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2017

  • in podcast
  • 3 min read

Dealing with Problem People - How to Motivate Your Team Effectively

Welcome back to another episode of Continuous Improvement. I'm your host, Victor, and today we're going to talk about a crucial aspect of leadership - motivating challenging employees. Now, we all know that logical arguments and sales pitches may not always do the trick. So, how can we inspire our team members to motivate themselves? Let's dive in!

Many managers make the mistake of trying to impose solutions on their employees. But we must remember that everyone is different, with their own motivators, values, and biases. It's essential to understand that we can't change a person's nature. Instead, we should focus on eliciting answers from employees and helping them overcome their own motivational roadblocks.

So, how can we do this? It starts with shifting our perspective. Instead of seeing the employee as a problem to fix, we should see them as a person to understand. This means spending time and attention to truly grasp what matters to them. Casual conversations can reveal valuable insights into their world, uncovering their expectations, desires, and experiences.

Once we have this understanding, it's time to break free from rigid thought patterns. We need to consider all possible solutions and let go of preconceived notions. By reframing our objectives and identifying the root cause of dissatisfaction, we can find new ways to align with the employee's core interests.

Let me share a personal story to illustrate this point. In an IT consulting organization, my team and I worked tirelessly on a mobile app project for a Hong Kong airline. Despite facing poor upper-level project management, we pushed through to deliver the project on time. However, our efforts were met with criticism instead of recognition from senior management. As a result, many team members left for jobs that offered better financial incentives.

But here's where things changed. After I resigned, the company director reached out to me and genuinely listened to my concerns. He recognized my career ambitions and offered me a project perfectly aligned with my interests. That not only persuaded me to stay, but it also restored my motivation.

After deciding to stay, I took it upon myself to motivate my team to do the same. I sat down with each member, understood their concerns, and offered tangible incentives, such as free lunches and snacks. Studies show that rewards are more effective than punishments in motivating behavior. Positive reinforcement encourages employees to go above and beyond their usual responsibilities, resulting in greater efficiency and productivity.

As leaders, we must adopt a servant-leader approach that prioritizes the intersection of our team's passion and contributions. A 2014 Deloitte report revealed that a significant portion of the workforce is underperforming due to a lack of passion for their work. Now, more than ever, it's crucial for us to employ strategies that energize both individual team members and the group as a whole.

Addressing underperformance and clearly communicating that poor results don't necessarily lead to immediate dismissal can significantly boost morale. When people see a problem-solving culture, it fosters a healthier and more productive workplace.

And that brings us to the end of today's episode. Remember, to motivate challenging employees, it's all about inspiring them to motivate themselves. Listen, understand, and align their interests with the goals of the team. Thank you for joining me on Continuous Improvement. I'm Victor, and I'll see you in the next episode!

  • in zh
  • 1 min read

處理問題人物 - 如何有效激勵你的團隊

要讓人們跟隨你的領導，唯一的方法是激勵他們激發自身的動力。當試圖激勵有挑戰性的員工時，管理者最常犯的錯誤就是依賴邏輯論證和銷售語言。然而，人各有各的動機，價值觀和偏見，導致他們對什麼是可以接受的有不同的理解。考慮到管理的一個基本原則是你無法改變一個人的本質，這些差異觀點經常導致不滿意的結果。

與其強加解決方案，更有效的方法是從員工那裡得到答案，鼓勵他們克服自己的激勵障礙。對於即時解決問題，領導者必須改變他們的觀點：將員工視為一個需要理解的人，而不是一個需要解決的問題。這涉及到花費時間和精力真正了解對個人有何重要的事情。隨意的對話可以提供對員工世界的寶貴見解，揭示他們的期望，願望，和經驗。

在這次分析之後，管理者應該打破僵化的思維模式，考慮所有可能的解決方案。放棄先入為主的觀念，對各種結果保持開放。重新定義你的目標，找出不滿的根本原因，然後找到新的方式來與員工的核心利益相符。

