A + B = X Factor: The Formula for Improving IT Performance

How is it that high-performing teams work so well? Is it something innate? Is it luck? Or is there a repeatable formula that results in outstanding team performance? The spoiler is in the title of this post! Leaders can produce superior results by consciously managing team dynamics to create ideal environmental factors for a team’s unique demands.

It’s all about giving teams what they need to thrive. Here is the model we use to determine what a given team needs to succeed. 

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Girl Scout Advice for Supplementing Age-Old Management Practices with Digital Principles

When I was a Girl Scout, I learned how to succeed in organization-wide digital transformations. (Everyone got that IT leadership badge, right?!)

We were taught to:

Make new friends but keep the old.
One is silver and the other’s gold.

This universal advice applies now as we “scout” in the digital age. It’s important to value the old strategies for success—the fundamentals that kept your organization alive before its digital transformation—while seeking out new ones to apply in the current industry climate. 

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Stop Talking Past Each Other! Improve Communication by Tuning Into Your Dominant “Language”

Do you ever have those moments in a conversation when you can tell that you just aren’t on the same page as the other person? You’re saying similar words, but your wires are getting crossed. For some reason, you just don’t understand things the same way. It is a frustrating, confusing, and time-consuming phenomenon. Miscommunication also wreaks havoc on team productivity. The good news is you can put a stop to these issues once you understand power of communication styles and how they influence what people say, hear, and think. 

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So What? The Big Takeaways After Reading the Digital Transformation Report

For the CIOs’ Perspectives on Digital Transformation study, IT leaders from a wide range of industries and organization sizes were asked about the nature of their ongoing digital transformations, progress along their journeys, challenges, and more. Based on their responses and our experience with clients, we have drawn the following conclusions about the state of digital transformations in 2018.

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Now You’re Agile: Stop Sucking at Sponsorship

Agile is about empowering teams and individuals. The roles defined by Agile are: Product Owner, Scrum Master, and team member. Not listed? Project sponsor.

That said, organizations often have established practices around designating a sponsor or two when a project or program is initiated. How do these two worlds meet? Should Agile teams have sponsors or not? Can a sponsor provide value to an Agile project?

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5 Risks CIOs Must Assume in the Digital Age

For too many people, the concepts of “acting as a responsible CIO” and “taking risks” are mutually exclusive. A Traditional CIO is accustomed to a world where if nothing breaks, their job is safe. If they don’t touch anything, they can’t break anything. In this paradigm, taking risks is unwise.

In my opinion, rampant risk avoidance is the reason CIOs now lose their jobs at the second highest rate among the C-suite. Inaction—or maintaining the status quo—carries a much greater threat to the CIO (and the organization) than does taking an active stance and assuming the associated risks. In the digital age, where IT is the business, being CIO is like playing quarterback: if you stay in the pocket long enough, you will get sacked. You have to make a move.

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Build an Unbeatable Team Culture with 4 Simple Techniques

In work, as in life, we can’t succeed on our own. In fact, the cornerstone of execution, change, and success in any organization is not a single person, but rather teams of people who work together to make things happen.

But why is it that some teams knock it out of the park while others struggle? The secret lies with organizational leadership and management—are you giving your teams what they need to succeed?

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Your first 100 days as CIO came and went. Now what?

Sure, the first days in your role as CIO are critical. Advice abounds in books, blog posts, and presentations for how to approach your initial 90- or 100-day period. These recommendations are compelling and directionally sound. In reality, it’s rare when a CIO nails their first 100 days in perfect form. But that’s ok! The real issue is what you should do after the first 100 days are up.

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5 Ways to Gain Your Team’s Trust as a Scrum Master

Trust is the grease that keeps a team running smoothly. One of the most effective and low-cost ways to improve the delivery, performance, and morale is to gain the team’s trust. As a Scrum Master, it’s your responsibility to build trust with your team. A team that trusts their Scrum Master has an advantage over others. Broadly speaking, teams perform better when they feel they’re in good hands.

Scrum Masters can seem like outsiders, as you tend to interact with the team, not with their work. The dynamic is exacerbated during Agile transformations: Scrum Masters who are brought in to work with a team that is used to a waterfall approach can struggle to gain the team’s trust.

Here are 5 ways to connect with your team, and demonstrate that you are here to help and support them:

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