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Train. Practice. Trust. (Part III)

**This is the third article in the ‘Train. Practice. Trust’ series. Read Part II here.**

 

“Take responsibility for your actions and the actions of your teammates.” - Navy Seal Code


We've all been there. It’s the same thing that happens to our projects. We have been put under some deadline constraint imposed by people outside of our team, and instead of looking at the process around us, we rush the process because we absolutely need to add more people. ‘The printer is not quick enough, so we need thirty more paper stuffers to make it go faster’. It takes a long time for a new employee to just understand the nature of the business, let alone the dynamics of a new team.


We are constantly engaging in feedback loops. Under stress, our internal and external empiricism kicks in. Add uncertainty to the mix and the Tuckman model for team state still holds true. We are always revisiting the Forming stage.

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Train. Practice. Trust. (Part II)

“Great things in business are never done by one person, they're done by a team of people.” - Steve Jobs


**This is the second article in the ‘Train. Practice. Trust’ series. Read Part I here.**


We used to call it team building. Team building is now synonymous with finding enough budget for the team to go out and have a few drinks over a meal. While there is a slim possibility that this could build a team, it just serves the purpose of allowing your team to rest and forget about work for a few hours. More often it's an excuse for the team to vent perhaps moan about the management and the state of the organisation.


As a side note I guarantee that in your team there will be at least one person that won’t attend or doesn't want to attend these social drinking type of events. It’s just not their thing. Recognising this and finding better and alternative ways to include these people into team socialising will be better for you, for the team and for the individual in the long run.

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Train. Practice. Trust. (Part I)

16-Mar-2017 15:09:18 Agile teams Training Agile training

This article talks about the value of training, the importance of practice, and the impact of trust.

“We herd sheep, we drive cattle, we lead people. Lead me, follow me, or get out of my way.” - General George Smith Patton, Jr.


Sometimes we lead, sometimes we follow, sometimes we choose to get out of the way - it's a natural cycle that we go through consciously and unconsciously, whether it's with our colleagues, at work, or within our family units at home.


When we go for a walk as a family, I will always try to let my two sons lead the way. I like them to explore, to discover the path, to set the pace for the family. They develop a sense of empowerment and I hope they know that we trust them to make decisions on behalf of us, as the parents, as a team. Now, sometimes that's easier said than done with an imaginative 6 year old and an incredibly energetic 4 year old. As you can understand, patience and guidance are always there waiting in the wings. As a family unit, a family team, we all lead, we all follow, when the boys are covered in mud my wife and I definitely get out of the way.


This works for us, as a family unit we share values, we set goals. We train, we practice, we trust.

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Top 6 Most Popular Blog Posts of 2016

Just in case you missed any of them, or would like to refresh your learnings reading them again, here are our top six blog posts of 2016 from the Radtac Blog.

1. Organisational Culture and Agile Frameworks: How to Create an Alignment

Can you map a certain type of organisational culture against an Agile framework? Is a certain Agile approach better suited to a certain culture? How can various culture types affect the success of your chosen Agile approach?

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Motivating Teams for the New Year: A Snapshot of the Meetup Talks

17-Jan-2017 17:48:06 Agile teams Meetup Events staff motivation

 

A New Year arises, we’re back to work, and have deliberated a dry January - but it’s not all doom and gloom. The cold weather and train strikes could not prevent a mass of like-minded people from attending our first ‘Stand Up and Talk Agile’ Open mic meetup of 2017.

Carrying on with the success from previous meetups, we kick-started the session with one open mic slot, and were dazzled in exchange with a generous selection of four thought-provoking talks. Loosely focused around motivating teams, each talk brought new insights that naturally fuelled further discussions and learning.

Nevil Wharton, our very welcoming host for the evening at the Hiscox venue, was first to take to the stage. He discussed the positive impacts that adopting Agile ways of working has had on his team, and the ripple effect this has had on the organisation. He shared the three key ingredients which led to a truly motivated team.

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It's Totally Excellent, Dudes! | Technical Excellence and How to Promote It

It’s 1989 in San Dimas, California, and strange things are afoot at the Circle K. Bill and Ted have been spending all their time trying to create a metal band - “Wyld Stallyns” - all at the expense of their education.  

Somewhere in the future the year is 2688 A.D., and the world exists in an utopian society due to the inspirational “Wyld Stallyns”.

Little did Bill and Ted know the consequences of failing their final year at high school. A bogus outcome could have a devastating impact not just on their future, but also the whole of humanity. Ted’s dad would send him to military school if he failed his final history oral report, ending the chance of “Wyld Stallyns” being successful.

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Evolving From Scrum To Scrumban And Beyond

20-Jul-2016 11:00:00 Kanban Scrum Agile teams Scrum team How-To

This blog is a case study of an Agile implementation which started off as a classic Scrum implementation, and then evolved to use Scrumban and Kanban techniques.

In the Beginning.


It is day 1 of sprint 1 for a team.  


To set some context, a Business Analyst had spent several months preparing a product backlog of nicely written user stories. They were conveniently written in the user story format:

‘As a <who>’

‘I want <what>’.

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How To Create High-Performing Teams


Often we talk about creating high-performing teams. What do we need to consider when creating a high-performing team, and how exactly do we do it? This blog article will answer your questions.

Can a High Performing Team be created just like that?


If you're in a project, and you're creating a new team, typically you get people from different parts of the organisation together into what you call a team. At the end of the project (which by definition is a temporary structure), that team gets crashed or abandoned.

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Agile Foundations: How To Use Burn-Down And Burn-Up Charts

This post is the first one in a 'How To' series of posts by Peter Measey. The posts in this series will explain different concepts, terms and practices within Agile, as well as how to run these practices.

Agile teams need the capability to monitor and track progress, and also the ability to be open and transparent about that progress. Many Agile teams use ‘Burn-Up’ and ‘Burn-Down’ charts to achieve this, especially within Scrum. This blog provides some practical advice on how to use these charts effectively, and what they can provide for your team.

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