例如，在一家 IT 諮詢機構，內在動機如成就感，認可，工作性質，責任感，和進步都是至關重要的。儘管由於項目管理的上級管理疏忽導致了很多不滿，但我和我的團隊仍然在深夜和周末加班，為香港的一家航空公司準時交付了一個移動應用項目。然而，項目結束後，團隊士氣低落。為什麼呢？我們的努力換來的是高層管理層的批評，而非認可。因此，許多團隊成員離職，去尋求提供更好金錢報酬的工作。

在我辭職後，公司的董事通過真正聆聽我的疑慮並認知我的職業野心（如大數據分析，機器學習和人工智能），說服我留下。他給我提供了一個與我的興趣完全符合的項目，我的動力恢復了。

在決定留下後，我負責激勵我的團隊也做出同樣的決定。我與每個成員見面，了解他們的疑慮，並提供實質的激勵，如免費的午餐和小吃。神經科學認為，獎勵比懲罰更能激勵行為。研究顯示，有條件的獎金可以使銷售量增加24%，而積極的反饋鼓勵員工超越他們平常的職責。這個額外的努力使公司更加有效和高效。

因此，採用一種僕人領導者的方法，讓我的團隊的熱情和貢獻變得至關重要。

一份2014年的德勤報告透露，多達87%的美國勞動力由於對他們的工作缺乏熱情而無法發揮全部的能力。現在，領導者必須采用能夠激發個體團隊成員和整個團隊的策略。處理低效能並清楚地傳達差的結果不一定會導致立即解僱，可以顯著提升士氣。當人們看到一個解決問題的文化，結果會產生一個更健康，更有生產力的工作場所。

  • 3 min read

Transform Yourself into the Leader Others Want to Follow - Learning Charisma

Charisma is a skill that can be learned, even if not everyone is a natural-born charismatic leader. By understanding the principles of charisma, we can incorporate its magical qualities into our lives. We can cultivate deep trust among our followers by guiding them toward a clear vision. With hard work and the right strategies, we can become leaders who are admired and respected.

Max Weber, a prominent early 20th-century German sociologist, was the first to popularize the term "charisma." Charismatic leaders can use reasoned discourse to build moral credibility and ignite the passions of their followers. This leads the followers to feel a sense of purpose, inspiration to accomplish great things, and sometimes even blind faith. Research identifies nine verbal and three non-verbal techniques to achieve this.

Firstly, charismatic speakers can help the audience understand, relate to, and remember their message by using metaphors, similes, and analogies. As an IT consultant, I often need to translate technical information into business language for senior management. For example, I compare our scrum team developers to a Navy SEAL squad to illustrate the need for cross-functionality. This analogy clearly communicates the importance of adaptability within an agile team.

Secondly, using stories and personal experiences can make a message more engaging and relatable. Charismatic leaders have a unique way of verbal expression and can find common ground with their audience. For instance, Steve Jobs' 2005 Stanford Commencement Address powerfully connected with people by sharing pivotal moments in his life. His stories are not just moving, but they also inspire me to excel in what I love to do.

Thirdly, contrasts provide a straightforward method to blend logic and emotion, making your stance more memorable. John F. Kennedy's famous words, "Ask not what your country can do for you; ask what you can do for your country," serve as a potent example of using contrasts effectively.

Fourthly, rhetorical questions can foster engagement. Martin Luther King Jr.'s "I Have a Dream" speech is an exemplary piece that employs this technique, inspiring hundreds of thousands of civil rights supporters.

Fifthly, the "rule of three" is a reliable persuasion technique that simplifies any message into key points. Abraham Lincoln's Gettysburg Address employed this strategy effectively.

Sixthly, making moral statements or expressing the collective sentiment can enhance a leader's credibility. These expressions exhibit the leader's character, persuading the audience to follow them.

Seventhly, setting high aspirations and displaying passion can further motivate followers. This passion can only manifest if the leader genuinely believes in their vision and has faith in their team.

