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HTTP/1.1 200 OKDate: Sun, 08 Feb 2026 05:58:41 GMTContent-Type: text/html; charsetutf-8Transfer-Encoding: chunkedConnection: keep-aliveServer: cloudflareNel: {report_to:cf-nel,success_fraction:0.0,max_age:604800}Last-Modified: Fri, 02 Sep 2011 03:27:04 3SepGMTReport-To: {group:cf-nel,max_age:604800,endpoints:{url:https://a.nel.cloudflare.com/report/v4?smeM5kRE1t9dMUFVOVq%2BmUGTW0%2FIs5IzjHm740q%2FG8Ey%2BXvyR%2BB9qp%2Bqh95U%2FE6%2FtOFzmkoIWIqyffQXoOqAO2AzuPti52n%2FV7c7aj82HFSRigpU%3D}}cf-cache-status: DYNAMICvary: accept-encodingCF-RAY: 9ca8e58bf8bdc8da-PDXalt-svc: h3:443; ma86400 !DOCTYPE html>html dirltr langen-US>head profilehttp://gmpg.org/xfn/11> meta http-equivcontent-type contenttext/html; charsetutf-8> title>Analytical-Mind - A blog about Agile Coaching, Leadership, and Innovative Management Practices./title> link relstylesheet href/wp-content/themes/awake/lib/scripts/prettyPhoto/css/prettyPhoto.css typetext/css mediascreen> link relstylesheet href/wp-content/themes/awake/style.css typetext/css mediascreen> link relstylesheet typetext/css mediaall href/wp-content/themes/awake/styles/copper.css> link relshortcut icon href/favicon.ico> script typetext/javascript> /* !CDATA */ document.write(style typetext/css>h1,h2,h3,h4,h5,#blurb,#site_name,#intro_blurb_title,#call_to_action,.light_gradient.dropcap1,.widgettitle,.dropcap2,.dark_gradient,th{text-indent:-9999px;}.noscript{display:none;}.bg_hover{background:none;}\/style>); /* > */ /script> link relalternate typeapplication/rss+xml titleAnalytical-Mind RSS Feed href/feed/> link relalternate typeapplication/atom+xml titleAnalytical-Mind Atom Feed href/feed/atom/> link relpingback href/xmlrpc.php> meta nameshared_path contenthttps://analytical-mind.com/wp-content/themes/awake/styles/_shared> meta namevariation_path contenthttps://analytical-mind.com/wp-content/themes/awake/styles/copper> meta namedisable_cufon content> meta nameslider_speed content5000> meta nameslider_disable contentfalse> meta nameslider_type contentfading> script typetext/javascript src/wp-includes/js/l10n.js?ver20101110>/script> script typetext/javascript src/wp-includes/js/jquery/jquery.js?ver1.6.1>/script> script typetext/javascript src/wp-includes/js/swfobject.js?ver2.2>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/jquery.easing.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/image-load.js?ver1.3>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/cufon-yui.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/DejaVu_Sans_Condensed_400.font.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/prettyPhoto/js/jquery.prettyPhoto.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/jquery.tools.min.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/galleria/galleria.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/galleria/themes/classic/galleria.classic.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/custom.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/sliders.js?ver3.2.1>/script> script typetext/javascript src/wp-content/plugins/google-analyticator/external-tracking.min.js?ver6.2>/script> link relEditURI typeapplication/rsd+xml titleRSD href/xmlrpc.php?rsd> link relwlwmanifest typeapplication/wlwmanifest+xml href/wp-includes/wlwmanifest.xml> link relindex titleAnalytical-Mind href/> link relshortlink hrefhttp://wp.me/KRK1> meta namedescription contentStatus quo is over. The days of archaic organizations are counted. Deliver better results through motivated individuals. This blog discusses new leadership paradigms and innovative organizational structures with the intend of improving teams performance and peoples quality of life at work.> meta namekeywords contentAgile Coaching, Organizational Coaching, Leadership, Management> link relcanonical href/> style typetext/css> .recentcomments a{display:inline !important;padding:0 !important;margin:0 !important;} /style> style typetext/css mediaall> #avatar_footer { display: none; } /* Change this in Users > Avatars. */ /style>/head>body>div classbody_background>div idheader>div classinner>div idsite_name>a href/>Analytical-Mind/a>/div>div classheader_contact>A blog offering new paradigms to improve performance and quality of life at work./div>div idmain_navigation classjqueryslidemenu unitPng>ul>li>a classcurrent_page_item href/>Home/a>/li>li classpage_item page-item-893>a href/about-martin-proulx/ titleAbout Me>About Me/a>/li>li classpage_item page-item-21>a href/my-virtual-bookshelf/ titleMy Virtual Bookshelf>My Virtual Bookshelf/a>/li>li classpage_item page-item-1927>a href/contact-me/ titleContact Me>Contact Me/a>/li>/ul>/div>div idmenu_search>/div>div classtool_tip search_tooltip>/div>/div>/div>div idbody_block classright_sidebar fading minimal copper>div idbody_block_background>div classinner>div idmain>div classcontent>div classtweetmeme_button stylefloat: right; margin-left: 12px;>a classtm_button rel&sourceanalytical_mind&stylenormal&servicebit.ly&b2 href/2011/08/10/analytical-mind-has-moved-2/>/a>/div>p>span stylefont-size: medium; font-family: helvetica; color: #666666;>strong>a href/wp-content/uploads/2011/03/martin-proulx-face1.png>img classalignleft size-full wp-image-1914 titleMartin-Proulx-Analytical-Mind src/wp-content/uploads/2011/03/martin-proulx-face1.png alt width300 height202>/a>/strong> strong>Status quo is over./strong> The days of archaic organizations are counted./span>/p>p>span stylefont-size: medium; font-family: helvetica; color: #666666;>This blog discusses new leadership paradigms and innovative organizational structures with the intend of improving teams’ performance and people’s quality of life at work./span>/p>div classpost-2126 post type-post status-publish format-standard hentry category-leadership idpost-2126>div classblog_module>h2 classblog_header>a href/2011/08/10/analytical-mind-has-moved-2/ relbookmark titlePermanent Link: Analytical-Mind has moved>Analytical-Mind has moved/a> span classcomment_bubble>a href/2011/08/10/analytical-mind-has-moved-2/#comments titleComment on Analytical-Mind has moved>1/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/cronncc/5837293955/sizes/l/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>span stylefont-size: medium;>My most recent content can now be found on a hrefhttp://pyxis-tech.com/blog/martin-proulx/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>our corporate blog/a>./span>/p>p>After writing almost 300 posts since October 2008, I have decided to stop publishing content on this blog and share my thoughts on “em>new leadership paradigms and innovative organizational structures with the intend of improving teams’ performance and people’s quality of life at work”/em> on a hrefhttp://pyxis-tech.com/blog/martin-proulx/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>my section/a> of our corporate blog./p>p>I invite you to stop by a hrefhttp://pyxis-tech.com/blog/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>our corporate blog/a> to read excellent content publish by my colleagues./p>p>Ciao,/p>p>martin/p>/div>div classblog_meta>Posted on: a href/2011/08/>08-10-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-2081 post type-post status-publish format-standard hentry category-agile-leadership-model category-autonomy-and-accountability category-leadership category-people-management tag-agile-coaching tag-leadership-style tag-maturity-level tag-pyxis tag-self-organized-teams idpost-2081>div classblog_module>h2 classblog_header>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relbookmark titlePermanent Link: Adapting your leadership style to the maturity level of your self-organizing team>Adapting your leadership style to the maturity level of your self-organizing team/a> span classcomment_bubble>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/#comments titleComment on Adapting your leadership style to the maturity level of your self-organizing team>1/a>/span>/h2>div classentry>p>Unless they are a href/2010/05/04/seven-wrong-reasons-to-adopt-agile/>adopting Agile for the wrong reasons/a>, people managers find themselves facing an interesting decision – “Am I willing to let go some control in order to take advantage of the benefits associated with Agile?”./p>p>Being human, it is difficult not to resist change unless we know what to expect from the future and clearly understand the implications for us. Learn how to a hrefhttps://impactmindset.com/>unlock the impact mindset/a>. Once the future becomes clearer, we can start to appreciate the need to change. That’s just the beginning… Change for what?/p>p>In his a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp217153&creative399349&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>book/a>, a hrefhttp://www.jurgenappelo.com/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.jurgenappelo.com);>Jurgen Appelo/a> presents various levels of decision making and manager involvement in the context of Agile adoption. I took the liberty to build a matrix (see below) to match Jurgen’s various leadership styles to the a href/2011/01/25/the-7-stances-of-self-organized-teams/>7 stances of a self-organized team/a> a pdf version of this matrix is available for download./p>p>/p>p>(1) Taken from: a href/2011/01/25/the-7-stances-of-self-organized-teams/>Agile self-organized teams – is the team self-organized or not?/a>/p>p>(2) Taken from: a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp217153&creative399349&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Management 3.0: Leading Agile Developers, Developing Agile Leaders/a>/p>p>The matrix presents which leadership style the manager should be using based on the level of maturity of your team. Hope you will find it useful!/p>/div>div classblog_meta>Posted on: a href/2011/08/>08-9-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/ titleView all posts in Agile Leadership Model relcategory tag>Agile Leadership Model/a>, a href/category/agile/agile-leadership-model/project-team/autonomy-and-accountability/ titleView all posts in Autonomy and accountability relcategory tag>Autonomy and accountability/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classpost-2093 post type-post status-publish format-standard hentry category-agile category-agile-management category-leadership category-management-and-leadership-style tag-authoritarian tag-democratic tag-laissez-faire tag-leadership tag-management tag-pyxis idpost-2093>div classblog_module>h2 classblog_header>a href/2011/08/01/agile-managers-do-not-act-like-cowboys/ relbookmark titlePermanent Link: Agile managers do not act like cowboys>Agile managers do not act like cowboys/a> span classcomment_bubble>a href/2011/08/01/agile-managers-do-not-act-like-cowboys/#comments titleComment on Agile managers do not act like cowboys>2/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/49024304@N00/2383909372/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>/p>p>Managers are expected to get their teams to deliver on the objectives that are established. Managers are also expected to keep their people happy and motivated. How can one accomplish these two seemingly incompatible expectations?/p>p>Let’s first distinguish management from leadership./p>blockquote>p>Management books often make a distinction between managers and leaders, depicting leadership as if it is more about heroics than management. ... Managers are then advised to transform themselves to leaders, turning employees into willing followers, instead of herding them like sheep. ... Separating leadership from management is like comparing women to humans. It doesn’t make sense. ... Comparing women to men seems more logical to me. - a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Management 3.0: Leading Agile Developers, Developing Agile Leaders/a>/p>/blockquote>p>I agree with Jurgen that leadership is one of the ways to accomplish a manager’s role./p>p>Along the same lines, I hear from time to time conversations within Agile circles and read Agile related blog posts promoting soft leadership, leading without authority and em>laissez-faire/em> The latter is sometime mistakenly perceived to be self-organization. Self-organization is something else and requires clear boundaries, but thats for another post as the answer to the management conundrum. Is that really the silver-bullet?/p>p>In almost all organizations, the manager’s role is fairly similar./p>blockquote>p>Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. ... Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage’ oneself, a pre-requisite to attempting to manage others. - a hrefhttps://en.wikipedia.org/wiki/Management onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>wikipedia/a>/p>/blockquote>p>For a large number of individuals in management responsibility, authority is perceived to be the most effective tool to ensure compliance and to get people to do with is expected. Please bear with me, the analogy isn’t perfect but the image is powerful. For me, strong>authority is similar to carrying a gun/strong> or whatever your preferred weapon happens to be./p>p>It is easy to obtain compliance and get people to do what we tell them to do when we – the managers – are the only people carrying a weapon. It is especially true if the weapon is constantly out of the holster and pointing directly at the team figuratively speaking, of course. So authority gets us compliance (for most part) and may allow us to meet our objectives (some of the time) but authority doesn’t bring the best out of people. Authority certainly doesn’t make people happy and motivated./p>p>On the other hand, if we aim to keep people happy and motivated first, we are more likely to adopt a em>laissez-faire/em> approach./p>blockquote>p>Lewin often characterized organizational management styles and cultures in terms of leadership climates defined by (1) authoritarian, (2) democratic and (3) laissez-faire work environments. Authoritarian environments are characterized where the leader determines policy with techniques and steps for work tasks dictated by the leader in the division of labor. The leader is not necessarily hostile but is aloof from participation in work and commonly offers personal praise and criticism for the work done. Democratic climates are characterized where policy is determined through collective processes with decisions assisted by the leader. Before accomplishing tasks, perspectives are gained from group discussion and technical advice from a leader. Members are given choices and collectively decide the division of labor. Praise and criticism in such an environment are objective, fact minded and given by a group member without necessarily having participated extensively in the actual work. Laissez-faire Environments give freedom to the group for policy determination without any participation from the leader. The leader remains uninvolved in work decisions unless asked, does not participate in the division of labor, and very infrequently gives praise. - a hrefhttps://en.wikipedia.org/wiki/Kurt_Lewin onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>wikipedia/a>/p>/blockquote>p>When nobody carries a em>weapon/em>, such as in the case of em>laissez-faire/em> leadership style, people are freer to select goals that appeal to them and are more likely to be successful at reaching their objectives. Unfortunately, managing people (as in the wikipedia definition “getting people together to accomplish desired goals and objectives”) becomes extremely difficult and maybe impossible in a business context (trust me, a href/2011/01/20/real-life-laboratory-for-human-experiments-the-case-of-an-agile-organization/>we have tried that unsuccessfully/a>)./p>p>To be an agile manager doesn’t mean to avoid using authority and to strictly rely on our influencing capabilities. It doesn’t mean to let people determine the business orientation that the organization will be taking either. As in many fruitless debates, taking an “either or” perspective doesn’t lead to the best answer. Agile managers need to be able to use authority, but not as their primary tool./p>p>Let me explain./p>p>Agile managers need to take the time to explain the objectives they aim to achieve and get people to follow them (leadership) into attempting to reach the objectives. Just like good diplomats, agile managers should begin with good listening skills, influence, and negotiation when they are faced with people resistance and challenges. Only in extreme cases should we turn to authority to get people to do what we need them to do. Like many things in life, using authority comes at a cost (diminished commitment from the team, reduced motivation) and as such, should be used wisely./p>p>This leads me to my last point. In addition to management skills, people’s tolerance to stress needs to determine if they should be entitled to manage a team. As most a hrefhttps://en.wikipedia.org/wiki/Psychometrics onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>psychometric/a> tests can tell, we – humans – tend to operate differently when we are within our a hrefhttps://en.wikipedia.org/wiki/Comfort_Zone_Theory onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>comfort zone/a> (low stress) or outside our comfort zone (high stress). While in our comfort zone, we usually take advantage of many of our built-in or acquired skills which doesn’t increase one’s anxiety level. By contrast, stepping too much outside our comfort zone leads to decreased performance and substantially increased anxiety levels. People for who management is within their comfort zone or people who have better abilities to deal with stress are less likely to use authority as their primary tool. As such, agile managers are more likely to wait until the situation is critical before they even think of going “a hrefhttps://en.wikipedia.org/wiki/The_Good,_the_Bad_and_the_Ugly onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>Clint Eastwood/a>” on people./p>p>So next time you are thinking of promoting someone in a management position, do not simply look for their skills. Assess their ability to manage their stress level./p>/div>div classblog_meta>Posted on: a href/2011/08/>08-1-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/management/agile-management/ titleView all posts in Agile Management relcategory tag>Agile Management/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>/div>/div>/div>div classpost-1865 post type-post status-publish format-standard hentry category-management-and-leadership-style category-people-management tag-coaching tag-pyxis tag-tips idpost-1865>div classblog_module>h2 classblog_header>a href/2011/06/20/12-tips-to-be-a-better-coach/ relbookmark titlePermanent Link: 12 tips to be a better coach>12 tips to be a better coach/a> span classcomment_bubble>a href/2011/06/20/12-tips-to-be-a-better-coach/#comments titleComment on 12 tips to be a better coach>2/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/bernzilla/3582177498/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>I often hear people saying they are coaching others in an agile context. Coaching is often incorrectly used to mean: consulting, teaching, mentoring and a few other unexpected meanings./p>p>a href/2010/01/20/what-is-coaching-and-other-relevant-questions/>Coaching/a> is very useful to help people get from “point A to point B” and it can be used in various contexts, including coaching for Agile adoption or to a href/2010/08/12/mommy-i-dont-feel-so-good-im-a-people-manager-in-an-agile-organization/>help people managers/a> modify their leadership style. Either way, to be powerful, coaching requires a few basic skills and a question from my friend a hrefhttp://pyxis-tech.com/en/our-team/yves-ferland onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>Yves/a> prompted me to describe 12 fundamental elements that I believe are required to be an effective coach. You are more than welcome to share your thoughts./p>ol>li>strong>Inner silence/strong>: To be truly effective at listening to what others are saying and how they are feeling, it is critical to block the em>voice inside your head/em> – yes that’s right, that voice that rambles all the time saying things such as: I wonder what we’ll eat for dinner tonight?… Damn, I forgot to make reservation for dinner… I hope the kids did well on their math test today… I’m bored… I think I want a coffee right now. I heard the term em>monkey brain/em> to describe this constant action of jumping around from one thought to the next. To be an effective coach, you will need your monkey brain to calm down so you can find inner peace./li>li>strong>Stop all judgment/strong>: When you coach people, it is easy and unproductive to become judgmental. Comments such as: Wow, that’s a weird comment… I wonder why he’s saying this… There must be some secret meaning to that sentence… I don’t think I’l be able to help her on this topic… I feel insecure… This won’t help be effective at all. Simply listen to what is being said for what it is being said. Judgments will sidetrack your listening abilities and will make you a very poor coach./li>li>strong>Stay focused/strong>: Now that you stopped all judgements and are able to keep the inner voice quiet, you need to remain focused for more than 6 seconds. Yes, just like meditation, this sounds like an impossible task at first but with practice, you will develop your focusing-muscle and the task will get easier with time allowing you to be more present to what the other person is expressing./li>li>strong>Be present/strong>: Be in the moment – right there and then. Listen to what is being said, notice how the person is acting and give her your full attention and make the space secure for the conversation./li>li>strong>Don’t aim for personal performance/strong>: Aiming for an academy award when you are coaching simply doesn’t work. You are not there to impress anyone. Ironically, the more you will try to impress the other person, the less effective you will be. She will will quickly notice that the focus is on you and not her which will make it pretty much impossible to actually support her development./li>li>strong>Ask open ended questions and wait for the answers/strong>: Remember, you are not telling a story, you are there to listen. If you need clarification or want to encourage discussion, simply ask a short question. Trust yourself that the other person will understand your questions and if they don’t, they will quickly let you know. Once you have asked your question, wait for the answer./li>li>strong>Trust your intuition/strong>: If you feel that you need to ask a certain question, then go ahead and ask it. If you believe it is better to wait, then wait. I believe what we call intuition is simply our brain and senses’ abilities to decipher subtle messages from the other person and give us clues as how to interact with them./li>li>strong>Keep silent/strong>: After asking a question, never speak first. Maintain the silence until the other person breaks it. I am a very strong believer in keeping silent. Silence opens up a secure space for conversations and gives all the space to the other person./li>li>strong>Pay attention to the non-verbal/strong>: Words are a great way to communicate but non-verbal clues are usually very useful to understand where the person stands – Are they at a rational level? Intuition level? Emotional level? This information will be very useful to adapt your coaching style./li>li>strong>Dig deep/strong>: It is much easier to stay at the rational level in a discussion. It often leads to contextual information and detailed explanations. To make a real difference, you need to get to the underlying emotions – What are the person’s fears? Intentions? Motivations? Ask feeling-related questions, not logical or rational questions such as: “How do you feel about this event?” instead of “What do you think about this?”./li>li>strong>Rephrasing/strong>: When rephrasing, use the same key words as the other person. The words are usually very meaningful to the other person and will open up relevant information for you./li>li>strong>No context/strong>: Do not focus too much on the context. It is usually good to understand what triggered the actions or where the event took place, but the information usually has very little impact on the person you are coaching./li>/ol>p>Are there other tips you would like to share?/p>/div>div classblog_meta>Posted on: a href/2011/06/>06-20-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classpost-2029 post type-post status-publish format-standard hentry category-agile category-transition-to-agile tag-agile-development tag-enterprise-class-agile tag-gartner tag-pyxis tag-research idpost-2029>div classblog_module>h2 classblog_header>a href/2011/06/06/gartners-enterprise-class-agile-development-defined/ relbookmark titlePermanent Link: Gartner’s Enterprise-Class Agile Development Defined>Gartner’s Enterprise-Class Agile Development Defined/a> span classcomment_bubble>a href/2011/06/06/gartners-enterprise-class-agile-development-defined/#respond titleComment on Gartner’s Enterprise-Class Agile Development Defined>0/a>/span>/h2>div classentry>p>Gartner’s analysts David Norton and Mike Blechar recently published “a hrefhttp://www.gartner.com/DisplayDocument?doc_cd210974 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.gartner.com);>Enterprise-Class Agile Development Defined/a>“. Although the content is very light and the findings not revolutionary, the research presents a high level differentiation between enterprise wide Agile adoption and enterprise class Agile adoption./p>h3>Enterprise wide Agile adoption/h3>blockquote>p>Our definition of EAD differentiates enterprise-class from enterprise-wide. Across the organization (enterprise-wide), organizations might be doing many self-contained/independent agile development projects that are totally unrelated and that meet specific tactical needs. Or, the projects may be first iterations of agile development projects intended to help organizations gain understanding and insight into how the application solution could subsequently be grown into a more complete solution, which will subsequently be integrated into the current application solution portfolio. Most of the agile development projects we see start out without real concern for the longer-term impact on the application ecosystem and broader solution architecture. They generally fail to scale to the needed enterprise-class solution characteristics we identify in this research, even though the project may consist of hundreds of developers and be classified as enterprise-wide./p>/blockquote>h3>Enterprise class Agile adoption/h3>blockquote>p>Enterprise-class AD includes assessing the impact on the current and future enterprise solution architecture for the organization to make the right business decisions./p>/blockquote>p>One of the key finding presented by the authors is that:/p>blockquote>p>Agile development methods are increasingly being used within organizations as business differentiators, which is raising their profile from tactical project level to a more strategic enterprise level./p>/blockquote>p>And as such, one of their recommendation is that:/p>blockquote>p>Enterprise-class agile development cannot be driven only by the CIO and application development (AD) teams. Strong business commitment is essential. Don’t attempt to drive enterprise agile from an IT perspective, as it will fail./p>/blockquote>p>In their research, the authors have identified seven key elements that collectively, positively impact enterprise wide software development processes. Taken together, these key elements help organizations achieve an enterprise class Agile adoption./p>ul>li>strong>Customer-Centric/strong>: Exceeds the notion of the business project sponsor to include the corporate strategies and organizational goals. The product owner and team members need to fully understand and be aware of the impact of the solution and its architecture on the overall corporate goals./li>li>strong>Collaborative and Cooperative/strong>: This is not just cooperation between IT and the business, but also within IT departments across the various sections of the organizations, including teams that are not co located./li>li>strong>Constant Feedback/strong>: Though lengthy planning is often eliminated from Agile projects, due to organizational constraints it should not (and possibly cannot) be completely removed. This doesn’t mean to overly invest time and efforts but “just good enough” planning should allow projects to get started. As such, constant feedback isn’t limited to the communication between the IT and Business units but similarly with all support departments and various stakeholders./li>li>strong>Heterogeneous Environment/strong>: There is no magic formula for success, and adaptation is required for a successful adoption./li>li>strong>Throughout the Software Life Cycle/strong>: Agile practices, such as refactoring, applied throughout the life cycle, can extend the useful life of the application./li>li>strong>Continuous Delivery/strong>: Speaks to the need of continuous collaboration between IT and the Business units in the development of a product./li>li>strong>Adaptive Solutions/strong>: Discusses a compromise between a complete top-down architecture and an emerging architecture./li>/ul>/div>div classblog_meta>Posted on: a href/2011/06/>06-6-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/transition-to-agile/ titleView all posts in Transition to Agile relcategory tag>Transition to Agile/a>/div>/div>/div>div classpost-1969 post type-post status-publish format-standard hentry category-leadership tag-leadership tag-pyxis tag-situational-leadership tag-tribal-leadership idpost-1969>div classblog_module>h2 classblog_header>a href/2011/05/30/tribal-leadership-what-level-of-leadership-are-you-at/ relbookmark titlePermanent Link: Tribal Leadership – What level of leadership are you at?>Tribal Leadership – What level of leadership are you at?/a> span classcomment_bubble>a href/2011/05/30/tribal-leadership-what-level-of-leadership-are-you-at/#comments titleComment on Tribal Leadership – What level of leadership are you at?>4/a>/span>/h2>div classentry>p>There are many perspectives about what leadership is and how it should be done. Contrary to many recipe books on this topic, a hrefhttps://www.amazon.com/gp/product/0061251305/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0061251305 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Tribal Leadership/a> is a useful tool to assess the stage of your personal leadership style and evaluate the impact and the consequences of each stage. Although the backdrop of the book is that a higher leadership stage is em>better/em>, the real value for me was as a tool to understand the culture and more importantly the people we deal with as part of Agile transitions./p>p>While the majority of leaders in the work place are at stages 2 and 3, Tribal Leadership shares tools and insights to help individuals and organizations break through to the next evolutionary stages – which are usually much easier for a transition./p>p>To help you get a gist of where you may stand as a leader and possibly help you determine at what level people you work with are, the authors provided on a hrefhttp://www.triballeadership.net/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.triballeadership.net);>their web site/a> a quick map (below)./p>p>a hrefhttps://nocheaptraffic.com/>Boost Your Site with Cheap Web Traffic Solutions - Nocheaptraffic/a>/p>p styletext-align: center;>img classaligncenter titleTribal Leadership srchttp://www.triballeadership.net/media/Tribal_Leadership_Cultural_Map.png alt width526 height452>/p>p styletext-align: left;>As Agile coaches, we must often work with teams and their leaders. Understanding the behaviours of the leaders and their motivation is extremely useful. As such, the book presents a model allowing the transformation of Level 1 leaders to higher levels – granted most people start at level 2 or 3./p>p styletext-align: left;>The book provides rich insights into human behaviour, group dynamics and individual motivation. Overall, it provides a good framework to understand people’s behaviors and with some clear thinking, can lead into actionable strategies to help support an agile transition./p>p styletext-align: left;>span>Tribal Leadership is available in audio book /span>285 Mb zipped file and in a traditional book format (a hrefhttps://www.amazon.com/gp/product/0061251305/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0061251305 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization/a>)./p>p styletext-align: left;>See Dave Logan’s a titleDavid Logan on tribal leadership hrefhttp://www.ted.com/talks/david_logan_on_tribal_leadership.html onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.ted.com);>presentation at TED/a>./p>p>/p>/div>div classblog_meta>Posted on: a href/2011/05/>05-30-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-1834 post type-post status-publish format-standard hentry category-management-and-leadership-style category-objectives-setting-and-performance-management tag-agile-team tag-book-review tag-pyxis tag-self-organized-teams tag-team-performance idpost-1834>div classblog_module>h2 classblog_header>a href/2011/05/23/cracking-the-code-for-standout-performance-part-ii/ relbookmark titlePermanent Link: Cracking the Code for Standout Performance (part II)>Cracking the Code for Standout Performance (part II)/a> span classcomment_bubble>a href/2011/05/23/cracking-the-code-for-standout-performance-part-ii/#respond titleComment on Cracking the Code for Standout Performance (part II)>0/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/shadarington/3272820951/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>As Agile team coaches or organizational coaches, we aim to increase the teams’ performance in an attempt to deliver better results. We improve quality, help the team work more efficiently, and have fun while delivering increased business value. Interestingly, many of the observations presented in a hrefhttps://www.amazon.com/gp/product/0470122439?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0470122439 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Great Business Teams: Cracking the Code for Standout Performance/a> (this is the second part of the book review) are in line with the Agile values and principles. Here are some of the keys points to remember:/p>p>span stylefont-size: 19px; font-weight: bold;>THE LEADERS/span>/p>p>The leaders have an important role in developing high performance teams. Their actions and behaviors will be closely observed and people will modify their own behaviors based on those of their leaders. Guttman highlights some of the leader imperatives to achieve high performance./p>h3>Develop and drive the horizontal vision/h3>p>An horizontal organization means moving to an organizaton in which everyone operates according to a clearly defined set of decision-making protocols, where people understand what they are accountable for and then own the results./p>blockquote>p>For an organization to raise its level of performance every team, on every level, strong>must be a great team/strong>. That is to say, it must be aligned in five key areas:/p>ol>li>business strategy/li>li>business deliverables coming from the strategy/li>li>roles and responsibilities at individual and business unit or functional levels/li>li>protocols, or ground rules, for decision making and conflict resolution (a href/2011/04/11/the-strength-of-a-real-team-is-under-estimated/>see a recent post on this topic/a>)/li>li>business/interpersonal relationships and interdependencies/li>/ol>/blockquote>h3>Create the right mindset/h3>ul>li>Being candid from “wary, closed with hidden agendas” to “candid, open, relaxed, easy to speak your mind” – from “no tolerance for confrontation, conflicts suppressed” to “tensions surfaced, confronted, and resolved”/li>li>Accentuating accountability: putting equal emphasis on cross functional, peer-to-peer accountability, as well as peer-to-leader acountability./li>/ul>h3>Provide the right skills/h3>p>Such as influencing, active listening, assertion, giving and receiving feedback, conflict management, decision making and leadership./p>h3>Keep the game and guard the rules/h3>p>Everyone is clear about and committed to the business strategy and the operational goals that flow from it; undertsands his or her roles and responsibilities, and adheres to agreed-upon protocols, or ground rules for decisions making and for interpersonal behavior, especially those relating to conflict management./p>p>Here’s how great teams make decisions:/p>ul>li>Identify the decisions that need to be made/li>li>Identify decision subteams/li>li>Assign accountability/li>li>Set objectives and timelines/li>li>Select the decision making mode/li>li>Identify information sources/li>li>Determine the shelf life of the decision/li>/ul>h3>Raise the bar/h3>p>Keep challenging the status quo, revisit the targets and get the team involved in the process./p>h3>Be player centered/h3>p>Leadership is in large part about power – about how it is exercised, shared, delegated, and used. High performance leaders seek to leverage power, not monopolize – to put it to use to drive up their team’s or organization’s performance. Putting the power in the hands of the teams members provides the right conditions to deliver maximum payoffs./p>h2>THE PLAYERS/h2>p>The road to a great team begins with two nuclear elements of team reality: the leader and the team members. Consequently, team members must show four very obvious characteristics./p>h3>Think like a director/h3>p>Keep their eye on overarching goals and the need to stay on top of their competition./p>h3>Put team first, function second/h3>p>They are team members first and functional representatives second./p>h3>Embrace accountability/h3>p>Slowly move from an individual accountability for their own results toward accountability toward the success of the entire organization./p>h3>Become comfortable with discomfort/h3>p>People need to be or become comfortable with the changes required of them and their leader./p>p>Building an outstanding team requires time and energy and is achievable once people agree to work together and pull in the same direction./p>/div>div classblog_meta>Posted on: a href/2011/05/>05-23-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>, a href/category/agile/agile-leadership-model/leadership/objectives-setting-and-performance-management/ titleView all posts in Objectives setting and performance management relcategory tag>Objectives setting and performance management/a>/div>/div>/div>div classpost-1892 post type-post status-publish format-standard hentry category-leadership tag-pyxis tag-self-organized-teams tag-teams idpost-1892>div classblog_module>h2 classblog_header>a href/2011/05/19/expected-behaviors-of-a-self-organized-team/ relbookmark titlePermanent Link: Expected behaviors of a self-organized team>Expected behaviors of a self-organized team/a> span classcomment_bubble>a href/2011/05/19/expected-behaviors-of-a-self-organized-team/#comments titleComment on Expected behaviors of a self-organized team>1/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/binusarina/3889528397/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>img classalignright size-medium wp-image-1893 titlewhinning src/wp-content/uploads/2011/03/whinning-300x199.jpg altPicture by Creative Donkey width300 height199>/a>Following a a href/2011/01/25/the-7-stances-of-self-organized-teams/>recent post/a> on the topic of self-organization, I’m offering a few examples of how people react / should react when a team is self-organized./p>p> /p>table styleborder-collapse: <br /> collapse; table-layout: fixed; width: 454pt; border0 cellspacing0 cellpadding0 width454>colgroup> col stylemso-width-source: userset; mso-width-alt: 9685; <br /> width: 227pt; span2 width227> /colgroup>tbody>tr styleheight: 15.0pt; height15>td classxl65 styleheight: 15.0pt; width: 227pt; width227 height15>span stylefont-size: medium;>strong>Not self-organized/strong>/span>/td>td classxl66 stylewidth: 227pt; width227>span stylefont-size: medium;>strong>Self-organized/strong>/span>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 styleheight: 15.0pt; height15>ul>li>Waits to be told what to do/li>/ul>/td>td classxl68>ul>li>Figures out what needs to be done/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 styleheight: 15.0pt; height15>ul>li>Is a victim of circumstances/li>/ul>/td>td classxl68>ul>li>Is responsible for his actions/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Gossips about the motives/li>/ul>/td>td classxl68>ul>li>Seeks information to understand/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Whines about the constraints/li>/ul>/td>td classxl68>ul>li>Attempts to operate within the constraints/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Complains about his colleagues’ performance/li>/ul>/td>td classxl68>ul>li>Holds his colleagues accountable/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Waits for rules to be defined/li>/ul>/td>td classxl68>ul>li>Defines the rules of operations/li>/ul>/td>/tr>tr styleheight: 16.0pt; height16>td classxl69 mceSelected styleheight: 16.0pt; height16>ul>li>Reactive/li>/ul>/td>td classxl70>ul>li>Proactive/li>/ul>/td>/tr>/tbody>/table>p>What other behaviours have you noticed?/p>/div>div classblog_meta>Posted on: a href/2011/05/>05-19-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-2022 post type-post status-publish format-standard hentry category-agile category-processes-and-tools category-transition-to-agile tag-agile-adoption tag-organizational-transition tag-path tag-pyxis idpost-2022>div classblog_module>h2 classblog_header>a href/2011/05/16/the-path-a-model-to-facilitate-the-diagnosis-of-the-agile-maturity-level/ relbookmark titlePermanent Link: The PATH: a model to facilitate the diagnosis of the Agile maturity level>The PATH: a model to facilitate the diagnosis of the Agile maturity level/a> span classcomment_bubble>a href/2011/05/16/the-path-a-model-to-facilitate-the-diagnosis-of-the-agile-maturity-level/#respond titleComment on The PATH: a model to facilitate the diagnosis of the Agile maturity level>0/a>/span>/h2>div classentry>h2>span stylefont-size: 13px; font-weight: normal;>Pyxis created the a hrefhttp://pyxis-tech.com/en/our-offer/tools-and-methods/path onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>PATH model/a> to facilitate the diagnosis of the Agile maturity level within a team in order to recommend the appropriate intervention. PATH is:/span>/h2>ul>li>An intervention approach within the organization;/li>li>A model allowing to lessen the impact of an Agile transition./li>/ul>p>/p>p>PATH is an acronym for strong>P/strong>rocess-strong>A/strong>dded value-strong>T/strong>echnologies-strong>H/strong>uman, the 4 dimensions of software development./p>p stylepadding-left: 30px;>strong>Processes:/strong> Efficiently deliver value with a simple process adapted to the project’s needs (lowest cost within time)./p>p stylepadding-left: 30px;>strong>Added value:/strong> Deliver functionalities and maximize their business value (prioritization and flexibility)./p>p stylepadding-left: 30px;>strong>Technologies:/strong> Deliver quickly and consistently with appropriate engineering practices (sustainable pace and skills development)./p>p stylepadding-left: 30px;>strong>Human:/strong> Deliver at a sustainable pace and in harmony while promoting team work (collaboration and communication)./p>p>In addition to the dimensions, the PATH model introduces 3 influence levels—vision, funnelling and emergence—that, when applied to all 4 dimensions, produces 12 intervention areas./p>h3>Vision/h3>p>The ‘Vision’ level shows the orientation to meet established objectives. This level is generally linked to the strategic vision of the organization. strong>The vision represents the objectives to achieve./strong>/p>p>For instance:/p>p>strong>Maximization of return on investment:/strong> strong>/strong>/p>ul>li>Connection between the IT group and business units, and globally between all stakeholders/li>li>Development of inter-project synergies in order to adopt best practices and pool them/li>li>Management of simple and adaptable projects in order to reduce administration fees/li>li>Capacity to innovate in order to be equipped with the tools required for the organization to evolve/li>li>Capacity to anticipate in order to gain a competitive edge/li>li>Greater respect for budget allowance/li>/ul>p>strong>Maximization of a cooperation and collaboration culture:/strong>/p>ul>li>Better team organization/li>li>Evolution of the strategy and change culture/li>li>Adaptation of the leadership model/li>/ul>p>strong>Performance:/strong>/p>ul>li>Quick project execution compared to traditional approaches/li>li>Quality improvement of software delivered/li>li>Establishment of parameters allowing to measure performance/li>li>Adaption of the competency model and expertise development/li>li>Process implementation to select initiatives/li>/ul>h3>Funnelling/h3>p>The main objective of the ‘Funnelling’ level is to strong>implement mechanisms promoting collaboration/strong> (e.g. communities of practice, wikis, and blogs)./p>p>This level:/p>ul>li>Allows to implement a communication approach in order to make the vision visible/li>li>Allows to make sure the field practices (emergence) are aligned with the objectives established at the ‘Vision’ level/li>/ul>p>Therefore, funnelling allows the emergence of the best practices arising from development teams as well as the dissemination of these practices to all groups that may benefit from them. Therefore, the ‘Funnelling’ level acts as an information catalyst and aggregate./p>p>Globally, the objective of this level is to ensure reuse of:/p>ul>li>Tools/li>li>Practices/li>li>Experience acquired by stakeholders/li>/ul>h3>Emergence/h3>p>The ‘Emergence’ level is the level for project teams developing software solutions. It is important to implement new development processes and train team members on how to apply Agile principles./p>p>At this level, transformations imply:/p>ul>li>New ways of doing/li>li>A behaviour oriented towards collaboration in order to achieve established objectives/li>li>The implementation of methods allowing to obtain best results/li>/ul>/div>div classblog_meta>Posted on: a href/2011/05/>05-16-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/agile/agile-leadership-model/project-team/processes-and-tools/ titleView all posts in Processes and Tools relcategory tag>Processes and Tools/a>, a href/category/transition-to-agile/ titleView all posts in Transition to Agile relcategory tag>Transition to Agile/a>/div>/div>/div>div classpost-2011 post type-post status-publish format-standard hentry category-autonomy-and-accountability category-collaboration-and-teamwork category-leadership category-learning category-people-management tag-agile tag-parents tag-people-managers tag-pyxis tag-self-organization idpost-2011>div classblog_module>h2 classblog_header>a href/2011/05/09/agile-teams-self-organization-what-people-managers-can-learn-from-parents/ relbookmark titlePermanent Link: Agile teams – What people managers can learn from parents>Agile teams – What people managers can learn from parents/a> span classcomment_bubble>a href/2011/05/09/agile-teams-self-organization-what-people-managers-can-learn-from-parents/#respond titleComment on Agile teams – What people managers can learn from parents>0/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/cjanducci/3691139438/sizes/z/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>img classalignright size-medium wp-image-2013 titleNew born src/wp-content/uploads/2011/04/New-born-198x300.jpg altimage by candrews width198 height300>/a>Before I explain what people managers can learn from parents, I feel the need to defuse what some readers may have in mind. I am not suggesting that employees and team members are children or act like babies although, sometimes ... - sorry, Im digressing./p>h2>The Art of Parenting/h2>p>If you have children, you should quickly relate to the fact that nothing really prepares us to be good parents. Sure, while growing up we assimilate patterns, behaviours, and skills from our environment – including and often to a large extent from our own parents. At a later stage in our em>children-free/em> life, some of our friends start to have kids and we observe them – sometimes with curiosity, sometimes out of sheer voyeurism, and sometimes with envy – and that’s when we contemplate the idea of having kids of our own./p>p>Then, one day out of the blue, the kind doctor tells your spouse that she is pregnant – in our case with twins! But that’s an entirely different story/p>p>Then comes the next stage of learning to become a parent, we spent countless hours on amazon.com previewing and ordering books, lot’s of books. Except for a few best sellers, the others titles vary based on our perceived areas of weakness and the em>bad/em> pattern we noticed from our parents when they raised us./p>p>And one day, a beautiful baby boy is born and/or a pretty baby girl – once again, in our case we got one of each./p>p>Once the sleepless nights are over and the baby is capable of learning, parents slowly transfer increasingly complex tasks to their child: holding the milk-bottle, feeding themselves, walking without holding mommy’s hand, abandoning the diaper, selecting how much ketchup to put on their food, picking their own clothes, walking to school by themselves, deciding what time to go to bed, going to a movie without supervision, and so on up to the point when the child moves out of the house to start their own independent life./p>h2>What people managers can learn from parents/h2>p>It is obvious that parenting is very different from managing people, no doubt about that. On the other hand, their are some similarities./p>p>Nothing prepares people to become good managers. Sure, while growing up in our professional career we assimilate patterns, behaviours, and skills from our environment – including and often to a large extent from our own managers. Granted, some people had the opportunity to learn about management during their school years and that could be an added bonus./p>p>As with parenting, once we decide to get into management we spend countless hours on amazon.com previewing and ordering books, lot’s of books. Except for a few best sellers, the others titles vary based on our perceived areas of weakness and the em>bad/em> pattern we noticed from our previous managers./p>h2>How that applies to Agile teams/h2>p>Agile management is somewhat similar to the art of parenting with the manager transferring to its team increasingly complex tasks and responsibilities. Helping the team self-organize doesn’t mean to abandon the team to itself without help or some supervision. Along the same lines as parenting, there comes a time when the manager must determine how much responsibility to transfer and what level of support to provide./p>p>Similar to the role of the parent, the agile manager is there to support the team’s development and make it successful and autonomous until one day – maybe – the team is highly performing and can become independent./p>/div>div classblog_meta>Posted on: a href/2011/05/>05-9-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/project-team/autonomy-and-accountability/ titleView all posts in Autonomy and accountability relcategory tag>Autonomy and accountability/a>, a href/category/agile/agile-leadership-model/project-team/collaboration-and-teamwork/ titleView all posts in Collaboration and teamwork relcategory tag>Collaboration and teamwork/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/learning/ titleView all posts in Learning relcategory tag>Learning/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classwp-pagenavi>span classpages>Page 1 of 30/span>span classcurrent>1/span>a href/page/2/ classpage title2>2/a>a href/page/3/ classpage title3>3/a>a href/page/4/ classpage title4>4/a>a href/page/5/ classpage title5>5/a>a href/page/2/>»/a>a href/page/10/ classpage title10>10/a>a href/page/20/ classpage title20>20/a>a href/page/30/ classpage title30>30/a>span classextend>.../span>a href/page/30/ classlast titleLast »>Last »/a>/div>/div>/div>div idsidebar>div classcontent>div idpopularwidget-4 classwidget popular-widget>p classwidgettitle>Popular Posts/p>ul classthumbnail_list>li>a classthumbnail_title href/11-common-instagram-bugs-and-fixes/ relbookmark>11 Common Instagram Bugs and Fixes/a>br>p>03-20-2025/p>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/01/25/the-7-stances-of-self-organized-teams/ relbookmark>Agile self-organized teams - is the team self-organized or not?/a>br>a classdate href/2011/01/>01-25-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2010/10/05/agile-transitions-are-hard-i-wonder-why-people-feel-the-need-to-control/ relbookmark>Agile transitions are hard. I wonder why people feel the need to control?/a>br>a classdate href/2010/10/>10-5-2010/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2010/12/20/which-stance-should-i-take-the-4-quadrants-of-agile-managers/ relbookmark>Which stance should I take? 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Ce cours vous enseigne à être un bon chef de produit. Vous apprendrez aussi à maximiser le rendement de vos investissements en produits. Éric vous attend les 19 … Continue reading → …>Premier cours « Profesionnal Scrum Product Owner » à Montréal/a> span classrss-date>September 1, 2011/span>div classrssSummary>Nous sommes très heureux d’offrir ce nouveau cours de Scrum.org à Montréal. Ce cours vous enseigne à être un bon chef de produit. Vous apprendrez aussi à maximiser le rendement de vos investissements en produits. Éric vous attend les 19 … Continue reading → …/div>cite>marie-eve trempe/cite>/li>li>a classrsswidget hrefhttp://urbanturtle.com/blog/2011/08/31/evaluating-eqatec-analytics/ titleBack in November of last year, we released Urban Turtle 3.6 which feature major performance improvements. To achieve this, we used a variety of code profiling tools, including Eqatec Profiler. I really liked the straight-forward interface of the product making it simple to compare profiling reports. A few months later, the Eqatec team emailed me ... Contin …>Evaluating Eqatec Analytics/a> span classrss-date>August 31, 2011/span>div classrssSummary>Back in November of last year, we released Urban Turtle 3.6 which feature major performance improvements. To achieve this, we used a variety of code profiling tools, including Eqatec Profiler. I really liked the straight-forward interface of the product making it simple to compare profiling reports. A few months later, the Eqatec team emailed me ... Contin …/div>cite>louis pellerin/cite>/li>li>a classrsswidget hrefhttp://pyxis-tech.com/blog/2011/08/17/agile-2011-vu-par/ titleEncore une fois cette année, plusieurs Pyxissiens ont participé à la conférence Agile 2011 qui avait lieu à Salt Lake City. Cette année marquait le 10e anniversaire de la signature du manifeste Agile. Voyez ce qu’ils ont apprécié et ce … Continue reading → …>Agile 2011 vu par…/a> span classrss-date>August 17, 2011/span>div classrssSummary>Encore une fois cette année, plusieurs Pyxissiens ont participé à la conférence Agile 2011 qui avait lieu à Salt Lake City. Cette année marquait le 10e anniversaire de la signature du manifeste Agile. Voyez ce qu’ils ont apprécié et ce … Continue reading → …/div>cite>guillaume petitclerc/cite>/li>li>Umuntu is moving out span classrss-date>August 12, 2011/span>div classrssSummary>You will now find my blog posts on our corporate web site at PyxisAs more of us at Pyxis are getting serious about blogging, I’m moving my blogs from Umuntu to the blog area of our corporate site.I do invite you to stop by our corporate blog and read... Continue reading → …/div>cite>yves ferland/cite>/li>li>a classrsswidget hrefhttp://pyxis-tech.com/blog/2011/08/12/a-pyxissian%E2%80%99s-book-in-the-top-100-agile-books/ titleYesterday, the day was full of excitement for Pyxis… In the morning, there was the official opening of our office in Geneva (Switzerland). Later on, we found out that the book Steffan Surdek, our colleague, co-wrote is in the 88th position of … Continue reading → …>A Pyxissian’s book in the top 100 Agile books/a> span classrss-date>August 12, 2011/span>div classrssSummary>Yesterday, the day was full of excitement for Pyxis… In the morning, there was the official opening of our office in Geneva (Switzerland). Later on, we found out that the book Steffan Surdek, our colleague, co-wrote is in the 88th position of … Continue reading → …/div>cite>guillaume petitclerc/cite>/li>/ul>/div>/div>div idsidebar_bottom>/div>/div>div idavatar_footer>Avatars by a hrefhttp://www.sterling-adventures.co.uk/blog/>Sterling Adventures/a>/div>div classclearboth>/div>/div>div idfooter_teaser_text>div classinner>div idfooter_blurb>/div>/div>/div>/div>/div>div idfooter>div classfooter_background>div classfooter_trim>/div>div classinner>div classone_third>div idrecentposts-2 classwidget custom-recent-widget>h6 classfooter_widgettitle>Recent Posts/h6>ul classthumbnail_list>li>a classthumbnail_title href/2011/08/10/analytical-mind-has-moved-2/ relbookmark>Analytical-Mind has moved/a>br>a classdate href/2011/08/>08-10-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relbookmark>Adapting your leadership style to the maturity level of your self-organizing team/a>br>a classdate href/2011/08/>08-9-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/08/01/agile-managers-do-not-act-like-cowboys/ relbookmark>Agile managers do not act like cowboys/a>br>a classdate href/2011/08/>08-1-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/06/20/12-tips-to-be-a-better-coach/ relbookmark>12 tips to be a better coach/a>br>a classdate href/2011/06/>06-20-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/06/06/gartners-enterprise-class-agile-development-defined/ relbookmark>Gartners Enterprise-Class Agile Development Defined/a>br>a classdate href/2011/06/>06-6-2011/a>div classclearboth>/div>/li>/ul>/div>/div>div classone_third>div idrecent-comments-4 classwidget widget_recent_comments>h6 classfooter_widgettitle>Recent Comments/h6>ul idrecentcomments>li classrecentcomments>span>/span>a hrefhttp://dancres.wordpress.com/2011/08/14/links-for-2011-08-14/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://dancres.wordpress.com); relexternal nofollow classurl>links for 2011-08-14 « Dan Creswell’s Linkblog/a> on a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/#comment-1367>Adapting your leadership style to the maturity level of your self-organizing team/a>/li>li classrecentcomments>span>/span>a hrefhttp://create-learning.com/blog onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://create-learning.com); relexternal nofollow classurl>Michael cardus/a> on a href/2011/08/10/analytical-mind-has-moved-2/#comment-1365>Analytical-Mind has moved/a>/li>li classrecentcomments>span>/span>a hrefhttp://pyxis-tech.com/blog/2011/08/10/making-the-entire-organization-agile/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://pyxis-tech.com); relexternal nofollow classurl>Making The Entire Organization Agile | Pyxis blog/a> on a href/2011/05/03/the-myths-of-self-organized-teams/#comment-1364>The myths of self-organized teams/a>/li>li classrecentcomments>span>/span>a hrefhttp://pyxis-tech.com/blog/2011/08/10/making-the-entire-organization-agile/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://pyxis-tech.com); relexternal nofollow classurl>Making The Entire Organization Agile | Pyxis blog/a> on a href/2010/07/12/yet-another-agile-maturity-model-the-5-levels-of-maturity/#comment-1363>Yet Another Agile Maturity Model (AMM) – The 5 Levels of Maturity/a>/li>li classrecentcomments>span>/span>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relexternal nofollow classurl>Adapting your leadership style to the maturity level of your self-organizing team | Analytical-Mind/a> on a href/2010/05/04/seven-wrong-reasons-to-adopt-agile/#comment-1362>Seven wrong reasons to adopt Agile/a>/li>/ul>/div>/div>div classone_third last>div idgravatar-3 classwidget widget_gravatar>h6 classfooter_widgettitle>About Me/h6>p>a href/about-martin-proulx/>img srchttp://0.gravatar.com/avatar/01d59b0fe39cb3b2bbf95007602fc5ea?s128&dhttp%3A%2F%2Fwww.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D128&rG classpost_avatar no-rate avatar-128 avatar-default height128 width128 stylewidth: 128px; height: 128px;>/a>/p>/div>div idmeta-2 classwidget widget_meta>h6 classfooter_widgettitle>Meta/h6>ul>li>Log in/li>li>Entries abbr titleReally Simple Syndication>RSS/abbr>/li>li>Comments abbr titleReally Simple Syndication>RSS/abbr>/li>li>a hrefhttp://wordpress.org/ titlePowered by WordPress, state-of-the-art semantic personal publishing platform.>WordPress.org/a>/li>/ul>/div>/div>div classclearboth>/div>/div>/div>/div>div idsub_footer>div classinner>div classone_half>© 2008-2011 Martin Proulxbr>a href/cdn-cgi/l/email-protection class__cf_email__ data-cfemail42212d2c3623213602362a272623352531262b312a6c212d2f>email protected/a>/div>div classone_half last styletext-align: right;>div idfooter_nav>/div>/div>div classclearboth>/div>/div>/div>script data-cfasyncfalse src/cdn-cgi/scripts/5c5dd728/cloudflare-static/email-decode.min.js>/script>script src/wp-content/plugins/tweetmeme/button.js typetext/javascript>/script>script typetext/javascript> Cufon.now(); /script>/div>/body>/html>
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HTTP/1.1 200 OKDate: Sun, 08 Feb 2026 05:58:42 GMTContent-Type: text/html; charsetutf-8Transfer-Encoding: chunkedConnection: keep-aliveServer: cloudflareNel: {report_to:cf-nel,success_fraction:0.0,max_age:604800}Last-Modified: Fri, 02 Sep 2011 03:27:04 3SepGMTReport-To: {group:cf-nel,max_age:604800,endpoints:{url:https://a.nel.cloudflare.com/report/v4?sqR7j4YtQAylGyYD5NPzEeuVUbmXsQvOtd%2FixPdQm6s%2BQdlsnIzhS4lM6WIQXzoVT2Oq54TYZhY46479o3EPFZjHW%2BVCeFo5BfSXqOfn8TnWkR4A%3D}}cf-cache-status: DYNAMICvary: accept-encodingCF-RAY: 9ca8e58fc80e5913-PDXalt-svc: h3:443; ma86400 !DOCTYPE html>html dirltr langen-US>head profilehttp://gmpg.org/xfn/11> meta http-equivcontent-type contenttext/html; charsetutf-8> title>Analytical-Mind - A blog about Agile Coaching, Leadership, and Innovative Management Practices./title> link relstylesheet href/wp-content/themes/awake/lib/scripts/prettyPhoto/css/prettyPhoto.css typetext/css mediascreen> link relstylesheet href/wp-content/themes/awake/style.css typetext/css mediascreen> link relstylesheet typetext/css mediaall href/wp-content/themes/awake/styles/copper.css> link relshortcut icon href/favicon.ico> script typetext/javascript> /* !CDATA */ document.write(style typetext/css>h1,h2,h3,h4,h5,#blurb,#site_name,#intro_blurb_title,#call_to_action,.light_gradient.dropcap1,.widgettitle,.dropcap2,.dark_gradient,th{text-indent:-9999px;}.noscript{display:none;}.bg_hover{background:none;}\/style>); /* > */ /script> link relalternate typeapplication/rss+xml titleAnalytical-Mind RSS Feed href/feed/> link relalternate typeapplication/atom+xml titleAnalytical-Mind Atom Feed href/feed/atom/> link relpingback href/xmlrpc.php> meta nameshared_path contenthttps://analytical-mind.com/wp-content/themes/awake/styles/_shared> meta namevariation_path contenthttps://analytical-mind.com/wp-content/themes/awake/styles/copper> meta namedisable_cufon content> meta nameslider_speed content5000> meta nameslider_disable contentfalse> meta nameslider_type contentfading> script typetext/javascript src/wp-includes/js/l10n.js?ver20101110>/script> script typetext/javascript src/wp-includes/js/jquery/jquery.js?ver1.6.1>/script> script typetext/javascript src/wp-includes/js/swfobject.js?ver2.2>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/jquery.easing.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/image-load.js?ver1.3>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/cufon-yui.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/DejaVu_Sans_Condensed_400.font.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/prettyPhoto/js/jquery.prettyPhoto.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/jquery.tools.min.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/galleria/galleria.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/galleria/themes/classic/galleria.classic.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/custom.js?ver3.2.1>/script> script typetext/javascript src/wp-content/themes/awake/lib/scripts/sliders.js?ver3.2.1>/script> script typetext/javascript src/wp-content/plugins/google-analyticator/external-tracking.min.js?ver6.2>/script> link relEditURI typeapplication/rsd+xml titleRSD href/xmlrpc.php?rsd> link relwlwmanifest typeapplication/wlwmanifest+xml href/wp-includes/wlwmanifest.xml> link relindex titleAnalytical-Mind href/> link relshortlink hrefhttps://wp.me/KRK1> meta namedescription contentStatus quo is over. The days of archaic organizations are counted. Deliver better results through motivated individuals. This blog discusses new leadership paradigms and innovative organizational structures with the intend of improving teams performance and peoples quality of life at work.> meta namekeywords contentAgile Coaching, Organizational Coaching, Leadership, Management> link relcanonical href/> style typetext/css> .recentcomments a{display:inline !important;padding:0 !important;margin:0 !important;} /style> style typetext/css mediaall> #avatar_footer { display: none; } /* Change this in Users > Avatars. */ /style>/head>body>div classbody_background>div idheader>div classinner>div idsite_name>a href/>Analytical-Mind/a>/div>div classheader_contact>A blog offering new paradigms to improve performance and quality of life at work./div>div idmain_navigation classjqueryslidemenu unitPng>ul>li>a classcurrent_page_item href/>Home/a>/li>li classpage_item page-item-893>a href/about-martin-proulx/ titleAbout Me>About Me/a>/li>li classpage_item page-item-21>a href/my-virtual-bookshelf/ titleMy Virtual Bookshelf>My Virtual Bookshelf/a>/li>li classpage_item page-item-1927>a href/contact-me/ titleContact Me>Contact Me/a>/li>/ul>/div>div idmenu_search>/div>div classtool_tip search_tooltip>/div>/div>/div>div idbody_block classright_sidebar fading minimal copper>div idbody_block_background>div classinner>div idmain>div classcontent>div classtweetmeme_button stylefloat: right; margin-left: 12px;>a classtm_button rel&sourceanalytical_mind&stylenormal&servicebit.ly&b2 href/2011/08/10/analytical-mind-has-moved-2/>/a>/div>p>span stylefont-size: medium; font-family: helvetica; color: #666666;>strong>a href/wp-content/uploads/2011/03/martin-proulx-face1.png>img classalignleft size-full wp-image-1914 titleMartin-Proulx-Analytical-Mind src/wp-content/uploads/2011/03/martin-proulx-face1.png alt width300 height202>/a>/strong> strong>Status quo is over./strong> The days of archaic organizations are counted./span>/p>p>span stylefont-size: medium; font-family: helvetica; color: #666666;>This blog discusses new leadership paradigms and innovative organizational structures with the intend of improving teams’ performance and people’s quality of life at work./span>/p>div classpost-2126 post type-post status-publish format-standard hentry category-leadership idpost-2126>div classblog_module>h2 classblog_header>a href/2011/08/10/analytical-mind-has-moved-2/ relbookmark titlePermanent Link: Analytical-Mind has moved>Analytical-Mind has moved/a> span classcomment_bubble>a href/2011/08/10/analytical-mind-has-moved-2/#comments titleComment on Analytical-Mind has moved>1/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/cronncc/5837293955/sizes/l/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>span stylefont-size: medium;>My most recent content can now be found on a hrefhttp://pyxis-tech.com/blog/martin-proulx/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>our corporate blog/a>./span>/p>p>After writing almost 300 posts since October 2008, I have decided to stop publishing content on this blog and share my thoughts on “em>new leadership paradigms and innovative organizational structures with the intend of improving teams’ performance and people’s quality of life at work”/em> on a hrefhttp://pyxis-tech.com/blog/martin-proulx/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>my section/a> of our corporate blog./p>p>I invite you to stop by a hrefhttp://pyxis-tech.com/blog/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>our corporate blog/a> to read excellent content publish by my colleagues./p>p>Ciao,/p>p>martin/p>/div>div classblog_meta>Posted on: a href/2011/08/>08-10-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-2081 post type-post status-publish format-standard hentry category-agile-leadership-model category-autonomy-and-accountability category-leadership category-people-management tag-agile-coaching tag-leadership-style tag-maturity-level tag-pyxis tag-self-organized-teams idpost-2081>div classblog_module>h2 classblog_header>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relbookmark titlePermanent Link: Adapting your leadership style to the maturity level of your self-organizing team>Adapting your leadership style to the maturity level of your self-organizing team/a> span classcomment_bubble>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/#comments titleComment on Adapting your leadership style to the maturity level of your self-organizing team>1/a>/span>/h2>div classentry>p>Unless they are a href/2010/05/04/seven-wrong-reasons-to-adopt-agile/>adopting Agile for the wrong reasons/a>, people managers find themselves facing an interesting decision – “Am I willing to let go some control in order to take advantage of the benefits associated with Agile?”./p>p>Being human, it is difficult not to resist change unless we know what to expect from the future and clearly understand the implications for us. Learn how to a hrefhttps://impactmindset.com/>unlock the impact mindset/a>. Once the future becomes clearer, we can start to appreciate the need to change. That’s just the beginning… Change for what?/p>p>In his a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp217153&creative399349&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>book/a>, a hrefhttp://www.jurgenappelo.com/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.jurgenappelo.com);>Jurgen Appelo/a> presents various levels of decision making and manager involvement in the context of Agile adoption. I took the liberty to build a matrix (see below) to match Jurgen’s various leadership styles to the a href/2011/01/25/the-7-stances-of-self-organized-teams/>7 stances of a self-organized team/a> a pdf version of this matrix is available for download./p>p>/p>p>(1) Taken from: a href/2011/01/25/the-7-stances-of-self-organized-teams/>Agile self-organized teams – is the team self-organized or not?/a>/p>p>(2) Taken from: a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp217153&creative399349&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Management 3.0: Leading Agile Developers, Developing Agile Leaders/a>/p>p>The matrix presents which leadership style the manager should be using based on the level of maturity of your team. Hope you will find it useful!/p>/div>div classblog_meta>Posted on: a href/2011/08/>08-9-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/ titleView all posts in Agile Leadership Model relcategory tag>Agile Leadership Model/a>, a href/category/agile/agile-leadership-model/project-team/autonomy-and-accountability/ titleView all posts in Autonomy and accountability relcategory tag>Autonomy and accountability/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classpost-2093 post type-post status-publish format-standard hentry category-agile category-agile-management category-leadership category-management-and-leadership-style tag-authoritarian tag-democratic tag-laissez-faire tag-leadership tag-management tag-pyxis idpost-2093>div classblog_module>h2 classblog_header>a href/2011/08/01/agile-managers-do-not-act-like-cowboys/ relbookmark titlePermanent Link: Agile managers do not act like cowboys>Agile managers do not act like cowboys/a> span classcomment_bubble>a href/2011/08/01/agile-managers-do-not-act-like-cowboys/#comments titleComment on Agile managers do not act like cowboys>2/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/49024304@N00/2383909372/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>/p>p>Managers are expected to get their teams to deliver on the objectives that are established. Managers are also expected to keep their people happy and motivated. How can one accomplish these two seemingly incompatible expectations?/p>p>Let’s first distinguish management from leadership./p>blockquote>p>Management books often make a distinction between managers and leaders, depicting leadership as if it is more about heroics than management. ... Managers are then advised to transform themselves to leaders, turning employees into willing followers, instead of herding them like sheep. ... Separating leadership from management is like comparing women to humans. It doesn’t make sense. ... Comparing women to men seems more logical to me. - a hrefhttps://www.amazon.com/gp/product/0321712471/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0321712471 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Management 3.0: Leading Agile Developers, Developing Agile Leaders/a>/p>/blockquote>p>I agree with Jurgen that leadership is one of the ways to accomplish a manager’s role./p>p>Along the same lines, I hear from time to time conversations within Agile circles and read Agile related blog posts promoting soft leadership, leading without authority and em>laissez-faire/em> The latter is sometime mistakenly perceived to be self-organization. Self-organization is something else and requires clear boundaries, but thats for another post as the answer to the management conundrum. Is that really the silver-bullet?/p>p>In almost all organizations, the manager’s role is fairly similar./p>blockquote>p>Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. ... Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage’ oneself, a pre-requisite to attempting to manage others. - a hrefhttps://en.wikipedia.org/wiki/Management onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>wikipedia/a>/p>/blockquote>p>For a large number of individuals in management responsibility, authority is perceived to be the most effective tool to ensure compliance and to get people to do with is expected. Please bear with me, the analogy isn’t perfect but the image is powerful. For me, strong>authority is similar to carrying a gun/strong> or whatever your preferred weapon happens to be./p>p>It is easy to obtain compliance and get people to do what we tell them to do when we – the managers – are the only people carrying a weapon. It is especially true if the weapon is constantly out of the holster and pointing directly at the team figuratively speaking, of course. So authority gets us compliance (for most part) and may allow us to meet our objectives (some of the time) but authority doesn’t bring the best out of people. Authority certainly doesn’t make people happy and motivated./p>p>On the other hand, if we aim to keep people happy and motivated first, we are more likely to adopt a em>laissez-faire/em> approach./p>blockquote>p>Lewin often characterized organizational management styles and cultures in terms of leadership climates defined by (1) authoritarian, (2) democratic and (3) laissez-faire work environments. Authoritarian environments are characterized where the leader determines policy with techniques and steps for work tasks dictated by the leader in the division of labor. The leader is not necessarily hostile but is aloof from participation in work and commonly offers personal praise and criticism for the work done. Democratic climates are characterized where policy is determined through collective processes with decisions assisted by the leader. Before accomplishing tasks, perspectives are gained from group discussion and technical advice from a leader. Members are given choices and collectively decide the division of labor. Praise and criticism in such an environment are objective, fact minded and given by a group member without necessarily having participated extensively in the actual work. Laissez-faire Environments give freedom to the group for policy determination without any participation from the leader. The leader remains uninvolved in work decisions unless asked, does not participate in the division of labor, and very infrequently gives praise. - a hrefhttps://en.wikipedia.org/wiki/Kurt_Lewin onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>wikipedia/a>/p>/blockquote>p>When nobody carries a em>weapon/em>, such as in the case of em>laissez-faire/em> leadership style, people are freer to select goals that appeal to them and are more likely to be successful at reaching their objectives. Unfortunately, managing people (as in the wikipedia definition “getting people together to accomplish desired goals and objectives”) becomes extremely difficult and maybe impossible in a business context (trust me, a href/2011/01/20/real-life-laboratory-for-human-experiments-the-case-of-an-agile-organization/>we have tried that unsuccessfully/a>)./p>p>To be an agile manager doesn’t mean to avoid using authority and to strictly rely on our influencing capabilities. It doesn’t mean to let people determine the business orientation that the organization will be taking either. As in many fruitless debates, taking an “either or” perspective doesn’t lead to the best answer. Agile managers need to be able to use authority, but not as their primary tool./p>p>Let me explain./p>p>Agile managers need to take the time to explain the objectives they aim to achieve and get people to follow them (leadership) into attempting to reach the objectives. Just like good diplomats, agile managers should begin with good listening skills, influence, and negotiation when they are faced with people resistance and challenges. Only in extreme cases should we turn to authority to get people to do what we need them to do. Like many things in life, using authority comes at a cost (diminished commitment from the team, reduced motivation) and as such, should be used wisely./p>p>This leads me to my last point. In addition to management skills, people’s tolerance to stress needs to determine if they should be entitled to manage a team. As most a hrefhttps://en.wikipedia.org/wiki/Psychometrics onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>psychometric/a> tests can tell, we – humans – tend to operate differently when we are within our a hrefhttps://en.wikipedia.org/wiki/Comfort_Zone_Theory onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>comfort zone/a> (low stress) or outside our comfort zone (high stress). While in our comfort zone, we usually take advantage of many of our built-in or acquired skills which doesn’t increase one’s anxiety level. By contrast, stepping too much outside our comfort zone leads to decreased performance and substantially increased anxiety levels. People for who management is within their comfort zone or people who have better abilities to deal with stress are less likely to use authority as their primary tool. As such, agile managers are more likely to wait until the situation is critical before they even think of going “a hrefhttps://en.wikipedia.org/wiki/The_Good,_the_Bad_and_the_Ugly onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://en.wikipedia.org);>Clint Eastwood/a>” on people./p>p>So next time you are thinking of promoting someone in a management position, do not simply look for their skills. Assess their ability to manage their stress level./p>/div>div classblog_meta>Posted on: a href/2011/08/>08-1-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/management/agile-management/ titleView all posts in Agile Management relcategory tag>Agile Management/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>/div>/div>/div>div classpost-1865 post type-post status-publish format-standard hentry category-management-and-leadership-style category-people-management tag-coaching tag-pyxis tag-tips idpost-1865>div classblog_module>h2 classblog_header>a href/2011/06/20/12-tips-to-be-a-better-coach/ relbookmark titlePermanent Link: 12 tips to be a better coach>12 tips to be a better coach/a> span classcomment_bubble>a href/2011/06/20/12-tips-to-be-a-better-coach/#comments titleComment on 12 tips to be a better coach>2/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/bernzilla/3582177498/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>I often hear people saying they are coaching others in an agile context. Coaching is often incorrectly used to mean: consulting, teaching, mentoring and a few other unexpected meanings./p>p>a href/2010/01/20/what-is-coaching-and-other-relevant-questions/>Coaching/a> is very useful to help people get from “point A to point B” and it can be used in various contexts, including coaching for Agile adoption or to a href/2010/08/12/mommy-i-dont-feel-so-good-im-a-people-manager-in-an-agile-organization/>help people managers/a> modify their leadership style. Either way, to be powerful, coaching requires a few basic skills and a question from my friend a hrefhttp://pyxis-tech.com/en/our-team/yves-ferland onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>Yves/a> prompted me to describe 12 fundamental elements that I believe are required to be an effective coach. You are more than welcome to share your thoughts./p>ol>li>strong>Inner silence/strong>: To be truly effective at listening to what others are saying and how they are feeling, it is critical to block the em>voice inside your head/em> – yes that’s right, that voice that rambles all the time saying things such as: I wonder what we’ll eat for dinner tonight?… Damn, I forgot to make reservation for dinner… I hope the kids did well on their math test today… I’m bored… I think I want a coffee right now. I heard the term em>monkey brain/em> to describe this constant action of jumping around from one thought to the next. To be an effective coach, you will need your monkey brain to calm down so you can find inner peace./li>li>strong>Stop all judgment/strong>: When you coach people, it is easy and unproductive to become judgmental. Comments such as: Wow, that’s a weird comment… I wonder why he’s saying this… There must be some secret meaning to that sentence… I don’t think I’l be able to help her on this topic… I feel insecure… This won’t help be effective at all. Simply listen to what is being said for what it is being said. Judgments will sidetrack your listening abilities and will make you a very poor coach./li>li>strong>Stay focused/strong>: Now that you stopped all judgements and are able to keep the inner voice quiet, you need to remain focused for more than 6 seconds. Yes, just like meditation, this sounds like an impossible task at first but with practice, you will develop your focusing-muscle and the task will get easier with time allowing you to be more present to what the other person is expressing./li>li>strong>Be present/strong>: Be in the moment – right there and then. Listen to what is being said, notice how the person is acting and give her your full attention and make the space secure for the conversation./li>li>strong>Don’t aim for personal performance/strong>: Aiming for an academy award when you are coaching simply doesn’t work. You are not there to impress anyone. Ironically, the more you will try to impress the other person, the less effective you will be. She will will quickly notice that the focus is on you and not her which will make it pretty much impossible to actually support her development./li>li>strong>Ask open ended questions and wait for the answers/strong>: Remember, you are not telling a story, you are there to listen. If you need clarification or want to encourage discussion, simply ask a short question. Trust yourself that the other person will understand your questions and if they don’t, they will quickly let you know. Once you have asked your question, wait for the answer./li>li>strong>Trust your intuition/strong>: If you feel that you need to ask a certain question, then go ahead and ask it. If you believe it is better to wait, then wait. I believe what we call intuition is simply our brain and senses’ abilities to decipher subtle messages from the other person and give us clues as how to interact with them./li>li>strong>Keep silent/strong>: After asking a question, never speak first. Maintain the silence until the other person breaks it. I am a very strong believer in keeping silent. Silence opens up a secure space for conversations and gives all the space to the other person./li>li>strong>Pay attention to the non-verbal/strong>: Words are a great way to communicate but non-verbal clues are usually very useful to understand where the person stands – Are they at a rational level? Intuition level? Emotional level? This information will be very useful to adapt your coaching style./li>li>strong>Dig deep/strong>: It is much easier to stay at the rational level in a discussion. It often leads to contextual information and detailed explanations. To make a real difference, you need to get to the underlying emotions – What are the person’s fears? Intentions? Motivations? Ask feeling-related questions, not logical or rational questions such as: “How do you feel about this event?” instead of “What do you think about this?”./li>li>strong>Rephrasing/strong>: When rephrasing, use the same key words as the other person. The words are usually very meaningful to the other person and will open up relevant information for you./li>li>strong>No context/strong>: Do not focus too much on the context. It is usually good to understand what triggered the actions or where the event took place, but the information usually has very little impact on the person you are coaching./li>/ol>p>Are there other tips you would like to share?/p>/div>div classblog_meta>Posted on: a href/2011/06/>06-20-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classpost-2029 post type-post status-publish format-standard hentry category-agile category-transition-to-agile tag-agile-development tag-enterprise-class-agile tag-gartner tag-pyxis tag-research idpost-2029>div classblog_module>h2 classblog_header>a href/2011/06/06/gartners-enterprise-class-agile-development-defined/ relbookmark titlePermanent Link: Gartner’s Enterprise-Class Agile Development Defined>Gartner’s Enterprise-Class Agile Development Defined/a> span classcomment_bubble>a href/2011/06/06/gartners-enterprise-class-agile-development-defined/#respond titleComment on Gartner’s Enterprise-Class Agile Development Defined>0/a>/span>/h2>div classentry>p>Gartner’s analysts David Norton and Mike Blechar recently published “a hrefhttp://www.gartner.com/DisplayDocument?doc_cd210974 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.gartner.com);>Enterprise-Class Agile Development Defined/a>“. Although the content is very light and the findings not revolutionary, the research presents a high level differentiation between enterprise wide Agile adoption and enterprise class Agile adoption./p>h3>Enterprise wide Agile adoption/h3>blockquote>p>Our definition of EAD differentiates enterprise-class from enterprise-wide. Across the organization (enterprise-wide), organizations might be doing many self-contained/independent agile development projects that are totally unrelated and that meet specific tactical needs. Or, the projects may be first iterations of agile development projects intended to help organizations gain understanding and insight into how the application solution could subsequently be grown into a more complete solution, which will subsequently be integrated into the current application solution portfolio. Most of the agile development projects we see start out without real concern for the longer-term impact on the application ecosystem and broader solution architecture. They generally fail to scale to the needed enterprise-class solution characteristics we identify in this research, even though the project may consist of hundreds of developers and be classified as enterprise-wide./p>/blockquote>h3>Enterprise class Agile adoption/h3>blockquote>p>Enterprise-class AD includes assessing the impact on the current and future enterprise solution architecture for the organization to make the right business decisions./p>/blockquote>p>One of the key finding presented by the authors is that:/p>blockquote>p>Agile development methods are increasingly being used within organizations as business differentiators, which is raising their profile from tactical project level to a more strategic enterprise level./p>/blockquote>p>And as such, one of their recommendation is that:/p>blockquote>p>Enterprise-class agile development cannot be driven only by the CIO and application development (AD) teams. Strong business commitment is essential. Don’t attempt to drive enterprise agile from an IT perspective, as it will fail./p>/blockquote>p>In their research, the authors have identified seven key elements that collectively, positively impact enterprise wide software development processes. Taken together, these key elements help organizations achieve an enterprise class Agile adoption./p>ul>li>strong>Customer-Centric/strong>: Exceeds the notion of the business project sponsor to include the corporate strategies and organizational goals. The product owner and team members need to fully understand and be aware of the impact of the solution and its architecture on the overall corporate goals./li>li>strong>Collaborative and Cooperative/strong>: This is not just cooperation between IT and the business, but also within IT departments across the various sections of the organizations, including teams that are not co located./li>li>strong>Constant Feedback/strong>: Though lengthy planning is often eliminated from Agile projects, due to organizational constraints it should not (and possibly cannot) be completely removed. This doesn’t mean to overly invest time and efforts but “just good enough” planning should allow projects to get started. As such, constant feedback isn’t limited to the communication between the IT and Business units but similarly with all support departments and various stakeholders./li>li>strong>Heterogeneous Environment/strong>: There is no magic formula for success, and adaptation is required for a successful adoption./li>li>strong>Throughout the Software Life Cycle/strong>: Agile practices, such as refactoring, applied throughout the life cycle, can extend the useful life of the application./li>li>strong>Continuous Delivery/strong>: Speaks to the need of continuous collaboration between IT and the Business units in the development of a product./li>li>strong>Adaptive Solutions/strong>: Discusses a compromise between a complete top-down architecture and an emerging architecture./li>/ul>/div>div classblog_meta>Posted on: a href/2011/06/>06-6-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/transition-to-agile/ titleView all posts in Transition to Agile relcategory tag>Transition to Agile/a>/div>/div>/div>div classpost-1969 post type-post status-publish format-standard hentry category-leadership tag-leadership tag-pyxis tag-situational-leadership tag-tribal-leadership idpost-1969>div classblog_module>h2 classblog_header>a href/2011/05/30/tribal-leadership-what-level-of-leadership-are-you-at/ relbookmark titlePermanent Link: Tribal Leadership – What level of leadership are you at?>Tribal Leadership – What level of leadership are you at?/a> span classcomment_bubble>a href/2011/05/30/tribal-leadership-what-level-of-leadership-are-you-at/#comments titleComment on Tribal Leadership – What level of leadership are you at?>4/a>/span>/h2>div classentry>p>There are many perspectives about what leadership is and how it should be done. Contrary to many recipe books on this topic, a hrefhttps://www.amazon.com/gp/product/0061251305/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0061251305 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Tribal Leadership/a> is a useful tool to assess the stage of your personal leadership style and evaluate the impact and the consequences of each stage. Although the backdrop of the book is that a higher leadership stage is em>better/em>, the real value for me was as a tool to understand the culture and more importantly the people we deal with as part of Agile transitions./p>p>While the majority of leaders in the work place are at stages 2 and 3, Tribal Leadership shares tools and insights to help individuals and organizations break through to the next evolutionary stages – which are usually much easier for a transition./p>p>To help you get a gist of where you may stand as a leader and possibly help you determine at what level people you work with are, the authors provided on a hrefhttp://www.triballeadership.net/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.triballeadership.net);>their web site/a> a quick map (below)./p>p>a hrefhttps://nocheaptraffic.com/>Boost Your Site with Cheap Web Traffic Solutions - Nocheaptraffic/a>/p>p styletext-align: center;>img classaligncenter titleTribal Leadership srchttp://www.triballeadership.net/media/Tribal_Leadership_Cultural_Map.png alt width526 height452>/p>p styletext-align: left;>As Agile coaches, we must often work with teams and their leaders. Understanding the behaviours of the leaders and their motivation is extremely useful. As such, the book presents a model allowing the transformation of Level 1 leaders to higher levels – granted most people start at level 2 or 3./p>p styletext-align: left;>The book provides rich insights into human behaviour, group dynamics and individual motivation. Overall, it provides a good framework to understand people’s behaviors and with some clear thinking, can lead into actionable strategies to help support an agile transition./p>p styletext-align: left;>span>Tribal Leadership is available in audio book /span>285 Mb zipped file and in a traditional book format (a hrefhttps://www.amazon.com/gp/product/0061251305/refas_li_ss_tl?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0061251305 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization/a>)./p>p styletext-align: left;>See Dave Logan’s a titleDavid Logan on tribal leadership hrefhttp://www.ted.com/talks/david_logan_on_tribal_leadership.html onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.ted.com);>presentation at TED/a>./p>p>/p>/div>div classblog_meta>Posted on: a href/2011/05/>05-30-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-1834 post type-post status-publish format-standard hentry category-management-and-leadership-style category-objectives-setting-and-performance-management tag-agile-team tag-book-review tag-pyxis tag-self-organized-teams tag-team-performance idpost-1834>div classblog_module>h2 classblog_header>a href/2011/05/23/cracking-the-code-for-standout-performance-part-ii/ relbookmark titlePermanent Link: Cracking the Code for Standout Performance (part II)>Cracking the Code for Standout Performance (part II)/a> span classcomment_bubble>a href/2011/05/23/cracking-the-code-for-standout-performance-part-ii/#respond titleComment on Cracking the Code for Standout Performance (part II)>0/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/shadarington/3272820951/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>/a>As Agile team coaches or organizational coaches, we aim to increase the teams’ performance in an attempt to deliver better results. We improve quality, help the team work more efficiently, and have fun while delivering increased business value. Interestingly, many of the observations presented in a hrefhttps://www.amazon.com/gp/product/0470122439?ieUTF8&taghumandevel-20&linkCodeas2&camp1789&creative390957&creativeASIN0470122439 onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.amazon.com);>Great Business Teams: Cracking the Code for Standout Performance/a> (this is the second part of the book review) are in line with the Agile values and principles. Here are some of the keys points to remember:/p>p>span stylefont-size: 19px; font-weight: bold;>THE LEADERS/span>/p>p>The leaders have an important role in developing high performance teams. Their actions and behaviors will be closely observed and people will modify their own behaviors based on those of their leaders. Guttman highlights some of the leader imperatives to achieve high performance./p>h3>Develop and drive the horizontal vision/h3>p>An horizontal organization means moving to an organizaton in which everyone operates according to a clearly defined set of decision-making protocols, where people understand what they are accountable for and then own the results./p>blockquote>p>For an organization to raise its level of performance every team, on every level, strong>must be a great team/strong>. That is to say, it must be aligned in five key areas:/p>ol>li>business strategy/li>li>business deliverables coming from the strategy/li>li>roles and responsibilities at individual and business unit or functional levels/li>li>protocols, or ground rules, for decision making and conflict resolution (a href/2011/04/11/the-strength-of-a-real-team-is-under-estimated/>see a recent post on this topic/a>)/li>li>business/interpersonal relationships and interdependencies/li>/ol>/blockquote>h3>Create the right mindset/h3>ul>li>Being candid from “wary, closed with hidden agendas” to “candid, open, relaxed, easy to speak your mind” – from “no tolerance for confrontation, conflicts suppressed” to “tensions surfaced, confronted, and resolved”/li>li>Accentuating accountability: putting equal emphasis on cross functional, peer-to-peer accountability, as well as peer-to-leader acountability./li>/ul>h3>Provide the right skills/h3>p>Such as influencing, active listening, assertion, giving and receiving feedback, conflict management, decision making and leadership./p>h3>Keep the game and guard the rules/h3>p>Everyone is clear about and committed to the business strategy and the operational goals that flow from it; undertsands his or her roles and responsibilities, and adheres to agreed-upon protocols, or ground rules for decisions making and for interpersonal behavior, especially those relating to conflict management./p>p>Here’s how great teams make decisions:/p>ul>li>Identify the decisions that need to be made/li>li>Identify decision subteams/li>li>Assign accountability/li>li>Set objectives and timelines/li>li>Select the decision making mode/li>li>Identify information sources/li>li>Determine the shelf life of the decision/li>/ul>h3>Raise the bar/h3>p>Keep challenging the status quo, revisit the targets and get the team involved in the process./p>h3>Be player centered/h3>p>Leadership is in large part about power – about how it is exercised, shared, delegated, and used. High performance leaders seek to leverage power, not monopolize – to put it to use to drive up their team’s or organization’s performance. Putting the power in the hands of the teams members provides the right conditions to deliver maximum payoffs./p>h2>THE PLAYERS/h2>p>The road to a great team begins with two nuclear elements of team reality: the leader and the team members. Consequently, team members must show four very obvious characteristics./p>h3>Think like a director/h3>p>Keep their eye on overarching goals and the need to stay on top of their competition./p>h3>Put team first, function second/h3>p>They are team members first and functional representatives second./p>h3>Embrace accountability/h3>p>Slowly move from an individual accountability for their own results toward accountability toward the success of the entire organization./p>h3>Become comfortable with discomfort/h3>p>People need to be or become comfortable with the changes required of them and their leader./p>p>Building an outstanding team requires time and energy and is achievable once people agree to work together and pull in the same direction./p>/div>div classblog_meta>Posted on: a href/2011/05/>05-23-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/management-and-leadership-style/ titleView all posts in Management and leadership style relcategory tag>Management and leadership style/a>, a href/category/agile/agile-leadership-model/leadership/objectives-setting-and-performance-management/ titleView all posts in Objectives setting and performance management relcategory tag>Objectives setting and performance management/a>/div>/div>/div>div classpost-1892 post type-post status-publish format-standard hentry category-leadership tag-pyxis tag-self-organized-teams tag-teams idpost-1892>div classblog_module>h2 classblog_header>a href/2011/05/19/expected-behaviors-of-a-self-organized-team/ relbookmark titlePermanent Link: Expected behaviors of a self-organized team>Expected behaviors of a self-organized team/a> span classcomment_bubble>a href/2011/05/19/expected-behaviors-of-a-self-organized-team/#comments titleComment on Expected behaviors of a self-organized team>1/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/binusarina/3889528397/sizes/m/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>img classalignright size-medium wp-image-1893 titlewhinning src/wp-content/uploads/2011/03/whinning-300x199.jpg altPicture by Creative Donkey width300 height199>/a>Following a a href/2011/01/25/the-7-stances-of-self-organized-teams/>recent post/a> on the topic of self-organization, I’m offering a few examples of how people react / should react when a team is self-organized./p>p> /p>table styleborder-collapse: <br /> collapse; table-layout: fixed; width: 454pt; border0 cellspacing0 cellpadding0 width454>colgroup> col stylemso-width-source: userset; mso-width-alt: 9685; <br /> width: 227pt; span2 width227> /colgroup>tbody>tr styleheight: 15.0pt; height15>td classxl65 styleheight: 15.0pt; width: 227pt; width227 height15>span stylefont-size: medium;>strong>Not self-organized/strong>/span>/td>td classxl66 stylewidth: 227pt; width227>span stylefont-size: medium;>strong>Self-organized/strong>/span>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 styleheight: 15.0pt; height15>ul>li>Waits to be told what to do/li>/ul>/td>td classxl68>ul>li>Figures out what needs to be done/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 styleheight: 15.0pt; height15>ul>li>Is a victim of circumstances/li>/ul>/td>td classxl68>ul>li>Is responsible for his actions/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Gossips about the motives/li>/ul>/td>td classxl68>ul>li>Seeks information to understand/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Whines about the constraints/li>/ul>/td>td classxl68>ul>li>Attempts to operate within the constraints/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Complains about his colleagues’ performance/li>/ul>/td>td classxl68>ul>li>Holds his colleagues accountable/li>/ul>/td>/tr>tr styleheight: 15.0pt; height15>td classxl67 mceSelected styleheight: 15.0pt; height15>ul>li>Waits for rules to be defined/li>/ul>/td>td classxl68>ul>li>Defines the rules of operations/li>/ul>/td>/tr>tr styleheight: 16.0pt; height16>td classxl69 mceSelected styleheight: 16.0pt; height16>ul>li>Reactive/li>/ul>/td>td classxl70>ul>li>Proactive/li>/ul>/td>/tr>/tbody>/table>p>What other behaviours have you noticed?/p>/div>div classblog_meta>Posted on: a href/2011/05/>05-19-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>/div>/div>/div>div classpost-2022 post type-post status-publish format-standard hentry category-agile category-processes-and-tools category-transition-to-agile tag-agile-adoption tag-organizational-transition tag-path tag-pyxis idpost-2022>div classblog_module>h2 classblog_header>a href/2011/05/16/the-path-a-model-to-facilitate-the-diagnosis-of-the-agile-maturity-level/ relbookmark titlePermanent Link: The PATH: a model to facilitate the diagnosis of the Agile maturity level>The PATH: a model to facilitate the diagnosis of the Agile maturity level/a> span classcomment_bubble>a href/2011/05/16/the-path-a-model-to-facilitate-the-diagnosis-of-the-agile-maturity-level/#respond titleComment on The PATH: a model to facilitate the diagnosis of the Agile maturity level>0/a>/span>/h2>div classentry>h2>span stylefont-size: 13px; font-weight: normal;>Pyxis created the a hrefhttp://pyxis-tech.com/en/our-offer/tools-and-methods/path onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://pyxis-tech.com);>PATH model/a> to facilitate the diagnosis of the Agile maturity level within a team in order to recommend the appropriate intervention. PATH is:/span>/h2>ul>li>An intervention approach within the organization;/li>li>A model allowing to lessen the impact of an Agile transition./li>/ul>p>/p>p>PATH is an acronym for strong>P/strong>rocess-strong>A/strong>dded value-strong>T/strong>echnologies-strong>H/strong>uman, the 4 dimensions of software development./p>p stylepadding-left: 30px;>strong>Processes:/strong> Efficiently deliver value with a simple process adapted to the project’s needs (lowest cost within time)./p>p stylepadding-left: 30px;>strong>Added value:/strong> Deliver functionalities and maximize their business value (prioritization and flexibility)./p>p stylepadding-left: 30px;>strong>Technologies:/strong> Deliver quickly and consistently with appropriate engineering practices (sustainable pace and skills development)./p>p stylepadding-left: 30px;>strong>Human:/strong> Deliver at a sustainable pace and in harmony while promoting team work (collaboration and communication)./p>p>In addition to the dimensions, the PATH model introduces 3 influence levels—vision, funnelling and emergence—that, when applied to all 4 dimensions, produces 12 intervention areas./p>h3>Vision/h3>p>The ‘Vision’ level shows the orientation to meet established objectives. This level is generally linked to the strategic vision of the organization. strong>The vision represents the objectives to achieve./strong>/p>p>For instance:/p>p>strong>Maximization of return on investment:/strong> strong>/strong>/p>ul>li>Connection between the IT group and business units, and globally between all stakeholders/li>li>Development of inter-project synergies in order to adopt best practices and pool them/li>li>Management of simple and adaptable projects in order to reduce administration fees/li>li>Capacity to innovate in order to be equipped with the tools required for the organization to evolve/li>li>Capacity to anticipate in order to gain a competitive edge/li>li>Greater respect for budget allowance/li>/ul>p>strong>Maximization of a cooperation and collaboration culture:/strong>/p>ul>li>Better team organization/li>li>Evolution of the strategy and change culture/li>li>Adaptation of the leadership model/li>/ul>p>strong>Performance:/strong>/p>ul>li>Quick project execution compared to traditional approaches/li>li>Quality improvement of software delivered/li>li>Establishment of parameters allowing to measure performance/li>li>Adaption of the competency model and expertise development/li>li>Process implementation to select initiatives/li>/ul>h3>Funnelling/h3>p>The main objective of the ‘Funnelling’ level is to strong>implement mechanisms promoting collaboration/strong> (e.g. communities of practice, wikis, and blogs)./p>p>This level:/p>ul>li>Allows to implement a communication approach in order to make the vision visible/li>li>Allows to make sure the field practices (emergence) are aligned with the objectives established at the ‘Vision’ level/li>/ul>p>Therefore, funnelling allows the emergence of the best practices arising from development teams as well as the dissemination of these practices to all groups that may benefit from them. Therefore, the ‘Funnelling’ level acts as an information catalyst and aggregate./p>p>Globally, the objective of this level is to ensure reuse of:/p>ul>li>Tools/li>li>Practices/li>li>Experience acquired by stakeholders/li>/ul>h3>Emergence/h3>p>The ‘Emergence’ level is the level for project teams developing software solutions. It is important to implement new development processes and train team members on how to apply Agile principles./p>p>At this level, transformations imply:/p>ul>li>New ways of doing/li>li>A behaviour oriented towards collaboration in order to achieve established objectives/li>li>The implementation of methods allowing to obtain best results/li>/ul>/div>div classblog_meta>Posted on: a href/2011/05/>05-16-2011/a>br>Posted in: a href/category/agile/ titleView all posts in Agile relcategory tag>Agile/a>, a href/category/agile/agile-leadership-model/project-team/processes-and-tools/ titleView all posts in Processes and Tools relcategory tag>Processes and Tools/a>, a href/category/transition-to-agile/ titleView all posts in Transition to Agile relcategory tag>Transition to Agile/a>/div>/div>/div>div classpost-2011 post type-post status-publish format-standard hentry category-autonomy-and-accountability category-collaboration-and-teamwork category-leadership category-learning category-people-management tag-agile tag-parents tag-people-managers tag-pyxis tag-self-organization idpost-2011>div classblog_module>h2 classblog_header>a href/2011/05/09/agile-teams-self-organization-what-people-managers-can-learn-from-parents/ relbookmark titlePermanent Link: Agile teams – What people managers can learn from parents>Agile teams – What people managers can learn from parents/a> span classcomment_bubble>a href/2011/05/09/agile-teams-self-organization-what-people-managers-can-learn-from-parents/#respond titleComment on Agile teams – What people managers can learn from parents>0/a>/span>/h2>div classentry>p>a hrefhttp://www.flickr.com/photos/cjanducci/3691139438/sizes/z/in/photostream/ onclickjavascript:_gaq.push(_trackEvent,outbound-article,http://www.flickr.com);>img classalignright size-medium wp-image-2013 titleNew born src/wp-content/uploads/2011/04/New-born-198x300.jpg altimage by candrews width198 height300>/a>Before I explain what people managers can learn from parents, I feel the need to defuse what some readers may have in mind. I am not suggesting that employees and team members are children or act like babies although, sometimes ... - sorry, Im digressing./p>h2>The Art of Parenting/h2>p>If you have children, you should quickly relate to the fact that nothing really prepares us to be good parents. Sure, while growing up we assimilate patterns, behaviours, and skills from our environment – including and often to a large extent from our own parents. At a later stage in our em>children-free/em> life, some of our friends start to have kids and we observe them – sometimes with curiosity, sometimes out of sheer voyeurism, and sometimes with envy – and that’s when we contemplate the idea of having kids of our own./p>p>Then, one day out of the blue, the kind doctor tells your spouse that she is pregnant – in our case with twins! But that’s an entirely different story/p>p>Then comes the next stage of learning to become a parent, we spent countless hours on amazon.com previewing and ordering books, lot’s of books. Except for a few best sellers, the others titles vary based on our perceived areas of weakness and the em>bad/em> pattern we noticed from our parents when they raised us./p>p>And one day, a beautiful baby boy is born and/or a pretty baby girl – once again, in our case we got one of each./p>p>Once the sleepless nights are over and the baby is capable of learning, parents slowly transfer increasingly complex tasks to their child: holding the milk-bottle, feeding themselves, walking without holding mommy’s hand, abandoning the diaper, selecting how much ketchup to put on their food, picking their own clothes, walking to school by themselves, deciding what time to go to bed, going to a movie without supervision, and so on up to the point when the child moves out of the house to start their own independent life./p>h2>What people managers can learn from parents/h2>p>It is obvious that parenting is very different from managing people, no doubt about that. On the other hand, their are some similarities./p>p>Nothing prepares people to become good managers. Sure, while growing up in our professional career we assimilate patterns, behaviours, and skills from our environment – including and often to a large extent from our own managers. Granted, some people had the opportunity to learn about management during their school years and that could be an added bonus./p>p>As with parenting, once we decide to get into management we spend countless hours on amazon.com previewing and ordering books, lot’s of books. Except for a few best sellers, the others titles vary based on our perceived areas of weakness and the em>bad/em> pattern we noticed from our previous managers./p>h2>How that applies to Agile teams/h2>p>Agile management is somewhat similar to the art of parenting with the manager transferring to its team increasingly complex tasks and responsibilities. Helping the team self-organize doesn’t mean to abandon the team to itself without help or some supervision. Along the same lines as parenting, there comes a time when the manager must determine how much responsibility to transfer and what level of support to provide./p>p>Similar to the role of the parent, the agile manager is there to support the team’s development and make it successful and autonomous until one day – maybe – the team is highly performing and can become independent./p>/div>div classblog_meta>Posted on: a href/2011/05/>05-9-2011/a>br>Posted in: a href/category/agile/agile-leadership-model/project-team/autonomy-and-accountability/ titleView all posts in Autonomy and accountability relcategory tag>Autonomy and accountability/a>, a href/category/agile/agile-leadership-model/project-team/collaboration-and-teamwork/ titleView all posts in Collaboration and teamwork relcategory tag>Collaboration and teamwork/a>, a href/category/agile/agile-leadership-model/leadership/ titleView all posts in Leadership relcategory tag>Leadership/a>, a href/category/learning/ titleView all posts in Learning relcategory tag>Learning/a>, a href/category/management/people-management/ titleView all posts in People Management relcategory tag>People Management/a>/div>/div>/div>div classwp-pagenavi>span classpages>Page 1 of 30/span>span classcurrent>1/span>a href/page/2/ classpage title2>2/a>a href/page/3/ classpage title3>3/a>a href/page/4/ classpage title4>4/a>a href/page/5/ classpage title5>5/a>a href/page/2/>»/a>a href/page/10/ classpage title10>10/a>a href/page/20/ classpage title20>20/a>a href/page/30/ classpage title30>30/a>span classextend>.../span>a href/page/30/ classlast titleLast »>Last »/a>/div>/div>/div>div idsidebar>div classcontent>div idpopularwidget-4 classwidget popular-widget>p classwidgettitle>Popular Posts/p>ul classthumbnail_list>li>a classthumbnail_title href/11-common-instagram-bugs-and-fixes/ relbookmark>11 Common Instagram Bugs and Fixes/a>br>p>03-20-2025/p>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/01/25/the-7-stances-of-self-organized-teams/ relbookmark>Agile self-organized teams - is the team self-organized or not?/a>br>a classdate href/2011/01/>01-25-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2010/10/05/agile-transitions-are-hard-i-wonder-why-people-feel-the-need-to-control/ relbookmark>Agile transitions are hard. I wonder why people feel the need to control?/a>br>a classdate href/2010/10/>10-5-2010/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2010/12/20/which-stance-should-i-take-the-4-quadrants-of-agile-managers/ relbookmark>Which stance should I take? The 4 quadrants of Agile Managers/a>br>a classdate href/2010/12/>12-20-2010/a>div classclearboth>/div>/li>li>a classthumbnail_title href/my-virtual-bookshelf/ relbookmark>My Virtual Bookshelf/a>br>a classdate href/2011/01/>01-24-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2010/10/18/what-is-the-job-of-the-president-in-a-self-organized-company/ relbookmark>What is the job of the president in a self-organized company?/a>br>a classdate href/2010/10/>10-18-2010/a>div classclearboth>/div>/li>/ul>div>ul id-6848534241585917567>li>a href/the-best-platforms-for-purchasing-expired-domains>The Best Platforms for Purchasing Expired Domains/a> - 2026-01-27/li>li>a href/Do-Expired-Domains-Retain-Their-Domain-Authority>Do Expired Domains Retain Their Domain Authority/a> - 2025-07-11/li>/ul>/div>p>br>If your sense of right and wrong often weighs heavily on every decision, it’s worth reflecting on a hrefhttps://i.gy/morality/>https://i.gy/morality//a> to see why fear of being immoral may limit your potential and how you can free yourself from that perfection-driven mindset./p>/div>div idtag_cloud-3 classwidget widget_tag_cloud>h3 classwidgettitle>br>Tag Cloud/h3>div classtagcloud>a href/tag/agile/ classtag-link-3 title27 topics stylefont-size: 15.53164556962pt;>Agile/a> a href/tag/agile2009/ classtag-link-61 title3 topics stylefont-size: 8pt;>Agile2009/a> a href/tag/agile-adoption/ classtag-link-223 title4 topics stylefont-size: 8.8860759493671pt;>agile adoption/a> a href/tag/agile-business-intelligence/ classtag-link-5 title6 topics stylefont-size: 10.215189873418pt;>Agile Business Intelligence/a> a href/tag/agile-leadership-model/ classtag-link-211 title7 topics stylefont-size: 10.658227848101pt;>Agile Leadership Model/a> a href/tag/agile-management/ classtag-link-7 title9 topics stylefont-size: 11.544303797468pt;>Agile Management/a> a href/tag/agile-transition/ classtag-link-60 title14 topics stylefont-size: 13.139240506329pt;>Agile Transition/a> a 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Ce cours vous enseigne à être un bon chef de produit. Vous apprendrez aussi à maximiser le rendement de vos investissements en produits. Éric vous attend les 19 … Continue reading → …>Premier cours « Profesionnal Scrum Product Owner » à Montréal/a> span classrss-date>September 1, 2011/span>div classrssSummary>Nous sommes très heureux d’offrir ce nouveau cours de Scrum.org à Montréal. Ce cours vous enseigne à être un bon chef de produit. Vous apprendrez aussi à maximiser le rendement de vos investissements en produits. Éric vous attend les 19 … Continue reading → …/div>cite>marie-eve trempe/cite>/li>li>a classrsswidget hrefhttp://urbanturtle.com/blog/2011/08/31/evaluating-eqatec-analytics/ titleBack in November of last year, we released Urban Turtle 3.6 which feature major performance improvements. To achieve this, we used a variety of code profiling tools, including Eqatec Profiler. I really liked the straight-forward interface of the product making it simple to compare profiling reports. A few months later, the Eqatec team emailed me ... Contin …>Evaluating Eqatec Analytics/a> span classrss-date>August 31, 2011/span>div classrssSummary>Back in November of last year, we released Urban Turtle 3.6 which feature major performance improvements. To achieve this, we used a variety of code profiling tools, including Eqatec Profiler. I really liked the straight-forward interface of the product making it simple to compare profiling reports. A few months later, the Eqatec team emailed me ... Contin …/div>cite>louis pellerin/cite>/li>li>a classrsswidget hrefhttp://pyxis-tech.com/blog/2011/08/17/agile-2011-vu-par/ titleEncore une fois cette année, plusieurs Pyxissiens ont participé à la conférence Agile 2011 qui avait lieu à Salt Lake City. Cette année marquait le 10e anniversaire de la signature du manifeste Agile. Voyez ce qu’ils ont apprécié et ce … Continue reading → …>Agile 2011 vu par…/a> span classrss-date>August 17, 2011/span>div classrssSummary>Encore une fois cette année, plusieurs Pyxissiens ont participé à la conférence Agile 2011 qui avait lieu à Salt Lake City. Cette année marquait le 10e anniversaire de la signature du manifeste Agile. Voyez ce qu’ils ont apprécié et ce … Continue reading → …/div>cite>guillaume petitclerc/cite>/li>li>Umuntu is moving out span classrss-date>August 12, 2011/span>div classrssSummary>You will now find my blog posts on our corporate web site at PyxisAs more of us at Pyxis are getting serious about blogging, I’m moving my blogs from Umuntu to the blog area of our corporate site.I do invite you to stop by our corporate blog and read... Continue reading → …/div>cite>yves ferland/cite>/li>li>a classrsswidget hrefhttp://pyxis-tech.com/blog/2011/08/12/a-pyxissian%E2%80%99s-book-in-the-top-100-agile-books/ titleYesterday, the day was full of excitement for Pyxis… In the morning, there was the official opening of our office in Geneva (Switzerland). Later on, we found out that the book Steffan Surdek, our colleague, co-wrote is in the 88th position of … Continue reading → …>A Pyxissian’s book in the top 100 Agile books/a> span classrss-date>August 12, 2011/span>div classrssSummary>Yesterday, the day was full of excitement for Pyxis… In the morning, there was the official opening of our office in Geneva (Switzerland). Later on, we found out that the book Steffan Surdek, our colleague, co-wrote is in the 88th position of … Continue reading → …/div>cite>guillaume petitclerc/cite>/li>/ul>/div>/div>div idsidebar_bottom>/div>/div>div idavatar_footer>Avatars by a hrefhttp://www.sterling-adventures.co.uk/blog/>Sterling Adventures/a>/div>div classclearboth>/div>/div>div idfooter_teaser_text>div classinner>div idfooter_blurb>/div>/div>/div>/div>/div>div idfooter>div classfooter_background>div classfooter_trim>/div>div classinner>div classone_third>div idrecentposts-2 classwidget custom-recent-widget>h6 classfooter_widgettitle>Recent Posts/h6>ul classthumbnail_list>li>a classthumbnail_title href/2011/08/10/analytical-mind-has-moved-2/ relbookmark>Analytical-Mind has moved/a>br>a classdate href/2011/08/>08-10-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relbookmark>Adapting your leadership style to the maturity level of your self-organizing team/a>br>a classdate href/2011/08/>08-9-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/08/01/agile-managers-do-not-act-like-cowboys/ relbookmark>Agile managers do not act like cowboys/a>br>a classdate href/2011/08/>08-1-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/06/20/12-tips-to-be-a-better-coach/ relbookmark>12 tips to be a better coach/a>br>a classdate href/2011/06/>06-20-2011/a>div classclearboth>/div>/li>li>a classthumbnail_title href/2011/06/06/gartners-enterprise-class-agile-development-defined/ relbookmark>Gartners Enterprise-Class Agile Development Defined/a>br>a classdate href/2011/06/>06-6-2011/a>div classclearboth>/div>/li>/ul>/div>/div>div classone_third>div idrecent-comments-4 classwidget widget_recent_comments>h6 classfooter_widgettitle>Recent Comments/h6>ul idrecentcomments>li classrecentcomments>span>/span>a hrefhttp://dancres.wordpress.com/2011/08/14/links-for-2011-08-14/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://dancres.wordpress.com); relexternal nofollow classurl>links for 2011-08-14 « Dan Creswell’s Linkblog/a> on a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/#comment-1367>Adapting your leadership style to the maturity level of your self-organizing team/a>/li>li classrecentcomments>span>/span>a hrefhttp://create-learning.com/blog onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://create-learning.com); relexternal nofollow classurl>Michael cardus/a> on a href/2011/08/10/analytical-mind-has-moved-2/#comment-1365>Analytical-Mind has moved/a>/li>li classrecentcomments>span>/span>a hrefhttp://pyxis-tech.com/blog/2011/08/10/making-the-entire-organization-agile/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://pyxis-tech.com); relexternal nofollow classurl>Making The Entire Organization Agile | Pyxis blog/a> on a href/2011/05/03/the-myths-of-self-organized-teams/#comment-1364>The myths of self-organized teams/a>/li>li classrecentcomments>span>/span>a hrefhttp://pyxis-tech.com/blog/2011/08/10/making-the-entire-organization-agile/ onclickjavascript:_gaq.push(_trackEvent,outbound-commentauthor,http://pyxis-tech.com); relexternal nofollow classurl>Making The Entire Organization Agile | Pyxis blog/a> on a href/2010/07/12/yet-another-agile-maturity-model-the-5-levels-of-maturity/#comment-1363>Yet Another Agile Maturity Model (AMM) – The 5 Levels of Maturity/a>/li>li classrecentcomments>span>/span>a href/2011/08/09/adapting-your-leadership-style-to-the-maturity-level-of-your-self-organized-team/ relexternal nofollow classurl>Adapting your leadership style to the maturity level of your self-organizing team | Analytical-Mind/a> on a href/2010/05/04/seven-wrong-reasons-to-adopt-agile/#comment-1362>Seven wrong reasons to adopt Agile/a>/li>/ul>/div>/div>div classone_third last>div idgravatar-3 classwidget widget_gravatar>h6 classfooter_widgettitle>About Me/h6>p>a href/about-martin-proulx/>img srchttp://0.gravatar.com/avatar/01d59b0fe39cb3b2bbf95007602fc5ea?s128&dhttp%3A%2F%2Fwww.gravatar.com%2Favatar%2Fad516503a11cd5ca435acc9bb6523536%3Fs%3D128&rG classpost_avatar no-rate avatar-128 avatar-default height128 width128 stylewidth: 128px; 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