Communication

Learning from the deep ocean of failure

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Well it’s Friday! Thank God! I get to go home to my family today!

Let’s talk about and share our failures. Not all of them, we don’t have that much time. BUT, everybody’s doing it! The ocean of failure is deep. I do more than my share to keep in full.

Yeah, I know some people never fail and will never admit it when they do. They will also likely not improve at a fast enough rate to stay competitive. My wife has helped me see this in myself over the past fifteen years. She is an amazing partner and mother to my four kids.

I’ll go first of course. The key here is to learn and improve. You don’t need to get personal, just enough to learn. And remember, praise in public, and critique in private. Let’s practice…

Recently I missed an important meeting because I didn’t pay enough attention to the time zone change (during my near constant travels). I feel horrible about it. It was an epic failure too. I was at the Verizon store transferring my phone service (crap — another story). I was distracted and thought I had two hours till the meeting. I completely bombed and forgot about the time change and dissed my VIP attendee.

Since then, I have improved and organized my various accounts and calendars to avoid this in the future. I also apologized profusely to my victim and offered repentance.

See that wasn’t so hard. I was lying. That was really, really hard. But we must learn in a world that shuns constructive feedback.

Now, how do you approach building this valuable pattern of openness, improvement, and empathy into and entire organization? Professional sports teams do it. Why are many enterprises stuck in perfection and failure is damaging to a career?

It all starts with individuals and interactions. At the tip of the spear we can begin to shape and build new behaviors. These new behaviors can be replicated in your team. Your team of teams (ART!), your division, group, and organization.

Start with a 1:1 working agreement with one of your coworkers to provide each other with completely transparent (a SAFe core value) feedback in the form of constructive criticism on a regular cadence. Choose someone that you interact with regularly. Agree to be respectful and honest. Create improvement items. Agree to keep your interactions completely discrete.

Grow from there to sharing your experience and growth with others on your team or organization. From there you can influence others to learn how to take criticism and feedback in a positive way.

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Seven Leader Mistakes That Make Everyone Miserable | LinkedIn

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Excellent advice from Dr. Bradberry. I’ve personally observed many combinations of lack of sight and hypocrisy.

eSource: Seven Leader Mistakes That Make Everyone Miserable | LinkedIn

Extremists and the hate SAFe machine

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https://www.linkedin.com/feed/update/urn:li:activity:6532627335068299264

September 2019 trolls update

It seems that hate and jealously knows no bounds with some people. They simply cannot practice what they preach and be respectful, therefore diminishing any rational argument they would make. Here are a few new in the cast of characters that troll the SAFe with misrepresentations and outright hateful comments.

This was a random post from Alex.
Murali responds with this comment to a post from Scaled Agile at the SAFe Summit.
https://www.linkedin.com/feed/update/urn:li:activity:6585263102634311680?commentUrn=urn%3Ali%3Acomment%3A%28activity%3A6585263102634311680%2C6585372081599377408%29

The problem with trolls

I updated the title of the article. I have observed a pattern over the past year or so of Scrum Alliance aligned folks like Certified Scrum Trainers (CST) and other certified Scrum folks writing articles and posts of varying degrees of criticism from valid debates over ideas (rare) to mostly disparaging misrepresentations, to openly hostile, to outright extremist comments like the picture above. I changed the article title to properly address not all CST’s. The original title was meant to address the pattern observed by many people in the industry of several unnamed CST’s making hateful comments about SAFe and the people behind the SAFe.

Remember, hate comes in many forms. All of it is bad, and unacceptable. I’ve lost count of the number of people that I have known, loved, and like that have died or suffered from cancer (and parasites). Attributing those words to the good people behind the SAFe is absolutely abhorrent, evil behavior. The picture above is just the latest attack. So, I apologize for the original generalization.

There are also two parts to this article. The first part addresses the hateful opening comment from Alexey. The second challenges the misrepresentations of the SAFe. These are separate discussions. Debating ideas is necessary. We should not ever accept hateful words or behavior.

Why bother?

Let me start by explaining why I even bother debating with hateful people in the first place. Because we must confront evil in the world. Yes, at its root this is evil, misguided behavior. If we want to move ideas forward to innovation they must be challenged in a respectful, professional manner.

Anyone that starts out a conversation by saying you or your thing is a “cancer and parasite” isn’t actually looking for conversation. They are being hateful and are probably ignorant on the topic of debate. If this were a political topic then perhaps the bad behavior could be expected because it has been normalized for millennia. Does it make it right? Emphatically, no.

I find it disturbing that extremists and their ilk who are supposedly exemplars for the Agile Manifesto and values of Scrum openly display behavior that is antithetical to the Agile Manifesto and Scrum. After all, “RESPECT” is a value of Scrum. And the manifesto has a clear purpose, “We are uncovering better ways of developing software by doing it and helping others do it.

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Customer Service matters – Balsamiq

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An exemplar of amazing customer service happened to me today. Anna M. from Balsamiq (Mockups) was professional, courteous, and responsive in solving my licensing problem with a smile! We should stop the machine occasionally and recognize people that are doing things right! Thank you Anna!

#balsamiq #customerservice #thanks #mockups

Think Enterprise: Mental Models, Interfaces, and Connections

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This article was originally written as a learning tool in April of 2018 during my studies of OrgMindset, I/O psychology, Human Factors, and working with Alex Yakyma on the OrgMindset body of knowledge. The article isn’t technically in a finished state since I write and learn iteratively and incrementally (so, look for updates in the future). The concepts presented here are based on empirical observations and so I wouldn’t consider this a scholarly article.

I decided to publish the article now to thank, recognize, and honor the significant and amazing contributions of Alex Yakyma. He has pushed everyone he interacts with forward in our learning in the change management and organizational transformation space. Alex is a creative and passionate, deep thinker who is a blessing to the world.

I have personally learned and grown professionally as an OrgMindset Enterprise Coach under Alex’s tutelage over the past few years. My hope is to share some of what I learned to enhance your continuous learning journey. I also reserve a hope that one day Alex will continue to develop and mine the gold and diamonds that are the OrgMindset body of knowledge. So, please share this article widely. 🙂

Image result for minecraft goldImage result for minecraft diamond Read the rest of this entry »

Sticker Face

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Certifications and Sticker Face. This is an important topic for our industry. My intent is to deliver this respectfully with a goal of driving more robust solutions in the marketplace. Read the rest of this entry »

Reception Consensus

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I hear “Yanny.” Now, how often is it in business that people “hear” or “perceive” different things based on the same communication?

We must seek out ways to break down communications to accommodate different perspectives, hearing, and understanding to baseline what is heard, perceived and understood to achieve a state of “reception consensus.”