Podcasts about scrums

This episode is all about you and something I've created for you. It's the sort of thing that I never knew I needed, but now it's a real, physical thing, Im hoping it helps you and your refereeing.It can be a solitary life as a referee - often travelling on our own to matches, not seeing any advisers/coaches every week, and only monthly meetings with our peers. So how can we help you think positively about your refereeing and your progress?This is where the Journal comes in. This has all the crib sheets, tick lists, advice, prep you need to help record your season and your refereeing. It's the place you can prepare for, and then analyse your performances through the season.Keith explains how the journal came about, what's in it, and of course, where you can buy one (TLDR: rugbyreferee.net/journal - price £18.50)What's in it?Place to set your season goalsPlace to record your Strengths, Weaknesses, Opportunities, ThreatsA checklist for your kitbag,A crib sheet to help you create your AR brief,A place to track your fitness tests through a season.And a season long Match Day Focus area - what are your big picture focus areas for each game area - Tackle, Ruck/Maul, Scrums, Lineout, Space, Safety/FP, Comms, Management.And then of course, as it's a journal, it has a place for you to prep and review all your matches through the season! It has a calendar for the next few years, and then the meaty bit - the season-long journalThere's a monthly calendar sheets and then 4x match pages. For each match there's three key elementsPrep page - all the things you need to get hold of and think about before your next match - colours, league positions, their form, Captains name if know, who your ARs and or Ref Coach/Reviewer. A place for logistics - directions, times, travel etc Any issues from last time/weekend to bring forward, and some focus areas for the matchMatch day check in - a chance just to use the journal to get your head in the game. There's prompts to ask say how you're feeling, to remind yourself what you want from the game, how you want to feel when you get home, and set some projections for what you want to do in the game. It's open ended and multi-interpretational. "In my refereeing today, I'm going to....."Match review - chance to record the match data, score, pens, cards, any fitness data you might have trackedSome simple quick game reflections on how you felt each area went3 things that went wellfeedback points from othersAny reflections from your prep page focus areas and then a section for overall reflections and work ons.And there's four of those sets of pages in each calendar month and 10 months to cover - so that'll help you with 40 matches sets. Some of you may not need that, some may need to tell me you want more in the next iteration of it! I'd love to know what you think.All together, that's 178 pages of journal goodness, with a hard back and front and with sturdy wire binding. I wanted this to be strong enough to get you through a season of it being in and out of kitbags, cars, backpacks. So it's a quality item that will, hopefully last.The good news is, Ive got a batch in stock now, and if that sounds like something that will help your refereeing, then you can head to rugbyreferee.net/journal for a little more info, or if you're ready to buy it right now - rugbyrefereejournal.net saves you a click and takes to you the buying page! Do your thing and I'll get one in the post to you straight away!The buying pages has options for different currencies, and we can ship

This episode is all about you and something I've created for you. It's the sort of thing that I never knew I needed, but now it's a real, physical thing, Im hoping it helps you and your refereeing.It can be a solitary life as a referee - often travelling on our own to matches, not seeing any advisers/coaches every week, and only monthly meetings with our peers. So how can we help you think positively about your refereeing and your progress?This is where the Journal comes in. This has all the crib sheets, tick lists, advice, prep you need to help record your season and your refereeing. It's the place you can prepare for, and then analyse your performances through the season.Keith explains how the journal came about, what's in it, and of course, where you can buy one (TLDR: rugbyreferee.net/journal - price £18.50)What's in it?Place to set your season goalsPlace to record your Strengths, Weaknesses, Opportunities, ThreatsA checklist for your kitbag,A crib sheet to help you create your AR brief,A place to track your fitness tests through a season.And a season long Match Day Focus area - what are your big picture focus areas for each game area - Tackle, Ruck/Maul, Scrums, Lineout, Space, Safety/FP, Comms, Management.And then of course, as it's a journal, it has a place for you to prep and review all your matches through the season! It has a calendar for the next few years, and then the meaty bit - the season-long journalThere's a monthly calendar sheets and then 4x match pages. For each match there's three key elementsPrep page - all the things you need to get hold of and think about before your next match - colours, league positions, their form, Captains name if know, who your ARs and or Ref Coach/Reviewer. A place for logistics - directions, times, travel etc Any issues from last time/weekend to bring forward, and some focus areas for the matchMatch day check in - a chance just to use the journal to get your head in the game. There's prompts to ask say how you're feeling, to remind yourself what you want from the game, how you want to feel when you get home, and set some projections for what you want to do in the game. It's open ended and multi-interpretational. "In my refereeing today, I'm going to....."Match review - chance to record the match data, score, pens, cards, any fitness data you might have trackedSome simple quick game reflections on how you felt each area went3 things that went wellfeedback points from othersAny reflections from your prep page focus areas and then a section for overall reflections and work ons.And there's four of those sets of pages in each calendar month and 10 months to cover - so that'll help you with 40 matches sets. Some of you may not need that, some may need to tell me you want more in the next iteration of it! I'd love to know what you think.All together, that's 178 pages of journal goodness, with a hard back and front and with sturdy wire binding. I wanted this to be strong enough to get you through a season of it being in and out of kitbags, cars, backpacks. So it's a quality item that will, hopefully last.The good news is, Ive got a batch in stock now, and if that sounds like something that will help your refereeing, then you can head to rugbyreferee.net/journal for a little more info, or if you're ready to buy it right now - rugbyrefereejournal.net saves you a click and takes to you the buying page! Do your thing and I'll get one in the post to you straight away!The buying pages has options for different currencies, and we can ship

Scrums, 13 Fifteen and a Silver Medalist and UNLV Basketball, 23 MLB Talk with John Becker

Scrums, 13 Fifteen and a Silver Medalist and UNLV Basketball, 23 MLB Talk with John Becker

Welcome back, Tokers! We got a good episode for you today! We discussed everything from the Olympics to ozempic! We got a little somethin for everybody in this one! We also discuss a couple of new judges kits we got for the Best In Grass cannabis competition, for the gummie edibles and non-gummie edibles categories! So grab ya something to toke on and come join the sesh! We hope you enjoy the episode and as always: THIS POTCAST IS MEANT TO BE ENJOYED UNDER HEAVY INFLUENCE OF THC!! ☁️✌

Scott McGory joins the show to talk the TDF media scrums. The logistics of 'bottle points' at the TDF, gravel stages & Bewls has a baby! See omnystudio.com/listener for privacy information.

Big things are happening in the world of rugby, and we have some small minds to discuss it all. From rule changes to retirements and some quality footy. All served up to your an indulgent amount of BS.Grab a beer and Enjoy!

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Jamie and Gav are joined by the guys from the Spritz & Scrums Italian rugby podcast to chat Benetton, the rise of Italian rugby and look ahead to Dragons' tough trip to Treviso this weekend. Plus the latest news from Rodney Parade and Gav's Gwent Rugby round-up. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Watching rugby for the first time? We hope so! Today we are teaching you all the top things you might hear at a rugby match so that you won't get sent to the sin bin. 

My guest this week is former rugby player, now rugby promoter - Dan Tanner. This interview was recorded in April of 2024 and we talked about the remarkable tale of how Dan got into rugby, and what it was like to be a rugby nomad. We talked about playing in Canada, the incredible end-of-season tournaments and the challenges facing Rugby Canada from the grassroots to the National Team, before finishing talking about 99Social and how Dan is helping to promote and grow the game in North America. This is a brilliant episode full of fun stories and deep insight into the current Canadian rugby landscape - I hope you enjoy. LINKS Dan Tanner on Instagram - @pintsandscrums Rugby Canada - https://rugby.ca/en The Axemen Rugby - https://www.axemenrugbyclub.com/ BUY ME A COFFEE Coffee helps me make more and better episodes. https://www.buymeacoffee.com/amateurrugbypodcast PATREON Join The Amateur Rugby Podcast Patreon community for some extra amateur rugby goodness! (https://patreon.com/amateurrugbypodcast) PODCAST KIT Everything I use to create, edit and produce this podcast can be found on my Creating a Podcast (https://www.amateurrugbypodcast.com/creating-a-podcast/) page. SUPPORT If you would like to support the podcast in some way then there are plenty of options on my Support the Podcast (https://www.amateurrugbypodcast.com/support/) page.

