Musab barakati

Chapter 1: Motivation Our internal locus of control gives us motivation (feels good) to be in control (Example of marine training where the cadets are in control of their environment). “Unless we practice self determination and give our self emotional reward for subversive assertions, our capacity for self motivation can fade.” Choices and actions  we make need to connect to a purpose, why we are doing what we are doing (Simon Sinnik book: Start with why, focuses on that). Chapter 2: Teams Psychological safety defines teams (commitment culture). Higher emotional intelligence to care and listen. Starts with leaders. What are they doing and promoting the team. It is often inefficient in the short term but more productive in the long term. Means giving control to others which creates mutual trust and must show that they are genuinely listening. Chapter 3: Focus Anticipate what should happen next, that day, that drive to work. Use probabilistic thinking as it helps envision the future ...

Congratulations on the new job. How do you make the most out of it… the Agile way? To do well at the new job requires experimentation and that is where Agile can help you. How can you start with the best possible start? And use the Agile mindset to go about succeeding in the new position. “Individuals and interactions over processes and tools” Focus is always on the people and how to interact and communicate. For those seeking excellence, the journey starts before your first day. Start by researching and preparing questions. For example, you are told that official hours start at 9, it would make sense to show up at 9. Yet, asking your manager “what time am I expected to show up?” or “what time do people start showing up to the office?” can save you a lot of potential trouble. Imagine showing up on official time just to find out that everyone else is already there. It also shows you are doing your due diligence. Your first day doesn’t have to be the first time you go to the office. Go t...

  Who resists Agile transformations? In short, everyone!! Employees, managers, and in some cases, clients. Employees resist it for the following reasons: It is uncomfortable for employees when you ask them to deliver value instead of tasks. Tasks are easier "just tell me what to do and I will do it." Contrast that with a manager asking "I have this problem that is not completely understood that I need solved." What if we implement a solution that the manager doesn't like, or even worse, doesn't solve the problem? It comes with accountability. Everyone wants empowerment, but no one wants to be accountable. It is much easier to complain about doing something useless than making a decision of what needs to be done. You are not only accountable for your individual results, but as a team. We are not used to teamwork as a default mode. In schools we study to achieve individual results and that is what matters. Switching that focus is scary and feels like others ha...