In addition to verbal techniques, non-verbal cues like animated speech, facial expressions, and gestures can also be impactful. Though these non-verbal cues may not be suitable for everyone, they make the message more accessible to the audience.

Recently, I was promoted to team leader in my IT consulting firm, allowing me to apply these techniques in a complex project involving a mobile app for a Hong Kong airline. By mastering skills that go beyond public speaking, I can build stronger emotional connections with team members and earn their respect.

The best way to master these techniques is through preparation and practice. These skills prepare me for both public speaking and individual conversations, where I need to be both persuasive and spontaneous. For instance, every three weeks, I must demo our team's latest product. Using a balanced combination of verbal and non-verbal techniques has significantly improved the reception of my presentations. The notion that I can't improve because I wasn't born charismatic is a fallacy. Through training and practice, I've managed to narrow the charisma gap, making me a more effective leader for our project.

  • in podcast
  • 3 min read

Transform Yourself into the Leader Others Want to Follow - Learning Charisma

Hello, hello, and welcome to "Continuous Improvement," the podcast where we explore ways to become better leaders and make a difference in our fields. I'm your host, Victor, and today we're diving into the fascinating world of charisma.

Charisma, that magical quality that some leaders possess, can actually be learned. That's right - even if you weren't born with a natural charisma, you can develop the skills to become a charismatic leader. In today's episode, we'll uncover the principles of charisma and discuss some strategies to incorporate its powerful qualities into our lives.

But before we dive in, let's take a look at the origins of charisma. The term was popularized by Max Weber, a prominent German sociologist in the early 20th century. Charismatic leaders have the ability to build trust, inspire followers, and guide them towards a clear vision.

One of the first techniques we can explore is the use of metaphors, similes, and analogies. As an IT consultant myself, I often find myself translating technical information into business language for senior management. Comparing our scrum team developers to a Navy SEAL squad, for example, helps illustrate the need for cross-functionality within an agile team.

Another powerful technique is storytelling. Charismatic leaders have a special way of connecting with their audience by sharing personal experiences and stories. Just think of Steve Jobs' iconic Stanford Commencement Address in 2005, where he captivated listeners by recounting pivotal moments in his life. Those stories not only moved people but also inspired them to excel in what they love to do.

Contrasts also play a significant role in making a message more memorable. Take John F. Kennedy's famous line, "Ask not what your country can do for you; ask what you can do for your country." By juxtaposing the individual with the collective, Kennedy crafted a powerful and lasting message.

Rhetorical questions are yet another tool in a charismatic leader's arsenal. We've all heard Martin Luther King Jr.'s iconic "I Have a Dream" speech, where he used rhetorical questions to engage and inspire hundreds of thousands of civil rights supporters.

And let's not forget the persuasive power of the "rule of three." Abraham Lincoln's Gettysburg Address is a prime example of using this strategy to distill any message into key points, making it more concise and impactful.

Making moral statements or expressing collective sentiment can also enhance a leader's credibility. These expressions reveal the leader's character, convincing the audience to follow in their footsteps.

Additionally, setting high aspirations and displaying passion can further motivate followers. This passion stems from genuinely believing in the vision and having faith in the team. When leaders lead with conviction, their charisma shines through.

Now, while we've focused on verbal techniques so far, we shouldn't overlook the power of non-verbal cues. Animated speech, facial expressions, and gestures can amplify a message's impact, making it more accessible to the audience. Of course, not all non-verbal cues work for everyone, but they can be valuable tools when used appropriately.

As with any skill, practice makes perfect. Preparing and practicing these techniques allows us to become more persuasive and spontaneous in both public speaking and individual conversations. By narrowing the charisma gap, we can build stronger emotional connections with our team members and earn their respect.

Personally, I've been implementing these techniques in my role as a team leader in my IT consulting firm. Recently, we embarked on a complex project involving a mobile app for a Hong Kong airline. Through the mastery of skills that go beyond public speaking, I've been able to forge stronger bonds with my team members and deliver more impactful presentations.

