‘How Great Leaders Build Unstoppable Teams’

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Great leaders build great teams. Great teams are great because their leaders are great. They are treated with love and respect. They have a vision. They know what they are doing. And they create a space for their people to grow.

Great leaders are willing to challenge their own beliefs. They are willing to prove to themselves, through earnest experimentation and adequate repetition, whether something works or not.’

‘Great leaders align their company vision with their employees’ personal vision.’

Great leaders define the tasks for each role first, and then find the best person to fill that role.’

Great leaders identify the few qualities and qualifications that will have the greatest impact in a role and find someone with those attributes.’

Great leaders look beyond what a candidate has done in the past and ask, ‘What can the person do in the future?’

‘Great leaders ask their team to express and document their dreams, however simple, and then guides them in achieving it.’

Great leaders keep their bench full so they can streamline the recruiting process and fill roles faster.’

‘Great leaders confirm that candidates have the skills they need through demonstrations and testing.’

Great leaders know there must be an expected return on their investment, since it is the only way the business can ensure it earns more than it spends.’

Great leaders consider their employees’ safety as times and technology evolve, and when making any new business decision.’

Great leaders give their team control over what to do and how to do it and hold them to their standard.’

Great leaders intentionally create bonding experiences that come from quality and quantity time. The goal is simple: build collective stories among the team.’

Source

Mike Michalowicz (2024). All In: How Great Leaders Build Unstoppable Teams

How To Do Agile Right

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Agile teams believe that customer feedback is better than management hunches for determining which innovation efforts are most important and how best to adapt them.’

Agile teams do not use sprints to make people work harder or faster. They use sprints to get faster feedback real customers (external and internal) about what those customers truly value.’

‘Creating an agile enterprise requires balancing and integrating operations with innovation.’

‘The best way to manage the transition to an agile enterprise is to manage it like any other agile team.’

Effective agile programs adapt to empirical feedback about inputs, activities, outputs, outcomes, and purposes. Few organizations currently have sufficient data to assess their present level of agility or their progress in improving it.’

Teams in an agile enterprise must make decisions quickly. Agile leadership teams can support quick decision making by being inclusive, overcommunicating, coaching, and building learning loops.’

‘Contrary to the popular myth, planning is an essential part of agile. Planning, budgeting, and reviewing must work together in frequent, adaptive cycles.’

Continuously revisit your talent strategy, recognizing that while you will need some new talent, most of the people in your organization are already there.’

Persistent, cross-functional agile teams are the best ways to improve business processes and technology. As teams gain experience and trust with operators, their development capabilities increase and adoption rates accelerate.’

Pace yourself to create pull and build momentum. The sequenced plan needs to include all the elements of the operating model- accountabilities and decision rights, management system, leadership and culture, talent practices, and the like.’

Source

Darrell Rigby, Sarah Elk, and Steve Berez (2020). Doing Agile Right: Transformation Without Chaos