2 points better: a lesson from the Dojang.

6 days ago 0 0 46

We all seek performance improvements – we all want to do better.  However so many people are looking the ‘wrong way’.  As I was teaching a class of teens Taekwondo this week, one exercise I did with the group really demonstrated how true this is. We were preparing for an upcoming grading, when students will have to perform what they have learned in front of the ninth Dan (Degree) black belt Grand Master.  The group were at varying belt levels, and we were focusing in on really honing some of the basics to help them perform at their best on the day. As a group, they performed the most basic ‘pattern’ (in Karate they call it a Kata, in Taekwondo it is known as a Poomsae) – essentially it is a formalised and sequenced set of attacks and defences done without opponents.  After their initial attempt at this pattern, I

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Is your Scrum Master playing the right role?

4 weeks ago 0 0 89

The Rugby World Cup was on in Japan recently. It was a fabulous tournament with the South African team triumphing in the end. Rugby is renowned for its teamwork and tough play, and the idea of the ‘scrum’ in the world of agile working was taken as an analogy from Rugby Union. As such, it is interesting to reflect on what we can learn from the real game of Rugby to make scrums in your business work better. Summary: The analogy that created ‘scrum’ can teach us much about the roles of those involved. Scrum master is a role that does not exist on the rugby pitch. Its closest analogy is the ‘referee’. Understanding how a referee controls and manages the scrum can inform best practice for ‘Scrum Masters’ in the agile workplace, and help Scrum masters help their teams play better games. As I was watching the matches of

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Agile as a mindset or a methodology?

6 months ago 0 0 395

There is so much to be gained by using positive project methodologies such as scrum or agile. It can positively change organisations when they take on modern project methodologies that turn old ways on their heads. The problem with these approaches is when they become fixed in the business as a methodology, rather than unleashing what they can being as a mindset. Let me explain. If I use an ‘agile methodology’, then I become process bound to do ‘sprints’ and all of the other specific process elements that are described in the agile process. Sure, I can get a certificate in agile process, and then become rigid around enforcing that process in my business. I have seen one sales team that used the scrum ‘daily standup meets’ with all of the hoopla, and a complete disinterest from the staff involved. However, because it was ‘in the process’, it was put

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