So, let go of the notion that charisma is a talent reserved for a lucky few. Break that fallacy! Through training and practice, we can all become more charismatic leaders. And who knows, you might just surprise yourself with the influential impact you can have.

That's it for today's episode of "Continuous Improvement." I hope you found these insights on charisma helpful and I encourage you to explore these techniques further in your own leadership journey.

Remember, true leadership is about continuous improvement - always striving to be better than you were yesterday.

Thank you for joining me today. Until next time, stay curious and keep improving!

  • in zh
  • 1 min read

將自己轉變為他人希望追隨的領導者 - 學習魅力

魅力是一種可以學習的技能，即使並非每個人都是天生的魅力型領導者。通過理解魅力的原理，我們可將其神奇的品質融入我們的生活中。我們可以通過為我們的追隨者指引清晰的願景，來培養他們對我們的深厚信任。通過努力工作和正確的策略，我們可以成為被人們欽佩和尊重的領導者。

20世紀初期的德國著名社會學家馬克斯·韋伯首次使“魅力”這個詞廣為人知。魅力型領導者可以使用理性的論述來構建道德信譽，並點燃他們的追隨者的激情。這讓追隨者產生目標感，有靈感去完成偉大的事情，甚至有時會產生盲目的信念。研究確定了九種語言技巧和三種非言語技巧以實現這一目標。

首先，具有魅力的演說者可以通過比喻、擬人和類比讓聽眾理解、聯繫和記住他們的訊息。作為一名IT顧問，我經常需要將技術信息翻譯成高層管理人員可以理解的商業語言。例如，我將我們的敏捷開發團隊比作海豹突擊隊，來說明需要橫向協作的重要性。這樣的比喻清楚地傳達了敏捷團隊內部的適應性的重要性。

其次，使用故事和個人經驗可以使訊息更具吸引力和可關聯性。魅力型領導者有一種獨特的語言表達方式，能和他們的聽眾找到共同點。例如，史蒂夫·賈伯斯在2005年的斯坦福開學演講中，通過分享他人生中的關鍵時刻，與人們產生了強烈的關聯性。他的故事不僅觸動人心，而且激勵我去追求我所熱愛的事業。

第三，對比是一種簡單明了的方法，可把邏輯和情感結合在一起，使你的立場更加令人瞩目。約翰·F·肯尼迪的名言：“不要問你的國家能為你做什麼，而應該問你能為你的國家做什麼”，就是有效使用對比的一個深刻的例子。

第四，修辭問句能夠引發聽眾的參與。馬丁·路德·金恩的“I Have a Dream”演講就是一個使用了這種技巧的典範，激勵了數以十萬計的民權支持者。

第五，“三段法”是一種讓任何信息變得簡單的可靠說服技巧。亞伯拉罕·林肯的葛底斯堡演說就是有效運用了這種策略的例子。

第六，發表道德陳述或表達集體情感可以提升領導者的信譽。這些表達展現了領導者的品格，說服聽眾跟隨他們。

第七，設定高度的期望和展現激情可以進一步激勵追隨者。只有領導者真誠地相信自己的願景並對自己的團隊有信心，這種激情才能顯現出來。

除了語言技巧外，非語言暗示，如生動的言語，面部表情和手勢，也可以產生影響。雖然這些非語言暗示可能不適合每一個人，但他們使訊息更容易被聽眾接收。

最近，我在我的IT諮詢公司被提升為團隊領導，使我能夠在一個涉及香港航空公司手機應用程序的複雜項目中應用這些技巧。通過掌握超越公眾演講的技巧，我可以與團隊成員建立更強烈的情感聯繫，並贏得他們的尊重。

掌握這些技巧的最佳方式是通過準備和練習。這些技巧讓我無論在公共演講還是個別對話中都能讓我具有說服力且自然流暢。例如，每三個星期，我必須展示我們團隊的最新產品。使用言語和非語言技巧的平衡組合，顯著提高了我演示的接受度。認為我不能提高，因為我不是天生的魅力型人物，這是一種謬論。通過訓練和練習，我成功地縮小了魅力差距，使我成為我們項目中更有效的領導者。