Matty got a package in the mail, and gives his review to the boys, Boomer Brad's had a fall and Chris recounts his gay awakening that just had its 25th anniversary.See omnystudio.com/listener for privacy information.

This week, Dan Neumann and Justin Thatil are joined by Rich Hundhausen for the second part of a deep conversation about Nexus. Rich is a software developer, Professional Scrum Trainer, and co-creator of the Nexus Framework for scaling Scrum.   In this episode, they dive deep into how to deliver value in the form of a working integrated increment of product, the role of the Integration Team, and the characteristics of each Nexus Event. They share valuable stories exemplifying how Nexus works for an improved scaling experience.   Key Takeaways Scale Scrum is still Scrum (plus additional features). The Nexus Integration Team is not in the original Scrum framework. The Integration Team is actually the Nexus's Scrum Master. This team is responsible for ensuring that Scrum is followed as established in the Scrum Guide and that its work is effective. The Integration Team works in a Scrum way by coaching, facilitating, teaching, and mentoring, but not hands-on (unless absolutely necessary). The Scrum Team's Developers do the work. The Integration Team does not do the integration, but it is accountable for it. Integration can mean lots of different things. Integration means solving any kind of dependency. The Nexus Integration Team does not have to meet daily but only when required. Everyone on the Integration Nexus Team has a daily job on the Scrum Teams and/or is the Product Owner, so when something does not go as planned, they bring it to the attention of the Integration Team when possible. The Nexus Events: First Event: Nexus Sprint Planning. This event aims to take another look at the upcoming work to ensure the organization of Teams and consider any last-minute changes. Big Room Planning takes place during this stage. All the planning at this moment is only for the current sprint (never beyond that). The output for the Nexus Sprint Planning is the Nexus Sprint Backlog for each Team, and the goal is to make any dependencies transparent to mitigate them daily. Scrum of Scrums: Scrum Team members are allowed to talk at any given moment. Second Event: The Nexus Daily Scrum. It is a Scrum of Scrums that occurs before the Daily Scrum. At this mandatory event, dependencies and integration issues are discussed. Third Event: The Nexus Sprint Review is where Stakeholders give feedback on the done increment but in a big room event. This event is the time to share feedback on potential cross-team work. The Last Event: The Nexus Sprint Retrospective. This event is an opportunity for the Scrum Team to inspect and adapt how they work, first through a pre-meeting with the representatives, then Teams have their individual retrospectives, and after, representatives meet again to make transparent any new experiments or improvements so the bottom-up intelligence can then be shared with the other Teams. There are around 60 complementary practices to Nexus (but none are new). Mentioned in this Episode: The Nexus Guide Listen to “Continuous Learning: Professional Scrum Facilitation Skills Training with Patricia Kong” and “The Nexus Framework for Scaling Scrum with the Scrum.org Team”   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

We're Back! Huw and Enda were thrilled to be joined by the cast of Spritz & Scrums, the Italian rugby podcast! Eddie, Ellie and Coach told them all the things about rugby in Italy that you didn't know before helping the lads dish out their half term reports for every single URC team! Learn more about your ad choices. Visit megaphone.fm/adchoices

Jess and Jacob are back with another episode, as we process the double shock of a tough defeat away to fellow league newcomers Ealing as well as the news that scrum coach Rocky Clark has left the club by mutual consent, so that means only one thing, nerding about SCRUMS. Afterwards, they delve deep into the player pathways now set up at the club as Jess interviews Fraser Goatcher who is the Head of Pathway at Leicester Tigers Women alongside his role as Head Coach of partner club Lichfield Women. If that isn't enough, our Player Profile is former figure skater and Swedish star Amanda Swartz, which Jacob tries desparately and probably unsuccessfully to tie into his swing dancing, as well as a bit of an insight on Swedish women's rugby as a whole. This week's pod is rounded off as we preview the extremely daunting, but by no means predetermined, home fixture against league leaders Sarries

Bath Legend Tom Dunn joins the boys to talk about the West Country dominant Bath Rugby after their defeat of Chiefs. Gabriel and Tom also talk RG Snyman, Europe and announce the winner of the shirt giveaway. @bathrugbyplug #ThickandThin

Thorben Pantring: Surviving the Scrum Scaling Chaos, Managing a 20-25 Member Team Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Thorben reflects on a team that had reached a breaking point when it grew to 20+ members. Faced with the overwhelming workload for the Product Owner and Scrum Master, Thorben and his colleagues divided the team into three, only to realize there was no support available. Thorben suggests a Scrum of Scrums for POs and emphasizes the complexity of scaling Scrum. To address the chaos, they divided the product into customer-focused areas and created a single Scrum team for each. Embracing large-scale Scrum, Thorben advises training leadership and using systems thinking to manage multiple teams. The journey involved starting small and incrementally adding teams to the system. In this episode, we refer to the podcast episodes with Konstantin Ribel.    [IMAGE HERE] Recovering from failure, or difficult moments is a critical skill for Scrum Masters. Not only because of us, but also because the teams, and stakeholders we work with will also face these moments! We need inspiring stories to help them, and ourselves! The Bungsu Story, is an inspiring story by Marcus Hammarberg which shows how a Coach can help organizations recover even from the most disastrous situations! Learn how Marcus helped The Bungsu, a hospital in Indonesia, recover from near-bankruptcy, twice! Using Lean and Agile methods to rebuild an organization and a team! An inspiring story you need to know about! Buy the book on Amazon: The Bungsu Story - How Lean and Kanban Saved a Small Hospital in Indonesia. Twice. and Can Help You Reshape Work in Your Company.   About Thorben Pantring Thorben is an experienced Scrum Master & Team Lead in the eCommerce space, showcasing expertise in leadership, LeSS, Scrum, team management, and engineering. With an insatiable desire for learning and a relentless pursuit of progress, Thorben embodies a fervent passion for leadership, agility, and technology. You can link with Thorben Pantring on LinkedIn. 

We're all in The Judgment Day, aren't we? Simon Miller presents 10 Secrets Nobody Has Told You About WWE Yet...ENJOY!Follow us on Twitter:@SimonMiller316@WhatCultureWWEFor more awesome content, check out: whatculture.com/wwe Hosted on Acast. See acast.com/privacy for more information.

Manaia Stewart & Matt Heath join ACC Head G Lane for another feature-length episode of The Agenda! In this episode, have we moved on from the Rugby World Cup already? Is this Cricket World Cup shaping up perfectly for the Black Caps, and is packing a scrum while on the beers a good idea? The answer is... Yes! Plus, the 'Toppa Plays Of The Week', 'Wide On Of The Week' & 'TAB Good Punt'!See omnystudio.com/listener for privacy information.

Daily Scrums: Synchronization Meetings, Not Status Meetings The daily scrum: It's not a status meeting, it's a synchronization meeting. The term status meeting conjures images of sitting around a table with each person giving an update to a project manager while everyone else feigns interest (In reality, they're either mentally preparing for their own upcoming update or wondering how much longer the meeting will last.) In contrast, the daily scrum meeting is designed for team members to synchronize their effort. You don't want two designers working on the same screen without each knowing about it. Similarly, someone better be working on a critical task if the sprint ends tomorrow. Done well a daily scrum meeting is energizing. People leave the meeting enthused about the progress they're making as a team, or inspired to work together to move something to done. This won't happen every day for every team member, of course, but if team members dread going to the daily scrum, that is usually a sign of trouble. So if the meeting is for the team members to synchronize their work with one another, what does the Scrum Master do? How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

In this wonderful episode we dissect: - NZ demolishing Argentina - South Africa scraping by England - England off to good start in WXV - Preview of the RWC 23 Final And so much more...! We hope you like the episode. Get in touch with us if you want us to talk about your sports!

