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Recharge to Reach the Finish Line: A Leader’s End-of-Year Strategy

The IIL Blog

This rhythm of exertion and recovery resonates deeply with the cadence of leadership in business. Just as the runner needs to rest to prevent injuries, we, as leaders, need to champion moments of respite to sustain our teams and ourselves. Sign up here!

Cadence 78
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Building Trust via Trustworthiness

Leading Agile

I walked into the conference room to meet with the VP of enterprise Agile Transformation. Instead of firing us, six months after I walked into that conference room, the VP hired 5 additional coaches to stand up more Agile portfolios! . Teams don’t keep a regular cadence of collaboration and review.

Cadence 62
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Transformation, Business Architecture, and Scaling

Leading Agile

How do you go up into Portfolio Management? How do you go up into investment management, that kind of a thing? What do you do with planning cadences? And the cool thing about Version One is like, any talk, any conference I can get accepted to, they let me go speak and I was off speaking.

Agile 140
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Cultivating the Kind of Culture Employees Crave

Leading Agile

We take pride in being fearless, adaptive, sustainable, and egalitarian, and we admire attributes like integrity, respect, teamwork, and passion for continued learning. . The Pods meet on an agreed-upon cadence, and everyone in each Pod knows that they can reach out to other Pod members for questions, help, and a friendly voice.

Cadence 118
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Agile Unplugged: EP 02 | Mike Cottmeyer and Dennis Stevens

Leading Agile

So how do you get an organization to actually, solve the problems you’re paying to solve when they’ve wasted, two thirds of their money and they’re two thirds the way through the schedule and thing is a disaster. How do you like fix it? Like how do I go to six daily standup meetings? – Yeah. – Yeah.

Agile 71
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Episode 189 – Harmonizing Potential – The Jazz of High-Performing Project Teams

Velociteach

As a professional bassist, he uses jazz metaphors to illustrate how to build supportive and effective team cultures. So he reaches out to an old professor to teach him how to do that. A Cadence to Managing Projects BILL YATES: Okay. So how do you know? There’s a cadence. There’s a cadence. That’s so good.

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Selling Agile to the C-Suite to Get Buy-In

Leading Agile

At seven years old, I learned how to program on a PDP-8. In fact, at conferences, we often talk about how managers are bad and executives are foolish people who want to derail the company. Organizations need to move at market speeds sustainably, and that pace is getting faster and faster. Have you ever heard of Digital?

Agile 75