  • 3 min read

Evidence-Based Management

Life is a series of choices. Managers are frequently faced with making decisions that range from everyday business operations to pivotal choices about a company's future direction. The ability to make informed decisions is increasingly crucial for managers. What would you do if you were the CEO of Amazon? How would you handle challenges from competitors? These questions highlight the importance of adopting evidence-based management to enhance decision-making, moving conversations from personal preferences and opinions to logic and data-driven insights.

Evidence-based management is an evolving concept that aims to utilize and analyze high-quality experiments and studies to achieve positive outcomes. These strategies generally rely on well-substantiated facts that have a high likelihood of effectiveness and a low risk of harm.

Regrettably, many managers today are not basing their problem-solving approaches on relevant evidence or best practices. Without quantitative data, the success of any initiative is left to guesswork and assumptions. Many decisions are still driven by dogma and belief, rather than creativity or innovation. There is a pervasive fear of failure and a lack of original thought, leaving the status quo unchallenged and problems unresolved.

In today's VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) world, there is an abundance of data. Managers and entrepreneurs should adopt a Sherlock Holmes-like mindset, formulating theories that can be subsequently tested and verified. Implement a scientific approach within your organization and treat it as an ongoing prototype, fostering a culture of trial and error. Evidence-based practice is an applied research field that incorporates the best intellectual contributions of the past two centuries.

When it was observed that many medical treatments were ineffective despite data indicating otherwise, the focus shifted toward evidence-based practice. For example, it took nearly 40 years for medical professionals to routinely wash their hands before surgery. Recent studies show that doctors wash their hands only about a third as often as they should, and only around 15% of medical decisions are based on evidence. Effective change requires leveraging proven psychological theories, not merely instructing individuals to behave differently.

In professional baseball, traditional beliefs often dictate perceptions about the best players and team composition. The general manager must think strategically to win games. Michael Lewis's book "Moneyball" illustrates how evidence-based methods can be used for player selection, even in an industry resistant to change.

Likewise, the corporate world is rife with outdated misconceptions. The first-mover advantage myth persists largely due to ideology, even though empirical data suggests that execution quality trumps timing. Amazon wasn't the first online bookstore, and Google wasn't the first search engine. Being first isn't as important as being good enough.

Another misconception revolves around the most significant factors contributing to a company's success. Surveys indicate that 17% of people have no goals, while 75% have clear goals that correlate with strong performance. Innovation and new initiatives contribute 25% to overall success, while leadership and CEOs account for 10%. Therefore, goal-setting is a valuable management practice. Organizations would benefit if their leaders utilized the latest research findings.

Contrary to the once-popular belief that criticizing employees would boost productivity, negative emotions actually impair performance. Criticism creates a fear of failure and demotivates staff. There seems to be a correlation between a cheerful demeanor and increased sales. If one were not to rely on studies, a campaign to ensure employee smiles might be launched, but this could backfire as employees may be too focused on other tasks to remember to smile. Moreover, there's limited evidence to suggest that equity rewards, such as stock options, enhance organizational performance.

In conclusion, managers need to alter their thinking and actions by placing greater reliance on scientific evidence. Gather quality data to avoid untested theories. This is crucial for your organization, as adhering to best practices can improve performance and give you a competitive edge. Leveraging technology for data and analytics can aid decision-making, and evaluating outcomes can provide a clearer lens through which to assess current strategies. This foundation of evidence supports a more informed, data-driven approach to organizational change and effort.

  • in podcast
  • 3 min read

Evidence-Based Management

Welcome to Continuous Improvement, the podcast where we explore strategies and insights for enhancing decision-making and achieving positive outcomes in managerial roles. I'm your host, Victor, and I'm excited to dive into today's topic: evidence-based management.