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For the Rugby weekend that's in it! This is a man who has spent a lifetime in sport. Mickey O'Rourke Co founded Setanta Sports in 1990, a business that was valued at several hundred million euro. He now runs Premier Sports and he's also a partner in Danu Partners - an investment partnership that's behind restaurant chains in the US.

Kate & Ryan discuss the Scrum of Scrums, Meta Scrums, Product Owner Syncs and their usefulness

Ben James and Steffan Thomas sit down to discuss Dan Biggar's announcement that he'll retire from Wales duty after the World Cup, who will wear the 10 jersey next and how Wales' pool rivals Fiji and Australia fared in their final warm-ups. Brought to you by WalesOnline and Reach PLC. Learn more about your ad choices. Visit megaphone.fm/adchoices

We're delighted to be joined by a man who famously dismantled a Wallaby scrum in 2007 to help England reach the unlikeliest of World Cup finals, former England front row Andrew Sheridan. Sheri is a man mountain and one of the toughest front rowers to ever play the game. He's also one of the nicest. We hear about his journey from back row to front row and how he changed the game for props. We also chat about what happened behind the scenes during England's infamous 2007 Rugby World Cup, what he's been up to since retirement and lots more. The Rugby Pod Beyond Expected Series, presented by Asahi Super Dry, official beer of Rugby World Cup 2023. Throughout this series, we'll be talking to legends of the game, as they recount stories from their career: the unexpected moments that happened on the pitch, and the surprising connections, friendships and post-match beers shared off the pitch. Learn more about your ad choices. Visit podcastchoices.com/adchoices

If you want to know what kind of team culture really exists at a company, look very carefully at how product roadmaps are developed and executed. That, says Jenny Herald's guest on this episode of Dreams With Deadlines, is where you can see the “messy, bloody war” that may or may not be going on behind the scenes. Agile consultant Maarten Dalmijn, author of a forthcoming book about using sprint goals to deliver better products more efficiently, shares fascinating insights on project management and how to optimize it.Key things discussed Why agile software development isn't about delivering more stuff more quickly. How three common gaps in understanding, effort and results hobble projects. What the Cynefin Framework is and how to leverage its domains in managing complexity – along with chaos. Why less up-front planning and more adjustment along the way enables nimble project management and a quicker path to desired outcomes. Ways to identify and mediate opposing goals that can mire projects in constraint and micromanagement. The interplay between product goals, Scrums and OKRs. Show Notes [00:03:27] Diving into the “why” behind Maarten's decision to write his soon-to-be-published book – or any book – at this point in time. [00:04:30] What Scrum can look like (flexible and supportive of change) versus what people think it should be. [00:06:48] Why being agile is about more than just shipping more stuff faster. About Maarten's effort to define what makes a successful Scrum, the outputs that drive desired business and customer outcomes and obstacles commonly encountered. [00:08:57] "Succeeding with Sprint Goals: Empowering Teams with Better Ways of Delivering Value," which is forthcoming in May, is comprised of four parts. [00:09:32] Maarten shares in the book a personal story about a childhood exercise on a Dutch island that parallels the journey of discovery that is software development. [00:13:26] A closer look at the three gaps, a model originated by leadership strategist Stephen Bungay, including: The Knowledge Gap: What we know is less than we'd like to know. The Alignment Gap: What we're likely to do versus what we actually do. The Effects Gap: The difference between desired results and actual outcomes. [00:15:51] How to avoid getting lost in “the fog of beforehand,” which can result in overcompensation and analysis paralysis that constrains or slow decision-making. [00:18:28] Humble Planning: It's not about planning less. It's about reducing upfront planning in order to leave room for critical adjustments later in the project life cycle. [00:20:17] About Dave Snowden's Cynefin Framework, designed to help manage complexity (and chaos) in times of crisis – a sort of field guide for decision-makers. [00:21:19] Delineating the domains encompassed by the Cynefin model and how they apply in a software development context: Confusion Clear Complicated Complex Chaotic [00:23:40] Understanding self-imposed friction and how rigid plans can lead to massive breakdowns in desired business outcomes. [00:27:16] How opposing goals fracture teams and slow – if not defeat – mutually desirable results while team alignment (internally and with partners) supports success. [00:30:21] Navigating “Roadmap Hell” and how a traditional project management mindset yield binary, inflexible processes that create conflict and self-defeat. [00:32:45] Want to see how agile a company culture really is? Look at their mindset around road mapping – that's where business and IT really come together and reveal the turf wars and rigidity! [00:34:06] Teasing out Part II – the “beating heart” – of Maarten's book: Sprint Goals: They depend on a clear understanding of intent, what the team is trying to achieve and why it matters. It's key to integrate foundational sprint goals into every Scrum. OKRs have a role to play in helping to prevent or break the feature factory loop. [00:36:32] Understanding the interplay between product goals, Scrums and OKRs; how they fit together in multi-faceted ways with multiple protocols. [00:38:42] About applying North Star Metrics – when and how they work and the constellation of factors that can influence measures and strategic adjustments. [00:41:42] What happens when companies don't use sprint goals? It disempowers teams. It restricts information, understanding and decision-making ability. It reduces flexibility. It leads to technical debt and prioritizing speed over quality. [00:44:42] Quick-Fire Questions for Maarten: What is Your Dream with a Deadline? Finishing up his book secure in the knowledge that he has delivered what he intended – and then some! How do you define a good sprint goal? It includes everything in the acronym FOCUS: Fun, Outcome-oriented, Collaborative, Ultimate and Singular. What's the takeaway he most wants for those who read his book? More joy, a sense of empowerment, flexibility, freedom, less effort that yields more results! Relevant links: "Succeeding with Sprint Goals: Empowering Teams with Better Ways of Delivering Value," by Maarten Dalmijn and Friso Dalmijn. More about leadership Strategist Stephen Bungay's The Three Gaps. More about Dave Snowden and the Cynefin Framework. About Our Guest:Maarten Dalmijn worked with award-winning start-ups, scale-ups and corporations in various roles before taking the leap as an independent Product Management, Agile and Scrum consultant. By blending the world of Product Management and Agile, Maarten helps teams beat the Feature Factory and uncover better ways of delivering value together.Follow Our Guest:Website | LinkedInFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

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On the special edition of the Official Scottish Rugby Podcast, we are delighted to be joined by Scottish Rugby's Head of Game Development, Neil Graham. Chris and Caroline chat all things game development with Neil including the upcoming Community Game Conference – this Sunday 11 June at BT Murrayfield. If you're a school, club or match official make sure you reserve your space for this year's Community Game Conference via SCRUMS and get along to what promises to be a fantastic day.

The Ordinary Elite is a new Scottish podcast series brought to you from Glasgow by John McGovern and Mike Dailly. Both are Solicitor Advocates - John a criminal defence practitioner and Mike a civil litigation practitioner and social justice campaigner. In our second episode we discuss the stories of the week from Scotland, including the new "media scrums" of the First Minister, aspects of Scots law and the Scottish TV show Taggart.

It's another Unpropular Opinion special as Dr Harley Worthy invites Craig Manson from The Scottish Rugby Podcast on the podcast and asks him the question “why don't we just get rid of the scrum and enjoy the actual rugby?” Learn more about your ad choices. Visit megaphone.fm/adchoices

T embraces the zeroes, and the boys embraces NRL chaos.

OD and T throw together another disjointed ep, because doing an episode each week is hard. So is winning a football game...

This week is way too crazy for OD and T, so it's just a fast one from T. The excellent play for the Tigers was a fast and fantastic blur, like Song 2.

ODean and Tee both lament the first week both their teams lost.

