To realize accountability requires shared ownership in the desired outcomes. Please consider this logic sequence …
- Responsibility for outcomes is a choice.
- Choices that we make consciously, we own the outcomes fully.
- Direction that was set for us, involved no choice. [We actually promote unconscious behavior]
- Direction that is set for us is most often resisted. [Whether age 4 or 40, we do not like this]
- If those [set-for-us] outcomes endanger us personally, we will usually reject our own role in aiding in the group’s recovery.
I am bored, working out alone. I decided to join a gym. Congrats!
Joining a gym can be exciting. So many options – hard to imagine getting bored there. So many people – easy to stay motivated!
I’m feeling anxiety about getting started though.
- Complicated equipment.
- Some people hog the equipment you need
- Some people may want to socialize excessively.
- Too many obstacles and distractions?
David is a Certified Personal Trainer (CPT). He is licensed by the most prominent organization governing credentials of Fitness Trainers in the United States, the National Academy of Sports Medicine (NASM). He holds licenses under the following specialities:
- NASM Certified Personal Trainer (CPT) License #1501214810
- NASM Corrective Exercise Specialist (CES): License #1523049
When exercising, turn off the Mind and ‘think with the Body’. Avoid prematurely exhausting the body by intentionally losing track of the effort. Follow this guidance to laser focus on form instead. Avoid artificial goals and see what your body is truly capable of.
When you train anaerobically you must reach a point of failure on your last few reps. If you don’t, then you are robbing yourself of improvement. (read my post on the SAID principle and tell them David-SAID so)
I am a Product Manager in a Portfolio or Release Train (Program) that has plateaued.
Help us find better ways to determine our MVP, refine market niche, and to interlace priorities within our Annual Planning process.
I am an [technical] architect working in a new Agile Program team. I have serious concerns about the expectations of Iterative and Incremental Design and Implementation.
I am a manager in the middle of my org structure amidst an Agile Transformation and I believe we are losing control over our delivery.
I am a senior executive who drove the justification to begin a Culture Transformation. I expect misunderstanding and resistance to change within my management hierarchy.
How do I prepare my organization for change?
Too often I see clients leveraging Lean practices primarily for cost reduction, long-term.
In the early days of Lean adoption, we do see quite a bit of opportunity to reduce costs. The risk is staying in the cost reduction mode long-term.
The real beauty of Lean is the leadership platform that it enables. Objective decisions based on solid understanding of economic trade-offs are the key to growing the organization responsibly.
What is the purpose of Program Increment (PI) Objectives in the Scaled Agile Framework?
They are a shortcut for Stakeholder clarity and engagement. They are NOT a shortcut for Solution Teams who must do the hard work – bringing Transparency and Clarity to Epics, Features and Stories that correspond with those Quarterly PI commitments.
Far too many of my past clients try to shortcut the PI Planning event by investing more energy into the writing of Objectives and less on the traceability of the Objective into the Agile artifacts (Epics->Features->Stories).
We overcommit and fail to manage Stakeholder expectations, by asking only for Solution Team PI Sprint Objectives, without clearly defining the Features and Stories that ensure a Team commitment which will actually deliver upon the commitment sought by Stakeholders. Let’s clarify the purpose of Quarterly Objectives and why we write them…