We did it! Agendashift is fully live

We did it! Agendashift is out of beta and 22 awesome Lean-Agile coaches, consultants, and trainers have joined me as authorised partners and facilitators. Each of them has full access to the Agendashift tools and materials and will be using them with their clients (many in fact are already doing so).

The last few pieces of the jigsaw

Just 2 days until the September 14th and the official launch of the Agendashift partner programme! It seems a good time to review what we have and take a look at some of the most recent changes: The Agendashift values-based delivery assessment: Not your typical consultant’s practice-centric checklist (forgive me if I sound cynical here) but a non-prescriptive, non-judgemental, methodology-neutral.

Strengths Balancing for SoloPreneurs

a conversation with Amy King & Polly Chandler  Our wtf collaborators Amy King, Brand Strategist & Polly Chandler, Strengths-Based Leadership Development Coach sat down for a mini coaching session with Polly on Amy’s current leadership challenges in her business. They offered to share the experience with our readers in the hopes that it empowers you […]

Kanban from the Inside: 17. Smaller Models

The Triad is a very simple model of collaboration and collaborative leadership that has been practiced deliberately in a surprising variety of places. Thanks to Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, the book by Dave Logan, John King, and Halee Fischer-Wright, we understand its applicability to corporate and community life. Triads appear in some churches in the form of prayer triplets (my wife, Sharon, has been a member of several of these); the model was even practiced by the KGB!

Kanban from the Inside: 11. Systems Thinking, Complexity, and the Learning Organization

Earlier chapters have made it clear that the Kanban Method leaves room for interpretation. This is a strength. It is articulated sufficiently clearly for a community to rally around it, yet it is applied with sufficient diversity that its community continues to learn, to develop lower-level practices, and to share experiences. It is satisfying to observe that the Kanban community itself demonstrates in some measure all five of Senge’s characteristics of the Learning Organization.

Kanban from the Inside: 10. Patterns and Agendas

Does Kanban in some neutral way just create the conditions for change, or does it come with its own biases? Do the method, its practitioners, and their host organizations need direction—in the form, perhaps, of an external true north (Chapter 14, Lean)—or will they steer themselves? As a community, we’ve considered these questions several times.

Kanban from the Inside: 9. Respect

The ninth in a roughly weekly series of short excerpts from my book, Kanban from the Inside. We’ve reached the penultimate chapter of Part I (Kanban through its values) and the last of the nine values.

Kanban from the Inside: 8. Agreement

The eighth in a roughly weekly series of short excerpts from my book, Kanban from the Inside. The Kanban method’s second Foundational Principle is very direct: FP2: Agree to pursue evolutionary change. In just a few more words: Agree that change … Continue reading →

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