Welcome to Spritz & Scrums, a podcast by 3 Benetton fans with a love for Aperol and all things rugby Italiano! In our very first mini episode, we discuss Kieran Crowley's chosen 23 to play against Wales tomorrow, a quick look at the Welsh side, a nod to Benetton's fantastic first away win in how many days (!?), and a very exciting new signing for the Treviso team. See you at the Stadio Olimpico e Forza Azzurri!Music by Paul Knight Hosted on Acast. See acast.com/privacy for more information.

Welcome to the coaching knife when we cut to the root of the matter. In this episode, we speak to Graham Smith, director of Estonia rugby, and head coach Kalev rugby. Focusing on coaching the scrum, we are going to cut to the root on costs and benefits of using a scrum machine in training. Graham is a former assistant coach to England Women's Rugby, helping them to win one of their two World Cup victories in 2014. Their previous win was in 1994. He is a Level 5 coach and has coached all across Europe.What he says about his philopshy: I have thought for many years what a philosophy mean and I am still not convinced about them, coaching or playing. Are they not just plans? However, an umbrella philosophy is a few words: care about what you do and the players you work with, and be passionate about the game we love and how it is played. Involve everyone, staff and volunteers.You can contact him on gbsconsultancy1@gmail.com and find him on YouTube at Graham Smith.

OD and T celebrate the Dolphins' win, the Rising Tide, and talk about his the Tigers could be good.

Patrick Mahomes gives big props to Jalen Hurts after the Super Bowl. Cameron Heyward calls out the Eagles “Push Play” but LaVar calls the criticism soft. The guys debate best fast food burgers and the Kelce Brothers show love for mom.See omnystudio.com/listener for privacy information.

136. My guest is Richard Hundhausen, a former Microsoft MVP and Regional Director, Scrum.org Professional Scrum Trainer, and co-creator of the Nexus Scaled Professional Scrum Framework. As you'll hear, Richard doesn't have a background in Dynamics 365 or Power Platform, but he's no stranger to developing apps on Microsoft technology.In this episode, Richard talks about his experience working with Microsoft and how he got started with Scrum. Drawing from his over 30 years of software development experience and over 20 years of training experience, he also discusses the merits of big bang releases versus incremental releases, product thinking versus project thinking, and what's next with Scrum.Show Highlights [06:07] Richard's Scrum origin[13:55] Richard's guidelines for helping a team decide when to adopt Scrum[20:56] On the interplay between Scrum and DevOps[26:06] How product owners can be successful[31:32] Big bang releases versus incremental releases[34:53] The origins of Nexus Scaled Scrum Framework[44:03] Where Scrum is headed nextResourcesAccentientNexus Scaled Professional Scrum FrameworkProfessional Scrum Development with Azure DevOps by Richard HundhausenConnect with Richard Hundhausen on LinkedIn or Twitter"Flaccid Scrum" by Martin Fowler“Should Our Team Use Scrum?” by Richard Hundhausen“Larman's Laws of Organizational Behavior” by Craig Larman“Role of Manager” by LeSS"Resurrecting the Much-Maligned Scrum of Scrums" by Charles Bradley"unSAFe at any speed" by Ken SchwaberI've just registered for Microsoft Power Platform Conference in Las Vegas from 3-5 October. I'd love to see you there. Visit customery.com/mppc for a $150 discount voucher to register.Support the showCONNECT

Welcome to the Post To Post Podcast! We hope you enjoy it! Please don't forget to like and subscribe! Check out our website: https://www.posttopostpod.com/ Spotify: https://open.spotify.com/show/4qXLFYTfovrI4wk0JcUpQo Apple: https://podcasts.apple.com/us/podcast/post-to-post-podcast/id1546572414 G-Mail: Posttopostpod@gmail.com Twitter: https://twitter.com/PosttoPostPod​ Instagram: https://www.instagram.com/posttopostpodcast/ Discord: https://discord.gg/crSzDQhxgq​​ Hosts: Matt Small Facebook: https://www.facebook.com/matt.small.3572 Instagram: https://www.instagram.com/maddogmatt44/​​ Chris Ronan Facebook: https://www.facebook.com/ronan1 Instagram: https://www.instagram.com/ct_ronan/​​ Producer: Producer Billy Beats: https://bsta.rs/4ab5afc7​​ SoundCloud: https://soundcloud.com/whothefuckisbilly Thank You So Much! See you all next Episode!!

This week, Dan Neumann is joined by Tarik Smajic from Machine Learning Team and by Justin Thatil, an Agile colleague. Justin and Tarik are both Scrum Masters but Tarik's work is in Artificial Intelligence or Machine learning. In this episode, they explore together with Dan, the differences and similarities between Scrum and AI as well as how they complement each other by sharing valuable case examples.   Key Takeaways What makes AI Teams different from the Scrum framework? Scrum helps to reduce complexity, and certainly, machine learning is a very complex subject. Scrum is a way to start establishing norms in AI teams. In the traditional software development life cycle, there are established phases in order to build software and this includes an exploratory aspect. It is more than data. We give the client for free only the data that we are willing to give them, but there is even more data that you can think about that in the past was considered waste data. There are patterns that can be found in data, that is why it is called predictive data. We used to want all the data available but we started to figure out that not all that data is needed, and in case it is necessary to synthesize data that has any predictive implication. The beautiful dance Scrum proposes: Scrum works by just enabling the particular accountabilities to do their thing, to be empowered to shine in their field of action. Once you stop trying to solve problems using predictive and prescriptive analytics and start understanding where the value lies and where models need to be built. Case: A Team faces a product challenge. Let the Team have the time to research (but it can't be forever). The Team needs to go through one cycle to establish a baseline. It is better if you adopt Scrum, starting from scratch. Sprint reviews in AI: The race to the minimum viable product can look like looking at your data asset and learning from it. Tarik shares several examples. It is important to establish what the development phases look like while the ideation and intake Team handles the values assessments and figures out what use cases there are; prioritizing them is the product management Team's work. Then the research aspects follow; you want the engineers to build the pipelines and then do the testing. Scrum of Scrums: Tarik shares how they use one Scrum of Scrums on a weekly basis that only lasts 15 minutes. A necessary question to ask during a Scrum of Scrums meeting is: Am I putting anything in anybody elses' duties? How realistic are the expectations? The meeting produces a forecast of what can happen. Application of Scrum in the AI and ML worlds: Tarik shares his experience. Everything in Scrum is iterative. There are three phases of learning something. It takes a while to master things; patience is required. It is OK to bend the rules, you don't have to do it all by the book.   Mentioned in this Episode: Link to a previous episode Getting Things Done: The Art of Stress-Free Productivity, by David Allen   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Happy Thanksgiving Mindfielders! Joshua Michael lost the bet, again. Morales breaks down why Punk despite his actions was still right and AEW did more wrong to him in a year than WWE did in six years. And of course COMICS!One Bad Day - Mr. Freeze 1Nightwing - 98She Hulk as the best Romance comic.Spawn - 335Flash - 788Also the Problem with Scrums, The weekly “WHATS IN THE BOX?”This is Dangerous,Joshua Michael, Colin, and Tony MoralesAvailable for free on Apple Podcasts, Google, Stitcher, Soundcloud, Spotify or anywhere else you get your best podcasts. Or if youre lazy you can click here…https://soundcloud.com/user-69995778-391880143/mindfields-issue-159?si=301678e22473476b91215dc6c448c2ce&utm_source=clipboard&utm_medium=text&utm_campaign=social_sharing Or Here…https://youtu.be/hrod7o1QAq4 #comicbook #comics #comicbooks #comic #marvel #marvelcomics #dccomics #art #comicart #igcomicfamily #comicbookart #comiccollector #dc #drawing #illustration #igcomics #batman #spiderman #igcomiccommunity #superhero #comicbookcollection #comicbookcollector #igcomicbookfamily #artist #comiccollection #sketch #cartoon #dcuniverse #comicstrip #graphicnovel

Host Andy Cleff @justsitthere chats with the founder of the Scrums Allegiance Jensen Schwatherwell. @ScrmsAllegiance mission is straightforward - Help grow organizational legitimacy by appearing more agile while avoiding the risks of improvement. Jensen Schwatherwell shares his well earned-knowledge thru a series of challenging listener-submitted questions. Reminder: This episode was recorded on the 91st day of the year. Do the math.  Sound FX from Zapsplat.com Links https://twitter.com/ScrmsAllegiance https://www.scrumsallegiance.org https://www.linkedin.com/company/scrums-allegiance https://www.scrumsblathering.com/registration About this Podcast If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  If you'd like to join the discussion and share your stories,  please jump into the fray at our Discord Server! We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a Patreon.  Who knows, you might even get some surprises in the mail!

