Invalid hotlink: please upload your image instead.A few weeks ago I interviewed Gil Broza about his new book, “Deliver Better Results: How to Unlock Your Organization's Potential". The book was designed to quickly provide actionable practices that organizations can utilize to improve their value delivery system. It focuses on understanding the fitness for purpose of your system of delivery, and how to employ his ten strategies to improve your level of maturity. During my prep for the interview and during our conversation, there was one thing that was stuck in my head. None of this works without trust. How can a traditional, potentially toxic organization pivot into an approach that is mostly dependent on a certain level of trust?
Deliver Better Results: How to Unlock Your Organization's Potential
Gil Broza joins me for a podcast about his new book, “Deliver Better Results: How to Unlock Your Organization's Potential." During the interview, Gil and I discuss how he designed the book to quickly provide actionable practices that organizations can utilize to improve their value delivery system. Our conversation includes details on how to understand the fitness for purpose of your system of delivery, and how to employ his ten strategies to improve your level of maturity.
The first chapter of the book provides an executive-level summary of the 10 strategies and how they work as well as an assessment that readers can complete to determine the maturity level of their organization and select strategies to help them improve.
Gil has offered an electronic version of the first chapter to listeners of this podcast. Just follow this link: http://HeardOnPodcast.DeliverBetterResultsBook.com
You can purchase the book here: http://DeliverBetterResultsBook.com
Other Podcasts About the Book
During the podcast, I mentioned that I had listened to a few other interviews with Gil about the book. They are definitely worth checking out because each one focuses on a different aspect of the book.
Dave's Upcoming Classes
In the introduction to the podcast I mentioned a few of my upcoming classes:
And you can find links to all of my upcoming classes here: http://tinyurl.com/4wbkkhra
With the state of Agile as it is today, I find myself frequently wondering, “Is this the Darkest Agile Timeline”? Things have been getting a bit bleak lately in the Agile space. With the layoffs, the job market, and the fact that the business world has change fatigue and is tired of not getting what they expected from a way of working they’ve mostly only kinda half-done...
Where’s the hope?
For this podcast (and to find some hope), I reached out to George Schlitz because 1. George is way smarter than me and sees things I can only vaguely sense the shape of, and 2. His new company Adaptivity Group has a mission statement that includes “an unquenchable thirst for ‘better’" and "a fearlessness about the unknown” that kinda smelled like hope to me.
During this interview, George and I discuss whether or not this is the darkest timeline, what that means, how we got here, where we can find hope, and what we can do to make things more better-er and think that little old ant can move that rubber tree plant.
And one of the parallels created is THE DARKEST TIMELINE. It’s essentially the Lemony Snicket timeline of worst case scenario where Captain Kirk is sporting his Van Dyke beard, Thomas Wayne is Batman instead of Bruce Wayne, it rains all the time, you miss every bus, never made that play in the big game, never asked that person to the prom, never got that promotion… you get the idea.
During the podcast, George references his blog post on "Addicted to More" blog posts which can be found here: https://www.adaptivitygroup.com/insights/addicted-to-more
There seems to be a current trend where organizations that say they are doing PI planning or quarterly planning are making a decision for the teams about what must be delivered in the time box. The teams just accept the commitment because they either feel they do not have the agency to push back and say no to some of it or are too busy trying to finish up their last overcommitment to look at new work. So, they begin the new time box already behind and then assess the new work only to (shockingly) learn it is too much. Then they divide it up by the number of Sprints or weeks and that is how they plan out how to get it all done. Most of the time this results in developing a habitual practice of carrying work from one sprint to the next, continually trying to recover from the last overcommitment so they can get to work on the new overcommitment.
What do you do when your Scrum Master’s understanding of their role seems to be less about acting as a servant leader to the Scrum Team and more about making the team to work in a way that is most convenient for them? In this episode of the podcast, Jeff Howey joins me to talk through the real-life case of a Scrum Master who seems to have lost their way.
Here are some of the concerns shared in the podcast:
During the conversation, Jeff and I unpack these and a number of additional concerns, talk through how they are out of alignment with Scrum and the role of the Scrum Master, and discuss suggestions we'd offer to help reset the understanding of what it means to be a Scrum Master who acts as a servant leader for a Scrum Team.
If you’d like to contact Jeff Howey: