Agile Teamwork Quotes

Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.

We're more likely to be persuasive when we invoke the values that have special appeal for a particular Tendency: Upholders value self-command and performance Questioners value justification and purpose Obligers value teamwork and duty Rebels value freedom and self-identity

Intrinsically we humans want to be happy, and happiness derives from having purpose, pursuit towards interesting and challenging ‘something’ that is greater than oneself.

A job interview is a two-way communication to probe for cultural and team fit. No matter which side of the table you sit, you should be asking questions that are important to you without fear.

Teamwork and individual skills are essential to the success of a project.

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Pushing the boundaries of knowledge from what proved us wrong, with courage to reveal flags, humility to test early & adapt rapidly.

Thinking of small tiny improvements would be exhausting if not impossible from the leadership team. Hence it has to happen at micro level, at each team level to control their own product & their own destiny. They are the closest, they know more about it.

Markets change, visions change, technologies change, teams change, settings change, relationships change… with an ever changing environment it will be naive to think that you can draw the future with a straight line.

Having regular check-ins to align direction is super powerful, the ability to tune and adjust reduces waste and deviation and realignment.

To whomever is expressing that resistance do please explain briefly the intention of the benefits from the exercise, then add: “are you willing to give it a try?

Having a path for the product is good, building that path in line of the vision is key, doing it together ‘makes or breaks it’, tuning and adjusting it as we go and learning from it is what wins in an ever changing environment.

So instead of forcing top-down organisational charts, which is an outdated archaic legacy tool from the 1800’s and hasn't evolved, embrace organic growth with inter-related responsible teams that are autonomous and self-organised teams.

Switch to proving ourselves wrong. We don’t do this enough, it’s like developing only happy paths, charged with biases and own agendas and we know where that leads. That’s why we write negative tests, do the same with your product bets

So if you are to measure something, measure what is fostering an environment of bringing that value faster in a safer and happier environment.

Help yourself with your workspace set up, reduction of notifications, block sections to achieve specific goals, reduce distractions and allow yourself to get into deep flow.

Different ideas are just that, another outlook to the same situation. And it all starts with oneself. Getting DEtached from being ATtached to one’s own ideas.

Welcome change whilst there is return or a strong hypothesis of higher return than not doing so, that you can test on a small ring fenced effort so that you can faster validate or revoke your hypothesis.

Changes are not like for like, it already has an extra weight for the context switch & let’s not forget about the time already invested in the initial thought path that will no longer be valid.

Agile retrospectives give the power to the team, where it belongs!