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In this episode of Definitely, Maybe Agile, Peter Maddison and David Sharrock explore the role of agile coaches in organizations. They discuss the evolution of coaching in business, drawing parallels with sports coaching, and examine the value coaches bring to modern organizations. The conversation delves into the challenges faced by agile coaches, the importance of objectivity, and the future of coaching in the business world.

This week´s takeaways:

• Organizational coaches provide valuable objectivity by observing the system from the outside, offering insights that those within the system might miss.
• While the term "agile coach" may evolve, the need for nurturing support to help organizations improve and adapt remains crucial in today's business landscape.
• There are strong parallels between coaching in high-performing sports teams and successful businesses, with coached organizations generally outperforming those without coaching support.

Don’t miss this conversation about the enduring necessity and transformative potential of Agile coaching

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In this podcast episode, Peter and Dave discuss strategies for overcoming procrastination and getting started on important tasks. They explore various factors that contribute to procrastination, including energy levels, prioritization, and the importance of managing one's schedule effectively. The conversation touches on productivity techniques like the Pomodoro method and the value of self-compassion when dealing with procrastination. They emphasize the importance of understanding personal energy patterns and creating a balanced approach to task management.

This week´s takeaways:

• Recognizing and working with your natural energy patterns throughout the day can significantly impact productivity. Tackle complex tasks when you're most alert, and incorporate breaks to maintain energy levels.
• Organize tasks based on priority and context (e.g., grouping similar activities together). This approach can help create a more efficient workflow and reduce the mental burden of constantly switching between different types of tasks.
• Be kind to yourself when facing productivity challenges. Techniques like the Pomodoro method, breaking large tasks into smaller steps, and planning your week in advance can help overcome procrastination and increase overall productivity.

Tune in to elevate your productivity game and achieve a harmonious work-life integration.

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In this episode of Definitely, Maybe Agile, Peter Maddison and David Sharrock explore the critical aspects of creating a compelling business case for agile transformation. They discuss the importance of understanding an organization's current state, setting clear goals, and implementing change incrementally. The conversation delves into the challenges of organizational change, the value of external help, and the need for effective communication across all company levels during transformation efforts.

This week´s takeaways:

• Before embarking on any transformation, it's crucial to understand where your organization currently stands.
• Successful transformations require buy-in and participation from all parts of the organization.
• Rather than attempting large-scale changes simultaneously, focus on implementing transformations in small, manageable increments.

Join us as we navigate the complexities of organizational transformation with practical advice on achieving smooth, well-communicated change.

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In this episode, Peter Maddison and David Sharrock explore the nuanced topic of assigning user stories to individual team members. They discuss the pros and cons of this practice, discussing when it might be appropriate and when it could potentially harm team dynamics and productivity. The conversation touches on the importance of collaboration, team autonomy, and the challenges of balancing urgent work with long-term team development.

This week´s takeaways:

• Avoid individual assignments; encourage team members to pull tasks collaboratively.
• Individual assignments may be necessary for specialized skills or simple tasks, but use sparingly.
• Frequent individual assignments can reduce team autonomy, engagement, and skill development.

We love to hear your feedback! If you have questions or would like to suggest a topic, please contact us at feedback@definitelymaybeagile.com.

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In this podcast episode, Peter Maddison and David Sharrock discuss the concept of designing an organization for continuous learning and improvement. They explore the leadership mindset and behaviors required to foster an environment that values and prioritizes continuous learning, as well as the need for leaders to relinquish control and empower data-driven decision-making. They emphasize the importance of creating capacity for learning by prioritizing work and saying no to non-essential tasks, as well as the role of leadership in modeling the desired behaviors.

This week´s takeaways:

• Leadership must prioritize and role model continuous learning through expectations and behaviors
• Create capacity by prioritizing work, saying no to non-essentials, and reducing overload
• Align organizational design (teams, feedback loops, tech) and strategy to enable learning

We love to hear your feedback! If you have questions or would like to suggest a topic please contact us at feedback@definitelymaybeagile.com.

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In this episode, Peter Maddison and David Sharrock discuss when not to use Scrum, the popular agile framework for software development. They explore scenarios where Scrum may not be the best fit, such as when an organization is resistant to change, lacks collaborative work, or operates in a highly complex environment with many dependencies and high failure costs. The conversation highlights the importance of understanding the problem, organizational context, and underlying assumptions before adopting any framework.

This week's takeaways:

• Assess the organization's readiness and openness to change before adopting Scrum, especially if past attempts have failed or if it is seen as a quick fix.
• Scrum thrives in collaborative environments; if the work is highly individualistic, Scrum may not be suitable.
• A cautious approach is required in complex and high-risk environments, potentially adapting Scrum or considering other frameworks.

Tune in to gain a nuanced understanding of how to navigate agile frameworks in complex environments and make informed decisions for your teams.

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In this episode, Peter Maddison and David Sharrock tackle the often polarizing topic of "hybrid" agile approaches.
They break down why mindlessly blending practices like waterfall and agile is rarely the solution, as it creates an unsatisfactory middle ground that fails to maximize either approach's strengths. Instead, they suggest that organizations should aim to comprehensively understand the problems they're solving, and then purposefully apply the methodology best suited for that context - whether it's agile, waterfall, lean, or something else entirely.

This week´s takeaways:

• Avoid defaulting to a watered-down "hybrid" methodology that dilutes best practices.
• Deeply analyze problems to determine the optimal approach - don't blindly apply one-size-fits-all.
• Promote peer-to-peer cooperation and mutual understanding across boundaries between different practices rather than hierarchical control.
• Strive for an integrated enterprise where distinct methodologies complement each other fluidly.

We love to hear your feedback! If you have questions or would like to suggest a topic please contact us at feedback@definitelymaybeagile.com.

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In this episode, Peter and Dave explore the complexities of accountability and leadership in organizations. They delve into how systems can often constrain agency and foster "learned helplessness," even when leaders claim to have an open-door policy. The conversation touches on the importance of empathetic listening, inclusive language, and creating environments that empower teams to make decisions closer to the issues they face.

This week´s takeaways:

• Organizational systems are often designed to produce repetitive, constrained behavior, making it difficult for individuals to break out of engrained patterns, even when change is needed.
• True accountability requires not just assigning responsibility, but providing the authority, support and incentives for people to exercise that accountability.
• Leaders must be intentional about using inclusive language that creates psychological safety and invites open dialogue, rather than language that shuts down discourse.

Resources:

• The Unaccountability Machine by Dan Davis- https://www.goodreads.com/book/show/211161687-the-unaccountability-machine
• Leadership is Language: The Hidden Power of What You Say -- and What You Don't by David Marquet - https://www.goodreads.com/book/show/42774083-leadership-is-language?ref=nav_sb_ss_1_39

We love to hear your feedback! If you have questions or would like to suggest a topic please contact us at feedback@definitelymaybeagile.com.