This is just a short one. I don’t know where I picked the thought up, probably from David Marquet or Simon Sinek.

But really I’m so tired about talking about management for organisation and teams. Manage. That’s what I do with computer resources, stuff and sheeps.

I have higher thoughts for just about every person I ever met. If something these people need a leader. Someone that points, with clarity, towards the better future we are trying to reach, creates an environment where I can feel safe and give room and be challenged to be the best I can be.

I much rather talk about leadership and leading than management and managing. Leadership is what you use on people, management is for your pens or harddisks.

One of the “clients” I work with right now is a hospital. We have tried to turn their performance around and they are improving immensely. In fact - I think they will be just fine. I did not think that just 4 months ago.

One of the things that we have talked with the management team about is trying to do smaller things often and act on the feedback we get from that. Nothing new … in software development or other lean practicationers, but in this setting. I hear eyelids popping open everyday.

How does that look? What have we done? Most of the work we have done has not directly with health care to do but rather change management and business in general. Very practical stuff mostly. In this post wanted to share two of our current projects (or Focus areas as we call them) where our approach made...

I’ve said this so often that we even wrote about it in the Kanban In Action. It’s not a book about tearing off post-it’s but it’s the printed kanban literature most geeky sidebar.

Post-it’s is such an integral part of agile that I’ve several times thought that the founding members probably own stocks in 3M.

I know embarrassing amounts of information about post-its; how it, accidentally, was invented, why the color is the pale yellow, why the glue is where it is, how to open a pack with one hand, or a knee etc.

But this simple little trick is something that most people I tell it to have not reflected about.

Here’s the sidebar, used by permission of the author…

Yes, this might be the geekiest sidebar in history.

But it’s here to protect you from...

I’ve already written about this before, but Hey - this was a series about things I said often.

Basically, but please read the other post instead, many times I’ve been at companies that want to improve but don’t want to change. This is impossible. Improving means changing. Changing doesn’t necessary means improving though.

To me this is one of the biggest misconceptions about agile; that it would be something that the IT-guys can start working with and we’ll all be better. It’s not. If you change something locally the impact will also just be local.

In the great book This is Lean the authors defines Lean as a business strategy. I like that and the same goes for agile:

• it’s a strategy - there are many ways to reach your goal, this is just one
• it’s about business. It’s not about the robots...

Really … this is probably the word I use most often. And I’m proud of it!

Why?

It’s not only because I’m ignorant and forget things a lot, but to me this is where knowledge is started to be created. I’m guessing I could write an entire book on just this single word, so this post will just be a few thoughts of the top of my head.

All changes starts with questioning the current status, or at least by longing to a better other context (“Why can’t we be like XXX?”).

Once you think about it, Why might be the most powerful word there is. Every overthrown dictatorship in the world has started with someone asking: Why? “Why can he alone decide in this country?”, “Why should we pay taxes to Prince John?” or “Why should women have to wear clothes that cover them and not being...

I have probably introduce around 80-100 teams to the use of some sort of board to visualize their work. One of the things that I often … ah, always say and also have to repeat is this:

Nobody has told us to create a board. We do this for us. This is great because that it means that we can change it how WE see fit

Many teams that I visit are worried about creating a “good” board or even the correct board. Many times the initial feeling is looking for help from a manager on how it should work and look.

I have never been told to create a board for a team. I’ve many time suggested that teams should have a board to make their work visible, apparent and easy to act on.

This means that we are creating this board for us. Not for anyone...

New year - new blog series. I was thinking about writing down some of the things that I find myself repeating often.

These post will be short, and possible link to places where I’ve already said this already.

I will collect these post under the label Things I say often

I don’t have a list made up already, so I’ll write things when they pop into my head. Here’s first things I that sprung to mind.

• This is your board - change it
• Why?
• Improving means changing
• NO! This is how you tear off a post-it
• I don’t care about efficiency until we know our goal
• I run on feedback
• Leadership - not management

I hope you will enjoy this series. I know I will benefit from writing some of these down.

When a year has passed I often try to think back and find the one most important thing I learned. This year that was a bit tricky since I’ve learned so amazingly much. So good - and some bad.

The single piece of advice I got that stood out was about presenting. And it came from one of my oldest friends, one that I call my brother: Kalle.

Kalle is a pretty young guy but he’s very thoughtful and … yes I’ll say it: wise.

Another thing that stands out with him is the fact that he’s just become a Salvation Army Officer, a pastor if you want.

The advice I got from him was just before I was about to deliver my first ever “message”, or short sermon. I had asked him for all kinds of things about this but the final thing he left me...

This will not be an ordinary post. Just a write up of something horrible that happened to us during Christmas. It ends well, but was a horrible time in our lives.

During the Christmas our family experienced the worst scare and troubled time yet. In Indonesia but also in our lives. It all looks like it will play out alright but many people have asked me to share the story, so i will do that here. If I find the strange I’ll write a follow up post with some lean-learnings that this could teach us, but not now.

The accident

We were going for carolling on the Christmas eve. This is an old tradition from the band I grew up in and something that we have done in my family to. Today it failed: not only was people not at home, but also…

When we got to...

I’m a coach for teams and organizations. At many of my clients I don’t do anything… Or I’m not typing code maybe is a way of formulating it since I’m very much involved in what goes on (and I also want other companies to hire me).

But really I’ve had a hard time to come to grips with what I’m really doing. Many days is just listening (really just that) or maybe make sure that two people talk. Other days it might be sitting down with someone and think. Or redraw a board that we decided to do but everyone found to boring. I’ve also done training, or suggested other trainers to come by or even suggested that we’d just try something new, like mob programming.

But I’m quite often not very busy and when you look back in what is produced it’s hard to see my foot print...