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Novak Djokovic might just be getting a Covid vaccine after all.Djokovic is headlining the Indian Wells Tournament where competitors have to be vaccinated.He was deported from Australia in January prior to the Australian Open.Israel Adesanya has signed one of the biggest contracts in UFC history.On the eve of his UFC 271 bout with Robert Whittaker on Sunday, Adesanya has become one of the highest-paid athletes in MMA history.Super Rugby Pacific may be playing out with uncontested scrums to avoid Covid.NZ Rugby is open to the idea in “unprecedented times”, who see it as a better alternative than no games at all.Phill Gifford and Andrew Alderson joined Heather du Plessis-Allan to discuss the week's sports news

Brillion, Wisconsin's Dan Peterman was always in the thick of things in the Fox River Racing Club's sportsman division races on the quarter-mile oval at Wisconsin International Raceway in Kaukauna, Wisconsin. Listen in as Dan talks about the strength and parity within the class and the move from the quarter-mile to the half-mile and the evolution to what was referred to as a 'limited late model' at the time. Listen in!

Menasha, Wisconsin's Steve Geise battled in the rough-and-tumble 1/4 mile sportsman class in Fox River Racing Club action at Wisconsin International Raceway in Kaukauna, Wisconsin. After hanging up the helmet Geise served as a steward for the FRRC. Join us as Steve reflects upon his racing career which began at the now defunct Outagamie Speedway in Apple Creek.