Life is a series of choices, and as managers, we are constantly faced with decisions that can shape the future of our organizations. But how can we ensure those decisions are informed and based on evidence rather than personal preferences or assumptions?

Evidence-based management is a concept that aims to utilize well-substantiated facts and data to achieve effective and low-risk outcomes. It's about moving away from guesswork and embracing a more logical and data-driven approach to decision-making.

Unfortunately, many managers today still rely on dogma and belief rather than evidence and best practices. Without solid quantitative data, the success of any initiative remains uncertain. It's time to challenge the status quo and adopt a more scientific mindset within our organizations.

In today's VUCA world, where volatility, uncertainty, complexity, and ambiguity reign, data is abundant. We must channel our inner Sherlock Holmes and formulate theories that can be tested and verified. Let's treat our organizations as ongoing prototypes, fostering a culture of trial and error.

Let's take a look at the medical field. For decades, many medical treatments were deemed effective despite evidence indicating otherwise. It took time for evidence-based practice to gain traction and change the way doctors approached patient care.

Similarly, in professional baseball, traditional beliefs often shape perceptions about the best players and team composition. But evidence-based methods, as highlighted in Michael Lewis's book "Moneyball," have shown that data-driven decisions can revolutionize player selection and lead to success.

The corporate world is not immune to outdated misconceptions either. The myth of the first-mover advantage, where being the first in the market guarantees success, persists despite empirical evidence suggesting otherwise.

Surveys indicate that clear goals correlate with strong performance, yet a significant portion of individuals lack clear goals. It's time for leaders to utilize the latest research findings and make goal-setting a priority within their organizations.

And remember, criticism and negative emotions in the workplace can actually impair performance. It's crucial to foster a positive and supportive environment that motivates and empowers employees.

We need to start altering our thinking and actions as managers. By relying more on scientific evidence and gathering quality data, we can avoid untested theories and make more informed decisions.

Leveraging technology for data and analytics can aid our decision-making processes. And by meticulously evaluating outcomes, we can gain a clearer understanding of the effectiveness of our current strategies.

So, let's embrace evidence-based management and make it a foundation for our decision-making processes. It's time to create a more informed, data-driven approach to organizational change and effort.

Thank you for joining me on this episode of Continuous Improvement. I hope you found our exploration of evidence-based management enlightening and inspiring. Remember, by adopting this mindset, we can enhance our decision-making and drive positive outcomes for our organizations.

Until next time, keep striving for continuous improvement.

  • in zh
  • 1 min read

以證據為基礎的管理

生活就是一連串的選擇。經理人頻繁面對從日常業務運營到關於公司未來方向的重大選擇的決策。對經理人來說，能夠做出明智決策的能力越來越關鍵。如果你是亞馬遜的首席執行官，你會怎麼做？你會如何應對來自競爭對手的挑戰？這些問題突顯了採用以證據為基礎的管理來提高決策能力的重要性，將討論從個人偏好和意見轉移到邏輯和數據驅動的見解。

以證據為基礎的管理是一個不斷發展的概念，旨在利用並分析高品質的實驗和研究以實現積極的結果。這些策略通常依賴於已被充分證實的事實，這些事實有很高的有效性，並有低風險的危害。

遺憾的是，許多經理人今天並未依據相關證據或最佳實踐來解決問題。沒有量化數據，任何倡議的成功都要靠猜測和假設。許多決定仍然由教條和信念驅動，而不是創新或創新。對失敗存在普遍的恐懼並缺乏新的思想，讓現狀無法受到挑戰，問題無法得到解決。

在今天的VUCA（波動性、不確定性、複雜性和模糊性）世界中，數據充足。經理人和企業家應該採用像福爾摩斯般的思維方式，制定可以後續進行測試和驗證的理論。在您的組織中實施科學方法並將其視為持續的原型，培養試錯的文化。以證據為基礎的實踐是一個應用研究領域，結合了過去兩個世紀的最佳智慧成果。

