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Middle Management Guideline: Only Plan for as Long As Your Management Can Commit

Johanna Rothman

Sherry, a middle manager in a relatively small organization, said, “We can’t plan for an entire quarter at a time. Our managers need to change what they want more often than that. ” “How long can the managers commit to their decisions?” Especially not if your management can't commit to an entire quarter.

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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. How do you incent the managers? What makes sense for management compensation?

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Leadership Tip #13: For Innovation, Remove at Least One Policy or Procedure a Week

Johanna Rothman

Some managers wanted to prevent Bad Things from happening in the organization, so they added policies or procedures. Now, these same managers want business agility. The more we remove, the more agility or improvement we might see. The more we remove, the more agility or improvement we might see.

Policies 131
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Where I Think “Agile” is Headed, Part 5: Summary

Johanna Rothman

I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 4 was about how “Agile” is meaningless and “agile” is an adjective that needs to be applied to something.

Agile 65
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Feedback Loops Help When to Centralize or Decentralize Product-Based Decisions

Johanna Rothman

When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Agile teams need to be able to experiment quickly, finishing stories relatively fast.

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Managers: Are You Responsible “To” or “For” People?

Johanna Rothman

A manager said to me, “I'm responsible for this department of people.” ” He said, “I'm responsible for managing the people. When we ask managers to take responsibility for other people, we increase the possibility that they micromanage. But managers rarely can help with these practices.

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Faster Management Decisions Can Lead to More Ease and Better Results, Part 4

Johanna Rothman

We manage the risks of long-term commitments (decisions) by gaining experience with that person in many circumstances. (I Create a yearly budget as a guideline for our specific goals, but manage that budget every week and month to manage our risks. That's how we manage all our decisions: the Important and the Urgent.