How to Become an Agile/Servant Leader in One Meeting

Forget Kanban, SAFe, LeSS, and even my own system Full Stack Scrum™: If you are a manager pondering how to adopt Agile, your direct-report team can be there in just one meeting. Just as quickly, you will become the kind of servant/transformational leader generations of management gurus have talked about, but few managers actually become. …

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Social Power: Root Cause of Injustice on the Streets and in the Office

Although I already planned on linking my earlier posts on social power to bias in the workplace, events in the streets reinforce the need. I believe the belated global discussion around racism overlooks an underlying factor that must be addressed if we are ever going to gain the moral, social, and financial benefits of truly …

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Stop Calling These Practices “Radical!”

TED talks by managers who try radically weird leadership practices and get amazing results… those are the exceptions that prove the rule, right? If the way most companies are run is a problem, more would change, right? Sorry, but no. The reason companies succeed while using standard practices is because they are competing against companies …

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Executives Who Really Want Diversity Must Reconsider their Public Words

Imagine the scene: A large hotel conference room in America filled mostly by white males in dark suits and plain shirts. A coterie of darker-skinned servers works the sea of tables. An older white male emcees the proceedings, and another asks everyone to bow their heads in prayer before delivering a Judeo-Christian blessing. After lunch, …

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Extreme Effectiveness: Does Your Firm Match the Model?

Do you work for an extremely effective organization? No offense, but I doubt it, after writing a paper on the concept. Let’s try a “thought experiment,” though. I will share a high-level summary of the characteristics of an effective organization according to science, footnoted with my sources so you can double-check me. Then I’ll take …

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Melt Down the Iron Triangle

Success rates for projects as judged by the “Triple Constraint” of scope/quality, budget, and cost, are miserably low. Less than half of any type of project succeeds on just two of those metrics, according to decades of surveys including the most recent from the Project Management Institute (PMI).[1] So many of the factors in success …

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