Jessica Katz is the founder and owner of Liberated Elephant,  she's an acclaimed agile coach, mentor and speaker. We can learn lots about change with Jessica today including: What actually are the “agile change values” How to unlock your internal predator The key themes for leading change How to liberate your elephant with an agile mindset Plus load more hacks! Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Jessica Katz below: Liberated Elephant - http://liberatedelephant.com Jessica on LinkedIn - https://www.linkedin.com/in/jeskatz/ Jessica on Twitter - https://twitter.com/ElephantTaming   Full Transcript Below ----more----   Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   Today's special guest is Jessica Katz. She's a trainer, a mentor, and an Agile coach through her firm, Liberated Elephant. Before we get a chance to speak with Jessica, it's The Leadership Hacker News. The Leadership Hacker News   Steve Rush: There is a "change" theme in today's news. So, we're going to focus on a report created by Bond Capital, a Silicon Valley VC firm, whose portfolio includes Slack and Uber. The recent report, which briefed us investors has said that the global pandemic has had a similar devastating impact to Silicon Valley as the San Francisco earthquake of 1906. So why does that matter to the rest of the world? Well, Bond best-known partner. Mary Meeker is a former bank analyst and renowned for her annual internet trends report, which many investors and entrepreneurs use as a touchstone for where tech is and where it's going. And her 28-page report calls out some really interesting themes that I thought I'd share with you. So, here's the top five things I've pulled out of the report.   Number one is data-driven forward planning, the biggest market cap growers, Microsoft, Amazon, Apple, Alphabet, Google, and Facebook, or possess short and long-term business plans centred around data and their data plans include execution, iteration, engineering, and science. The report goes on to say admits the current pandemic expect these business plans to be more widely focused with more scientists, engineers, domain experts, serving as board members and non-executive directors with much stronger, more relevant voices.   Number two, the continuation of remote working environments. With the coronavirus forcing companies to adapt to remote working environments to much greater degrees than they were used to. Many companies may find for certain positions, remote working is just fine, if not more efficient for them, CEOs and boardrooms will need to reflect on their companies and employees and ask management to recommend their evaluation of what their teams work best with together in person and what also needs to be effective to ensure maximum efficiency if they continue to work remotely.   Number three, interestingly, Meeker findings from an informal survey asking companies about remote work found that those who focus on effective written communication and documentation based off the Amazon way had the best and most efficient transitions to remote work. This form of collaboration can result in much more discerning and productive input. And of course, decision making.   Number four, and not surprising, accelerating digital transformation. The businesses that are doing the best and will make it through this pandemic with less difficulties and problems will be the companies who had already begun the offline to online transition. The current pandemic has accelerated these trends, which will place more emphasis and focus on a company's technological presence with its worker consumers, as mentioned by Meeker. This includes the integration of cloud-based business functions, persistently demanded products, accessible and manoeuvre online presence, efficient delivery methods with limited contact and digitally efficient products with a social media presence.   And number five is on-demand business growth models. With the change in the way that we as consumers and workers have adapted the demand on companies, such as Uber, Airbnb are struggling due to social distancing, staying at home orders. On the other hand, on-demand services such as Instacart or DoorDash or any other door delivery service provider has expensed large spikes in demand and are eagerly hiring new labour.   The on-demand economy has grown across the globe over the last few years. In Meeker report, she calls out that in 2018, there were 56 million estimated on-demand customers compared to 25 million in 2016. The Bureau of labour statistics also concluded the on-demand services has around 156 million workers, and that's in the US alone as of the middle of 2020. Meeker believes that the on-demand and door to door delivery service may be gaining a permanent market share in these unusual times, due to the clear benefits to consumers and the opportunity of displaced workers to receive work, income and schedule your flexibility around their personal schedules.   The report goes on to say that Instacart is reportedly hiring 250,000 workers now, which in more than Walmart and A3combined. So, I guess the leadership lesson here is as leaders and as business folk, are we being really thoughtful to the trends that are emerging in the future that are impacting on not just what's happening now, but how our business might need to adapt and change in the future? My final reflections is for you to consider. What are the top five things that are trending in your business area that could impact on you, your colleagues and your business in the future? That's been The Leadership Hacker News. Like always, if you have any information, stories, nudge it my way and contact us through social media.   Start of Podcast   Steve Rush: Jessica Katz is a special guest on today's show. She's the founder and owner of Liberated Elephant. She's an agile coach and mentor where she really makes the elephant in the room work for you, Jessica, welcome to The Leadership Hacker Podcast.   Jessica Katz: Hi, thank you so much for having me on today.   Steve Rush: It's our pleasure. So, before we kind of get into a little bit about what you do now, just give us a little bit of a tour if you like of your career so far, where it's taken you?   Jessica Katz: Sure. So, my career so far, well, I started in an administrative role really and recognize that if I was going to make the kind of money, I wanted to make to support my family, I needed to something different, went back to school and ended up in project management and from project management moved over into scrum, which is a type of agile process and then into agile coaching and now into my own business, which is the really abbreviated version of my history. Steve Rush: What was it specifically for you that says, right, okay. I've got this foundation of project management, you've pivoted into the world of scrum and agile, which is perhaps a precursor, isn't it for managing change in a more rapid and changing environment, but what was it specifically, you said, right. I'm now going to run my own business. I'm going to leave behind corporate America?   Jessica Katz: Yeah. So, I got passed over for a promotion and it caused me to introspect and realize that my personal values and desire for the way I thought business should be, were out of alignment with the company I was with. And I started my business there and I worked as an employee at there and at other places before it was really able to cut the wires and move into my own thing and have it just be my thing, you know, the getting passed over for promotion. I thought I was ready for, that I thought I was capable of, that I thought I was the right person for and realizing rather suddenly that the organization was going a very different direction than I thought was healthy or good for the people that work there. Caused me to say, you know, maybe I should be making this kind of change in the world and not just in the one place I work. And so that's really what kicked off my business. I wanted to start moving the culture of business elsewhere,   Steve Rush: Got it, by the way, I think your company name is an amazing, so Liberated Elephant. It just instantaneously puts most people that worked in any business environment, straight in that room, where there is that uncomfortable elephant awaiting to be attacked. How did you come up with the name or is it just blatantly obvious?   Jessica Katz: Well, it took a little work to come up with the name, cause lots of people have business names with elephants. I had to do a little digging to find the right name, but for me, one of my superpowers is that I'm able to identify chinks in the armour. And when I work for other people, when I'm in an employee position, then I'm what they call an internal predator. And I look for chinks in the armour and identify weaknesses in the processes or breakdowns in communication. And I bring those to light and I'm ready to work through them with whomever I've brought them to, right. And I'm not throwing them at people going now, you solve it, right. I want to solve it with them. And those kinds of things, breakdowns in communication, in effective processes, processes we've put in place to deal with personality instead of actually dealing with the personality. Those are the kinds of elephants you see regularly creating dysfunction in our organization. Steve Rush: Now the whole principle of managing change and leading change has really morphed over the last 10 years. And for those that are not familiar with agile, there's a number of different variants of variations of Scrum, Kanban, and others. So, for those that are not familiar, just maybe give us a summary as to how you might describe somebody that you've bumped into has no idea about leading and managing change. What agile really is?   Jessica Katz: Sure. So agile is based in four values. Individuals and interactions, over processes and tools, working software over comprehensive documentation, customer collaboration, over contract negotiation and responding to change over following a plan. Those four values are the basis. Now agile as a whole is an umbrella term that encompasses many ways that we deliver on those four values. Scrum is one of them. Kanban is another, Lean, XP, even Six Sigma. They all fall under that agile umbrella, but agile at its core is just four values and 12 principles. It doesn't have any roles. It doesn't have any instructions on how to do it. It is just a value-based system. What we hear a lot in the world is, oh, well I'm Scrum, so I must be agile. And those two things, they don't have to be the same.   Steve Rush: Right.   Jessica Katz: You can be Scrum and not actually be living the values. You can be Agile and not be doing Scrums. So, there's you know, they can be separate. So, you know, one thing that I coach people towards in change really change management is about getting from where you are, to where you want to be and the way you move an organization from where you are to where you want to be, is you shift the mindsets and beliefs so that the behaviours follow. And often when people implement Scrum, they implement the process and then, oh, we forgot. We also need to switch people's minds.   Steve Rush: Right.   Jessica Katz: And you actually need to start with the mindset and then move into the rest. And that's a big lift for a lot of organizations. Well, we want to see results. What are the things we're doing to show that we're doing this change? And the real shift happens in small moments and in the individual minds of everybody in you company.   Steve Rush: Okay. So, when it comes to coaching other project leaders and managers around Agile, what would you say maybe the one or two consistent themes that keep presenting themselves for you that our listeners could learn from?   Jessica Katz: Sure. So, the first big one is that if leadership isn't bought in, really thinks the idea of having an Agile mindset is valuable, then we won't succeed. The reality is the transformation in organizations takes every individual to transform, or at least the majority of the people in the organization to transform. And it's weighted towards leadership because the individual contributors and your system will emulate leadership, copy what they see, because that's the path to promotion.   Steve Rush: Right.   Jessica Katz: So, what you really want to do is get your leaders bought in. So, when they bring me in as a coach, if I'm coaching an organization towards that change, I'm going to spend a lot of time with leadership. It doesn't mean the teams and the individual contributors don't need coaching, but they bring me in as an enterprise coach, I'm going to bring in a couple of Agile team level coaches to handle the, you know, the individual contributors and getting them moving in the right way. So, we attack it from two fronts. We get the leadership moved, and we get the individual contributors moved.   