- 12 Things Good Bosses Believe by Robert I. Sutton – “My success – and that of my people – depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods.” [I think this is so true. Ever manager should repeat this over and over every day until they give the boring details the attention it deserves over the flashy stuff – John].
- Should You Use a Business/IT Liaison Person? No! by Harwell Thrasher – “Prioritize your business needs so that IT can focus its limited resources on the most important things. Many liaison positions are really just ways of coping with a lack of business priorities”
- 5 Ways to Improve Your Teaching Skills by Ron Pereira – “If you don’t have a deep understanding of the content you’re about to present I suggest you take the time to gain a deep understanding of the material. In other words, you should have some real life, practical experiences to share with the students.”
- A breadth of fresh error by Mark Anderson – “it’s vital that experts convey the possible variability in their findings if we are to gain a true picture of what may, indeed, transpire.”
- Shorten and Reduce Variability in Lead Times using Kanban by Dennis Stevens – “Reducing variability in lead time will allow you to consistently know and commit when something can be delivered. Delivering consistently will help to increase the trust within the system.”
- Customer Service: Showing You Care by Wally Bock – “Your team’s job is to improve the service you deliver to your customers, inside and outside the organization. Make it a point to get out, to call customers, to ask questions and then listen.”
- Thoughts on two months of pairing by Sarah Mei – “I don’t take shortcuts. I write the tests first. I refactor code that needs it. I focus on doing the simplest thing that could possibly work, without being sloppy. I make sure I understand what I’m doing before I do it.”
- Of Team Size, Social Loafing and Lack of Direction by Mark Hamel – “Well executed kaizen is an opportunity for folks to improve the business. It’s also equally about improving the worker’s PDCA skill-sets and developing a lean culture. When teams are too large and they suffer the above described dynamics, we end up squandering these transformative opportunities.”
- New to agile? Learn how to fail well – “1) Fail Fast! 2) Learn from it. 3) Don’t do it the same way again.”
- Delegating with a Kanban – “Having it prominently posted ensures that the work doesn’t disappear into a computer file. And the red/green status bar enables someone to signal for help without having to schedule a formal meeting.”
- The Value of Rules by Jamie Flinchbaugh – “They provide guidance. They provide empowerment. They provide memory and learning.”
- Trust Your Staff to Make Decisions by John Hunter – When managers don’t trust that their systems hire and keep people that will make good decisions they sometimes chose not to give their staff any authority. That is a bad idea. The solution is to manage your systems so that you can trust people to make good decisions.
I took the photo of Red shouldered hawk, looking out the window from my home office.
Thanks for including my post, John. It's quite fine, the company you've put me in.
Thanks for the inclusion in this Carnival!
Nice pic of the hawk as well. I had a red tail hawk sitting on top of my mail box post the other day.
Thanks for the inclusion, and I look forward to hosting the next installment of the Management Improvement Carnival.