 |
…a focus on outcomes, with regular feedback loops, builds learning into an everyday activity, as people reflect on how to best achieve the outcomes, for unique work in a rapidly changing environment.
|
293 |
 |
You are never done improving. You don’t reach the top level and then stop.
|
297 |
 |
Meeting ‘how agile are you’ target metrics does not necessarily correlate to improved outcomes. Usually it produces new labels with the same old behaviors.
|
297 |
 |
Teams should have the autonomy to self-manage, self-design, and self-govern within their boundaries.
|
303 |
 |
…where there is autonomy, empowerment, intent, and purpose, individuals will look to develop skills and build mastery.
|
305 |
 |
With transparency comes the ability to measure flow, to look at trends, and to see the impact on the changes we make on our ways of working.
|
319 |
 |
People can only prioritize so many things; improving ways of working needs to be articulated as a priority.
|
333 |
 |
You can sit back and wait for your manager to change, or you can take action, manage up, and watch your career bloom.
|
003 |
 |
As long as organizations and businesses continue to promote people based on technical skills and not people-management skills, then the odds of encountering ineffective management styles remains high.
|
005 |
 |
…you care more about your career than anyone else, and you cannot depend on your boss to provide everything you need to advance.
|
070 |