The second problem that shows up is the middle manager, the middle manager gets stuck. In Agile, we call the frozen middle. If you shift the top and you shift the bottom, the manager has both foundational pieces sort of shaken underneath them. And they have to figure out who they become in the new way, right? If you move both of those things, it's the who moved my cheese concept, right? Oh, suddenly my cheese, isn't where it used to be. The way I get measured, the way I get promoted, the way I promote others, the way I measure others all has to shift with that. And it can be very frightening for managers.   Steve Rush: Yeah, sure.   Jessica Katz: I'm not telling people what to do anymore. I'm letting them figure it out. And their job becomes connecting individual contributors to the larger business vision. And that's not a skill set we're taught before we become managers. So, it's can be quite, yeah, it can be quite frightening for the middle management set. Steve Rush: And when you start to think about leading change, what do you think the reason is that so many leaders of change initiatives, change programs and organizations often put that whole process before mindset? What do you think generally causes that?     Jessica Katz: It's easier.   Steve Rush: Yeah, I guess it is, isn't it? Yeah.   Jessica Katz: It's a path of least resistance to say, okay, use this tool and follow this process. And then we'll be Agile. Is easier than saying, let me spend the time to convince the population that this is a good idea, and really sit with them as they work through the struggle of shifting mindset so that they can be better, right? At slow, it often even just initiating a new process, never mind shifting a mindset. It actually slows down productivity for a little while with the long-term gain of increased productivity and public organizations. You're not driven towards long-term gain. You're driven towards short term gain because that's what moves the stock market, makes your board happy. So, there's a bunch of cognitive dissonances that shows up and, you know, sort of conflicts of interest that appear.   Steve Rush: And of course, if you have to manage mindsets of others, you've also got to manage the mindset of yours. And if your mindset is perhaps less open, less growth-orientated, then you're less likely to want to be experimental and to do new things and test new ways of working. Right?   Jessica Katz: Yeah, absolutely. It takes a lot of introspection and a lot of work to look at yourself.   Steve Rush: Yeah.   Jessica Katz: And the curiosity of self and curiosity of others is probably one of the biggest leadership skills.   Steve Rush: Yeah.   Jessica Katz: If you can get curious about yourself and where you might be wrong, and you can look at others and get curious about where they're coming from and their perspective, you get a much, much richer picture. It becomes collaborative instead of directive. And everybody gets to be in the together instead of responding and being reactive to everything else going on around them.   Steve Rush: The first time I got involved in Agile was a number of years ago, and I had this experience where I'd kind of gathered my team together. We were all on point. We all felt engaged with the new ways of working. We went to our executive team who all gave us the verbal communication, they said, "yes, we're all agreed", and, "we're all aligned", but actually they still wanted to get old gunk charts. And they still wanted the regular milestones and check-ins and steer codes that came with good old fashioned waterfall projects. How do you deal with that scenario?   Jessica Katz: Okay. This is a classic Agile coach response. It depends. It depends a lot on the context. So, let's say they want those things because it's a division that's making the shift and their leaders aren't making the shift. So, they still need the same reporting to fit into the rest of the organization. So sometimes that's the situation and a well-placed project manager can be very good at the translation between what we're doing in an Agile way, to the way we used to do things in the way we need to communicate to the rest of the organization. So that can be a really beneficial asset to that kind of situation.   Another thing that I found is that there's not a good focus when they're receiving metrics. There's not a good focus on what they're going to do with that metric. So, a lot of times you can sit, you can look at somebody and go, okay, here that you want this Gantt chart, what problem are you trying to solve by having this Gantt chart and if the problem and the Gantt chart don't actually match, right? So maybe the problem is well, I want to know what value we're delivering to the customer. Well, the Gantt chart, doesn't tell you what value we're delivering. It tells you when we're delivering things, but value is usually hidden inside initiatives or features or user stories, right? And, often organizations are very bad at communicating value. They're very good at communicating output. How many, you know, how many widgets did we make? Easy communication. What impact did those widgets have on our customer base and on our interactions with the world, that's a much harder lift. And so, you sort of leave that status quo going for a while, and you start to introduce other ideas and build on that till they're satisfied that they're getting the answers, they need to answer the question. And then you let go of the initial Gantt chart type style, right? It's just like implementing a new system. You do a little AB testing, right? Here's the thing you use to get. Here's the thing we're going to give you now, which one of these better answers your question? And once they're satisfied that the new information answers their question, well, you can let go of the old information.   Steve Rush: I wrote an article about four or five years ago when I was doing exactly this kind of transitioning behaviours around how people were leading change. And I coined the phrase of water Agile for, you know, we were kind of half Agile, half Waterfall. And it just takes a bit of careful consideration, education and communication to those people, doesn't it? Not just around how you're going to move them. What can you let go of and what do you need to hold and what reporting needs to go where? But do you ever find yourself now in the world of Agile saying to your coaches, stop right there. That's just a good old traditional Waterfall project. You don't need Agile.   Jessica Katz: Well, you know, I haven't run across one of them in recent years, but I do when I teach about Agile, I do make it very clear that there are opportunities for Waterfall that make good sense.   Steve Rush: Yeah.   Jessica Katz: A Waterfall project works when you know what you're going to do and how you're going to do it, and who's going to do it.   Steve Rush: Definitely so.   Jessica Katz: If you know the answer to those three questions with real, like real definite, like you really know. Not we guessed about our requirements and we think it's going to be this, but like really know. Installing a new server, updating firmware on a server, those kinds of things, maybe don't need Agile, right?   Steve Rush: Yeah.   Jessica Katz: Yeah, and those can work in a Waterfall way because you know what you need to do and you know how you're going to do it. And you probably have the same team that always does that kind of work. So, you have all of the pieces in play. Agile really is meant for complex projects, things where you don't know what, you don't know how and the, who is wobbly. And when I say to who is wobbly, I mean, the team is changing regularly or they're a brand-new team together. Or, you know, the team has to shift as the project shifts. That makes the who quadrant unknown as well.   Steve Rush: Yeah.   Jessica Katz: Yeah, so we're really like, Agile is best for complexity. And when it's simple, let it be simple. Waterfalls is okay; however, I would recommend that you make it small in both cases.   Steve Rush: Yeah.   Jessica Katz: Yeah, that if you do a Waterfall project, that's going to take you a year to implement, it's way too big. You want to do a really small Waterfall project, not a big gigantic thing because we're usually wrong about our estimates. Almost always wrong about our estimate. The cone of uncertainty will tell you your 0.25 to 4 times wrong on your estimate. So, if you estimate something's going to take a month, it could take you a week or it could take you four months. But if you estimate something's going to be a year, it could take you a quarter or it could take you four years. And that costs associated with that kind of risk is much higher. So, the smaller you can make it the better chance you have.   Steve Rush: Risk is also a really interesting point, isn't it? That keeps coming up in my change world. When I start introducing the whole hypothesis of experiments and testing and using some of the Agile techniques to start helping move change forward, faster and release value earlier. One of the things that keeps coming back is, surely this is much riskier than a good old traditional or to Waterfall project. How would you respond if you were positioned with that?   Jessica Katz: Yeah, it only feels like Waterfall is less risky because it feels false. Like it's more sure.   Steve Rush: Right.   Jessica Katz: Right, when we do a Waterfall project, we're certain. We've built all the requirements, we know everything, but the reality is as soon as it hits the market, we've lost our surety. Now we're getting feedback from our customer base and the market could be internal to the organization or external, as soon as it hits the market, you start getting feedback. And if you can't be responsive to that, if you spent a year building a project and now it hits the market and you find out the market, doesn't like it, you've lost a year's worth of money, where if you deliver for a couple of weeks and the market starts responding and you have an opportunity to shift your requirements so that it better suits the market. In a year's time. If it takes that long. In a year's time, you're much more likely to have satisfied your customer. And so, you know, usually when you build these big Waterfall projects, you pull like one or two people from the customer base, you have a little advocacy group. You're not really getting the full breadth of your customers and your customers are really what make the return-on-investment possible.   Steve Rush: And managed well, Agile will de-risk your project, the risk of change.   Jessica Katz: Yes.   Steve Rush: Absolutely, and I'm delighted here and it's absolutely something I experienced quite a lot, so awesome. You mentioned a little earlier, the frozen middle of the middle manager. This is taking you down a path yourself now where you're putting pen to paper and writing a book. So, we'll naturally going to have you back on the show when the books up and running to tell us a little bit about that, but from your research about that kind of frozen middle, you kind of almost identified, having you? There are three roles that typically present themselves in organizations where that kind of gets stuck. Tell us a little bit about what you found?   Jessica Katz: Sure. So, if you were a manager, you wear three hats. One is the hat of being an employee, right? I'm an employee. I'm coming here to do a job, to get paid, to grow myself, right? So that's one role,  the next role is one of advocate where you're advocating for the people that report to you. You're trying to create an environment that makes it possible for them to deliver, give them opportunities to grow, remove blockers so they can be successful. And then the other hat you're wearing is an enforcer. And this is the person who manages the status quo of the organization. Generally speaking, organizations want to stay at status quo. The pool will always be back to status quo. And the middle manager is the one making sure that continues down that path and in doing so, if they keep with the status quo and they present status quo and they lead like they're part of the status quo, then they're more likely to get promoted and have raises and be recognized for their work. So, there's a benefit to them in being an enforcer financially. And the other side of that hat is if you're advocating for the change, that's occurring in your teams and for your team, particularly if the team culture and the leadership culture is different. If you're advocating for them, then you look like you're not part of leadership and it will hurt your chances for promotion and raise because everybody wants to hire people and promote people that look and feel like them. And I'm not necessarily here talking about like physical attributes here. I'm talking about the, you know, the state of being, if you approach work the same way as the leader's approach work, they're more likely to recognize you as a good leader. Then if you approach work differently,   Steve Rush: Yeah. You need that kind of Azure and provocateur that drummer the change, Meister, call it whatever you will, but you need that to push against the status quo. How do you therefore then encourage that middle manager to manage their political corporate self-whilst still doing that effectively?   