Async agile 1.0, is distributed agile 2.0!
This blog expands on the ideas from “The Async-First Playbook”. You can either browse through the posts using the grid below, or start at the very beginning. Alternatively, use the search bar below to find content across the site.
The survivorship bias in company stories
Survivorship, or selection bias when telling company stories, promotes an echo chamber, where the organisation becomes blind to its inadequacies.
Distributed leadership is broken. Let's fix it.
In many teams, distributed leadership is a neglected capability. People have unproductive experiences, because no one pays attention to the design of their distributed workplace.
The dark side of remote work
All’s not well in remote work paradise. For many employees a remote work arrangement is a Faustian bargain. They have to endure the dark side of remote work.
In 2024, be the manager your people wish for
Middle-level and people managers play a crucial role in companies, but they also model many corporate dysfunctions. It’s time for people managers to get back in service of the people they lead.
How company cultures go rotten
When we leave cultural characteristics open to interpretation, we run the risk of creating toxic cultures. The loudest voices usually undermine diversity. It makes more sense for distributed organisations to do the boring work of defining culture. It isn’t as sexy as a secret sauce, but writing things up fosters a consistent and healthy culture.
8 reasons that building new skills is so hard
In the corporate world we often reach for training as silver bullet solution to performance problems. But building and practicing new skills is hard and if we don’t recognise the real-world difficulties people face, it’s likely that many skill-building initiatives will fail.
A failed test is not undesirable
When people can identify themselves in all their interactions with each other, it reflects a high psychological safety. But just like a failing test can be invaluable in coding, you need the test of “anonymous contributions allowed” to test if your psychological safety is indeed as high as you’d like it to be.
Accelerated norming for distributed teams
The sooner a new team can norm, the sooner it delivers value to its stakeholders. This article provides a recipe for leaders of distributed teams to accelerate team norming.
A tale of externalised costs
Many decisions execs take for their employees, ignore externalised costs. Mike Hopkins of Amazon claims their RTO policy has “no data” to back it. Lyft CEO, David Risher can only advocate for snacks in the office, while batting for RTO. Meanwhile, employees and other stakeholders pay for such decisions through costs to their health, productivity and happiness.
7 deadly sins of knowledge management - part 2
We continue exploring the seven deadly sins of knowledge management in this week’s post. I explained three of them to you last week. Here are four more.
7 deadly sins of knowledge management - part 1
In a massively distributed world of work, effective knowledge management is a superpower for your people. On this site, we’re already discussed many things you must do, to foster knowledge sharing. This post is the first, in a two part series about things you shouldn’t do.
Form your team right
Poorly formed teams are woefully ineffective, but I see it so often that I’d be remiss not to state the problem. In this article, I’ll call out two common problems I see leaders repeat when forming new teams. I’ll also describe a few simple ways to avoid these problems.
Remote-first coaching and mentoring
A common argument against remote work is that coaching and mentoring are harder when you’re all remote. But I believe that if companies are intentional about building modern coaching and mentoring skills, they’ll do much better being remote-first.
Anonymity is an ally to open discussions
To invite diverse views in an open discussion, psychological safety is essential. In this article I want to tell you how anonymity can help create that safety.
No, that’s not culture
If you’re calling your culture a “secret sauce”, or your “x-factor”, you’re doing little to clarify it. To demonstrate care for culture, means that we must define it clearly, at the level of behaviours. We must move beyond platitudes and poetic expressions.
Scale yourself with the "metawork mutual fund”
If you want to grow as a professional or a leader, you must stop doing some work, to take up new work. In this post I explain the concept of “metawork”, why it should be explicit and how it can help you scale yourself.
You don't need Slack. You need slack.
It’s tempting to extract the last bit of productivity from our work schedules. However, busyness isn’t the same thing as productiivity. Let me explain why cutting yourself some slack, is a better idea.
Beg for forgiveness, don't ask for permission
If decisions are the fuel for high-performing teams, a permissions culture is its kryptonite. In this post I discuss three areas you must focus on, so your team can maintain a high decision velocity.
It's urgent? So what?
Constant urgency is the enemy of deep work and an async-first culture. Often this means getting on meetings, and being ok with days full of IM interruptions. With enough of these “urgent” tasks, even the most motivated teams can slip back into their old, synchronous ways of working. In this post, I explain techniques to deal with urgency.
The risk of async islands of excellence
In large organisations, it’s tough for a small team to cling to its own subculture for too long. It’s not impossible to have an ‘async island of excellence’! It’s just hard. I want to use this post to reflect on the challenges your async-first team could face. In the process, I want to explain why it makes sense for the entire company to eventually go async-first.