當觀察到許多醫療治療雖然數據顯示效果，但實際上無效時，人們的焦點就轉向以證據為基礎的實踐。例如，醫學專業人員在手術前定期洗手近40年。最近的研究顯示，醫生只有三分之一會經常洗手，只有約15%的醫療決策基於證據。有效的變革需要利用已證實的心理學理論，而不僅僅是指導個體行為的變異。

在專業棒球中，傳統的信念經常決定對最好的球員和球隊組成的看法。總經理必須戰略性地思考如何贏得比賽。邁克爾·劉易斯的書《Moneyball》就生動地描繪了如何在甚至抗拒變革的行業裡，用以證據為基礎的方法進行球員的選擇。

同樣的，企業界充斥著過時的誤解。先行者優勢的迷思主要是由於意識形態，即使經驗數據顯示執行品質超越時機。亞馬遜不是第一個在線書店，Google也不是第一個搜索引擎。首先並不如夠好重要。

另一種誤解圍繞著對公司成功最重要的因素的貢獻。調查顯示，17%的人沒有目標，而75%的人有明確的目標與強大的表現相關聯。創新和新的倡議為總體成功貢獻了25%，而領導力和CEO佔了10%。因此，設定目標是一項寶貴的管理實踐。如果領導者利用最新的研究發現，組織將受益。

與曾經流行的觀念相反，批評員工會提高生產力，負面情緒實際上會損害績效。批評創造了對失敗的恐懼並使員工失去動力。似乎愉快的口吻與銷售增長有關。如果不依賴研究，可能會推出一個確保員工微笑的運動，但這可能會產生反效果，因為員工可能過於專注於其他任務，以至於忘記微笑。此外，並未有充足的證據顯示，例如股票期權等資本獎勵可以提高組織績效。

總結而言，經理人需要通過更大程度依賴科學證據來改變他們的思想和行為。收集優質數據以避免未經測試的理論。這對您的組織至關重要，因為遵循最佳實踐可以提高績效並給您帶來競爭優勢。利用技術進行數據和分析可以幫助決策，評估結果可以提供更清晰的透視當前策略的途徑。這種證據的基礎支持了更為明確，以數據驅動的方式進行組織變革和努力。

  • 2 min read

The Challenge of a Scaled Scrum Team

I was working on a project that utilized the Nexus framework and scaled Scrum. A Nexus serves as a development unit in scaled Scrum, forming a relationship or connection between people. Software development is already a difficult task, and it becomes even more challenging when multiple teams are working on the same product with numerous dependencies. Aside from grappling with various roles, artifacts, and events, I encountered three major challenges in my day-to-day work:

  1. The Singular Product Owner and Nexus Sprint Planning - According to the Scrum Guide, ultimate decision-making power lies with a single Product Owner. Multiple teams conduct their own sprint planning sessions after the Nexus Sprint Planning. This makes it challenging for the Product Owner to participate in each team's planning if they occur simultaneously. The Product Owner can't address domain knowledge questions or make prioritization decisions for multiple teams at the same time. If meetings are scheduled asynchronously, the Product Owner would waste significant time. Additionally, resources like a Scrum Master, Senior Architect, or designer may be shared among different teams. Some organizations even designate a group of Product Owners, complicating decision-making as no one has absolute authority over the scaled product.

  2. Challenges in Visualizing Product Backlog Refinement - New dependencies can arise, which need to be identified and minimized. Unfortunately, existing tools like JIRA and Trello don’t offer easy ways to visualize the progress or resolution of these dependencies. Scrum Masters may not fully grasp the complex technical implications, making it difficult to manage dependencies effectively.

  3. Reviewing Nexus Sprint Through the Lens of Velocity - Integration work is inevitable, and it can impact the team's Velocity. Since each team has its own estimation baseline and agenda, it's unclear who should take responsibility for overlapping work. Time-consuming integration tasks like setting up servers, automating tests, and resolving git code merge issues are crucial but may slow down the team's progress. These tasks may not be fully accounted for in story points, which can mislead senior management when they see a drop in Velocity. Additionally, even if each team completes their stories based on the Definition of Done, post-integration in the empirical world could introduce new issues, requiring additional cross-team discussions.