Jessica Katz: Very carefully.   Steve Rush: It's definitely true.   Jessica Katz: The first thing I recommend is that if they have a change that they think is worthwhile in the system. That in this position of middle-management, you don't actually have a lot of power. You have more power than the people that report to you, but in the organization at large, you don't have a lot. So, my recommendation then is to find a mentor in the system who's in leadership, who's known for implementing change and have them help you shepherd that idea through the system because you have to move change through the system that is. It's like, I mean, we see it all the time in the United States, the way laws are made, right? You have an idea and you have to wait until there's enough social pressure behind it before laws started to happen. It's the same kind of thing that needs to happen inside an organization. You build social pressure behind your ideas, and if you can get a mentor who is known for implementing change into your system, that's already in a high leadership position. You can leverage them to help you think it through and get it through in a way that is healthy and healthy for you as a manager and then also healthy for the organization. So, it's not jarring to the status quo.   Steve Rush: And this is also where Agile can help too. Isn't it?   Jessica Katz: Yeah.   Steve Rush: So, by running some experiments and some hypotheses, you can gather some evidence that helps the energy behind the change you want to plan or design, right? Jessica Katz: That's right. That big word that I heard you use there, the big words, hypothesis and experiment. A hypothesis looks like this. I believe, or we believe by implementing this change, we will see these results. We'll know where, right. Or we'll know we're wrong when this data is evidence and then try it a little. In fact, when I do Agile transformations, I don't recommend they changed the entire company all at once.   Steve Rush: Yeah.   Jessica Katz: I recommend that they set up a team or two fully empowered to make all the changes they need and test it in their system first and find out what blockers show up so that you can remove some of those blockers as you, it spread it further. So, you're not throwing your entire company into chaos, right? You're putting a company or two or a team or two into a chaos and deep learning for your organization. And I suppose that's really the trick around hypotheses and experiments is that you're looking for learning. Do you know that you're right? Is the change that you want to implement in the system a good one? Well, we don't know. So, test it, find a way to test it.   Steve Rush: Yeah.   Jessica Katz: Small test it small.   Steve Rush: And if you get these behaviours right, as a middle manager, these middle managers will progress because they'll have the evidence to suggest that what they want to do, delete the organizations, right? And then you create that change culture at the top of the shop through kind of just natural growth and natural progression, I suspect.   Jessica Katz: Essentially, if you can get a groundswell, the company has no choice, but to move, right. But you'd probably need a, you know, a one in five for every leader that is resistant to the change you need at least, you know, five or more people that are into the idea of that change.   Steve Rush: Got it.     Jessica Katz: Because of that weigh towards leadership. Steve Rush: So, this part of the shows where we now start to turn the leadership lens of you. So, I'm going to ask you a few questions now just to hack into your great leadership mind. So, the first kind of thing I'd like to explore with you is your top three leadership hacks.   Jessica Katz: Okay. So, the first thing I want to talk about is spend 15 minutes every day planning your day. It's it feels counterintuitive. Well, that's 15 minutes. I'm not working then. Right? But the 15 minutes is used as a little bit of self-care. It lets you look at the day and decide what you need to prioritize in that day to be effective, even better. If you can do like 30 minutes on Monday or Sunday. So, you know, going into the week, what to expect. Now, those 15 minutes could be in the morning if you're an early bird or in the evening, if you're a night owl for the next day, what I have found is that if I do it in the morning, it sorts of sets me up for the whole day and I'm much more effective and the right things get done. And if I do it in the evening, it makes it easier to sleep. Cause I'm not worried about what's coming up the next day. So that 15 minutes every day is a little bit of slowing down to speed up, which is a really common Agile trend incidentally that you want to slow down to speed up. It has long-term impacts instead of short-term impacts.   Steve Rush: Love it, yeah.   Jessica Katz: Yeah, so that's my first one. My second one is don't assume you're right. Just because you have a specific role. So, if you're, for example, I'm an Agile coach. I'm going to come into an organization and I want to come from deep curiosity, I can say things like, well, common practice in the Agile community is X and somebody could say, well, I don't think that kind of practice will work for here and I'll go, okay, well, let's have a discussion about what the common practice is trying to solve, what problem you're trying to solve and find a solution that better suits your needs. In a position of leadership, you need to do the same thing. I have an idea about how to solve this problem, but I want to leave the room open for other people's ideas. And sometimes that means in environments that have a high retribution culture. Sometimes that means not saying anything until other people have spoken. But in a low retribution culture where it's easy to trade ideas back and forth and up and down the hierarchy, then just leaving that open door and stay in curious to what other people have to say would be my second suggestion.   Steve Rush: Cool.   Jessica Katz: And my third suggestion is lift others up. This is the rising tides lift all ships kind of circumstance. In traditional hierarchical organizations. It's very common for leaders to put themselves forward and try and look good and doing things, always trying to hoard and do things so that they continue to promote. One, you're going to burn out at some point and two, it doesn't give the people you're supporting, the people that report to you. It doesn't give them room to grow. So, lift them up and help them shine. And you will shine as a result of it. It is another one of those. It feels counterintuitive to do, but it's the right way to scale yourself.   Steve Rush: I love it. Often though, the most important things that we need to train ourselves to do differently feel counter-intuitive. And I love the whole, you know, 15 minutes or 30 minutes a day, getting yourself in order because ultimately you called it out. This is not about time management. Time management is kind of baloney, right? It doesn't exist, but what does exist is prioritization, love those hacks. The next part of the show, our listeners have become affectionately accustomed to hearing stories from our guests where they've had some adversity, things have maybe screwed up in the past. We call it Hack to Attack. But the key thing here is that we've learned from it. And it's now a force of good in our life and our work. What would be your Hack to Attack Jessica?   Jessica Katz: So, I have been passed over for promotions. I have received bad performance reviews. I have been fired. All of those things have happened in my history and I was contemplating them. And I was like, what's the common theme really? That came out for me in those things. And the common theme is that I'm a really fast mover and a fast thinker and it is worth it for me to slow down and observe and listen to the systems I'm in to make sure I don't misstep or inadvertently cause harm where no harm needed to be. It does require a sort of deep self-management for me. So, you know emotional intelligence is you know, the factors of self-awareness, self-management, others awareness and others management. I would say the two that I was weak on was others' awareness and self-management. Really understanding the impact of my words and actions and staying around to clean it up. If I made a mistake, cleaning it if given the opportunity, right? Because if you do harm, the other person has to be willing to have you clean it.   Steve Rush: Defiantly.   Jessica Katz: That's kind of where my big learning has come in. Steve Rush: And thank you for being so candid. There'll be many people listening to this who suffer with a similar kind of philosophy. And it's just that kind of being self-aware and organized that can make a massive difference, so awesome stuff. The very last thing that we'd like to do is to give you a chance to have a bit of time travel now. So, you get to bump into Jessica when she was 21 and you get to give her some advice, what your advice going to be?   Jessica Katz: Well, just to set the stage for your listeners. When I was 21, I hadn't yet figured out what I was going to do with myself. I chose not to go to college right away. And I was a single mom. And I was about a year out from moving to Nashville where I had no support system. And if I had a chance to do it over or had a chance to go back and talk to myself, one of the things I would say is take a breath and look at your support system. How are you going to have that support, that kind of support, no matter where you go? And a lot of what that takes is asking for help, even when you think you don't need it. It's still a hard thing for me to do, to ask for help. I'm better about it than I used to be. But man, if I could have gotten a hold of 21-year-old me and been willing to lean into that vulnerability, it could have been a huge shift in my life earlier.   Steve Rush: If only we had time travelled, right?   Jessica Katz: That's right.   Steve Rush: By then the world we're all different and we wouldn't have had the learning experiences we've had along the way.   Jessica Katz: That's true. That's true.   Steve Rush: So, what's next for you, Jessica?   Jessica Katz: What's next for me? My primary client is a training organization. I do some subcontract training through them. So, I do have some public classes available. If anyone's interested, they can go to my website to find future classes and I need to buckle down and work on that book. I've been a bit stuck, but this conversation today may have gotten me unstuck. So, I just want to say thank you for that.   Steve Rush: You're very welcome. We can unliberated your liberated elephant, right now. Jessica Katz: That's right. That's right. Get my elephant out of the room right now.   Steve Rush: Awesome, and I know that when you've concluded your book, we'll get you back on the show. We'll talk about some of the experiences in there as well, and we'll make sure we help our listeners connect with you. In the meantime, what's the best place for them to, we can send them to your website and that's liberatedelephant.com.   Jessica Katz: And if they want to follow me on LinkedIn, I do a bunch of posting there and it usually cross posts Twitter so they can follow me on Twitter. On Twitter I'm @ElephantTamer.   Steve Rush: Love that.   Jessica Katz: And on LinkedIn, you can find me as Jessica Kat.   Steve Rush: Brilliant, we'll make sure all of those links to your websites, Twitter and LinkedIn are in our show notes as well.   Jessica Katz: Wonderful, thank you so much.   Steve Rush: Jessica, listen. It's been absolutely amazing chatting to you. I've thoroughly enjoyed the whole exploration of Agile and the change and how you coach that through with your clients. Just wanted to say, wish you every success with conclusion of your book and most importantly whatever you do next and thanks for being part of our tribe on The Leadership Hacker Podcast.   Jessica Katz: Great, thank you so much. Stay healthy.   Steve Rush: Thank you, Jessica.     Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there is @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.