Learn more about leadershipandmanagement with this collection
How to handle and learn from mistakes
The benefits of psychological safety in a workplace
The importance of empathy and active listening
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Meet with your team to identify vulnerable behaviours they think are vital to success. For example, asking questions, giving feedback or expressing different viewpoints. Then, identify positive response patterns for each behaviour, such as thanking someone for pointing out vulnerable behaviour.
Document the behaviour and response pairing and display them in your meeting room. Create a printed job aid of the list that team members can carry with them.
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MORE IDEAS ON THIS
While agile processes and tools provide support, the primary mechanism is how team members interact.
Can team members interact with conflicting ideas, talk and listen, give and take, question and answer, analyse and solve? Or do they censor one another and end up withdrawi...
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211 reads
Set time aside in a meeting to review what went well and what could be improved.
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149 reads
During the last 20 years, the agile movement that originated from the Agile Manifesto has gained momentum, even outside of software development.
Most organizations report that their agile efforts have paid off in terms of speed, quality, value, and long-term growth. However, about half of ...
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275 reads
Scrum meetings are daily coordination meetings where team members review the backlog, identify problems, and prioritize tasks. They are short meetings used for reflection.
For example, if a team faces a complex issue, they pose a question about the problem and ask the team to come prepared...
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162 reads
When organisations implement agile, they often revert to technical processes and tools because cultural considerations are difficult to put into practice. It's easier only to pay lip service to the human side and then move to processes with measurable and observable indicators that give the illus...
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175 reads
When you've jointly created a list of vulnerable behaviour/response pairings, pick one to practice.
If a gap appears between the vulnerable behaviour, the response it should receive and the team leader's own behaviour, the dissonance will breed cynicism and lessen credibility.
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