The Mindset of the Nexus Integration Team Is the Answer - The most important factor in managing the complexity and unpredictability of software development is having the right mindset. Meetings, tools, and shared work are merely symptoms of a more fundamental challenge: getting everyone on the team, including organizational leaders, to understand and embrace agility.

Have you worked in a scaled Scrum environment before, such as SAFe or LeSS? I welcome any comments and look forward to learning from your experiences.

  • in podcast
  • 3 min read

The Challenge of a Scaled Scrum Team

Welcome back to another episode of Continuous Improvement! I'm your host, Victor, and today we'll be diving into the world of Nexus framework and scaled Scrum. As some of you may know, software development can already be quite challenging, but when multiple teams are working on the same product with numerous dependencies, the complexity reaches a whole new level.

In today's episode, we'll be exploring some of the major challenges faced in a scaled Scrum environment, as well as discussing potential solutions and the importance of cultivating the right mindset. So let's jump right in!

Our first challenge revolves around the role of the Product Owner in Nexus Sprint Planning. According to the Scrum Guide, the Product Owner holds the ultimate decision-making power. However, when multiple teams conduct their own sprint planning sessions after the Nexus Sprint Planning, it becomes difficult for the Product Owner to actively participate in each team's planning. Can you imagine addressing domain knowledge questions or making prioritization decisions for multiple teams simultaneously? It would be a time-consuming and overwhelming task.

One potential solution to this challenge is asynchronous scheduling. By staggering the sprint planning sessions across teams, the Product Owner can allocate their time more efficiently. Additionally, organizations may consider designating a group of Product Owners to ease decision-making, although it brings its own set of complexities.

Another challenge faced in scaled Scrum environments is visualizing Product Backlog Refinement. As dependencies arise, it becomes crucial to identify and minimize them. However, existing tools like JIRA and Trello often fall short in providing an easy way to visualize the progress or resolution of these dependencies. This can make it difficult for Scrum Masters to manage dependencies effectively, as they may not fully grasp the complex technical implications.

To overcome this challenge, organizations can explore specialized visualization tools or customizations within existing tools to cater to their specific needs. By having a clear visual representation of dependencies, teams can more effectively prioritize and address them during Product Backlog Refinement sessions.

Lastly, let's talk about reviewing Nexus Sprint through the lens of velocity. Integration work is an inevitable part of software development, but it can significantly impact a team's velocity. Each team works based on their own estimation baseline and agenda, making it unclear who should take responsibility for overlapping work. Integration tasks, such as setting up servers, automating tests, and resolving git code merge issues, are time-consuming and crucial, but they may not be fully accounted for in story points.

To address this challenge, teams can consider incorporating a dedicated Nexus Integration Team. This team would be responsible for handling cross-team integration tasks, ensuring smooth collaboration and addressing any post-integration issues that may arise. By having clear roles and responsibilities, teams can better manage their velocity and avoid misleading senior management with sudden drops due to integration work.

As we've explored these challenges, it's important to note that the mindset of the Nexus Integration Team is key to managing the complexity and unpredictability of software development. Meetings and tools are merely symptoms of a more fundamental challenge: getting everyone on the team, including organizational leaders, to understand and embrace agility.

By fostering a culture of continuous improvement and encouraging open communication, teams can overcome these challenges and create an environment where scaling Scrum becomes more manageable. It's not just about the process or the framework; it's about the people and their mindset.

And that's all we have for today's episode of Continuous Improvement! I hope you found our exploration of scaled Scrum and the Nexus framework insightful. Remember, it's not just about the challenges, but also about finding innovative solutions and embracing a mindset of agility and continuous improvement.

If you have any comments or experiences working in scaled Scrum environments, I'd love to hear from you. Feel free to reach out and share your thoughts. Until next time, this is Victor signing off. Stay agile, stay curious, and keep improving!