I came upon a wonderful post entitled The Illusion of Managing People at Nucleus Insights. You can find it here: http://nucleusinsights.com/blog/?p=224
The focus of the article was away from “managing” and more towards “leading, inspiring, and focusing”.
There were three key points made:
- Nurture the culture, can the controls;
- Paint the big picture, skip the little instructions;
- Always ask, never tell.
They wrapped up the article with the following quote:
The five Core Scrum Values have been defined as:
The reference I’m using for this include a blog post by Mike Vizdos here. And you can see them articulated on the Scrum Alliance site here.
Tobias Mayer wrote a counterpoint blog post on these values and suggested a different set and focus all his own. Here’s what Tobias had to say:
It’s sort of a chicken and egg problem in many agile teams—that is the notion of trust.
- Do you give the team your trust as an organization? Or do they have to earn it over time?
- And if they make a mistake or miss a commitment, do they immediately lose your trust? And then have to start earning it again?
- And is trust reciprocal, i.e., does the organization need to gain the trust of the team? And if so, how does that work?
I want to explore trust in this article. I’ve done it before, but an interview by Jeff Nielsen inspired me to revisit it.