.” There are two common threads in the definition of organizational culture; definitions that center on value, and definitions that center on behaviors. Many change leaders espouse value-centric definitions.  This decision causes them to focus their efforts on changing values in order to change the culture. These change programs are immediately starting in a difficult position. Values are amorphous.  Every individual interprets specific values differently.  For example, I asked several friends to define creativity.  Each person had a different definition.  Some of the differences were more than mere nuances.  Our individual interpretations would make the outcome of embracing the value of creativity unpredictable.  The variability of how we interpret values make it difficult create a common vision and then elicit a common outcome. Diversity makes this issue even more problematic.   As someone schooled in the need for measurement and feedback, the lack of a clear definition makes monitoring and measuring a change in the values at best difficult and often outside of the expertise of most internal measurement groups.  Without a clear definition and without a mechanism for monitoring change, talking about values is merely window dressing. (more…)