Don't Doubt the Power of Fast Feedback - Mike Cohn

Every year when summer rolls around, I start dreaming about getting out on the water: sailing, rowing, kayaking, wake surfing, and so on. If it’s a water sport, I probably love it.
And every time I work with a product that doesn’t quite meet my needs, I start thinking about how important it is to get real user feedback early and often.
Today, those two thoughts combined. I was sighing over the latest update to a less-than-optimal work management app, and my mind went back to a 1995 America's Cup race. The race between the US and New Zealand is a great illustration of the importance of two vital activities for agile teams: knowing customers and getting fast feedback.

To create their boat, Team New Zealand used software that allowed them to simulate the impact of various design changes on the speed of the boat. They evaluated thousands of design decisions. 
Each day, Team New Zealand ran simulations on a small network located a few feet from the dock. To further evaluate designs, Team New Zealand made two boats. Each day, they would alter one with a design change to be evaluated. The two boats then raced each other to assess the impact of the design change.

By contrast, the U.S. Team designed their boat using massive supercomputers located hundreds of miles from the dock. This created significant feedback delays. The team also had only a single boat for testing, which made it harder to assess the impact of changes.

Yep. Tiny New Zealand. For the very first time.
Why? Because Team New Zealand got close to their customer and used rapid feedback cycles. 
If you are not cycling ideas past your customers quickly enough to get rapid feedback, consider moving closer to the dock.

New Zealand Went Small, Close & OftenThe U.S. Went Big, Far & SeldomGuess who won?

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Keeping Team Meetings Relevant

Team meetings are a crucial part to the success of any team. They can be a tricky problem to solve because generally you are trying to perform a balance between having fun while focusing on what’s next.

I don’t think team meetings should be overtly structured, but when running them there are always a few goals I need to achieve in each one. And when I speak to those goals, I don’t just mean for me, but more importantly, the members of my team.

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Conflict Management - Mid-Meltdown Edition

if Marcus was running a bakery, what would that look like?”

Emma stopped mid-rant. “What?”

“I’m serious. Marcus the micromanaging bakery owner. Paint me the picture.”

She looked at me like I’d suggested we rob a bank together and then buy a radio station with the funds.

But then something shifted. A tiny smile crept across her face...

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