Blog

Learn How Difficult Conversations Unlock Successful Digital, Agile, Devops and Lean Transformations

Stone Soup Onboarding

Stone Soup Onboarding

Putting the new employee in charge of onboarding actually improves the result.

Them Disease

Them Disease

Aiming to win robs you of valuable information

Answer Second

Answer Second

Unilateral action risks leaving out vital information

A Conversation with Johan, Part 1

A Conversation with Johan, Part 1

In the first of a two-part series, Johan Abildskov of Eficode has a conversation with Jeffrey and Squirrel about culture, transparency and curiosity.

Curating Moments of Cultural Insight

Curating Moments of Cultural Insight

We discuss two very different stories about leaders that communicate a cultural message pithily and clearly, and reflect on why these stories were effective and how all of us can communicate culture in this way.

Bosses From Mars

Bosses From Mars

If your boss isn't helping like you think she should, maybe she's not from Mars, but actually trying to give you more autonomy. We reflect on this in light of real-world coaching stories.

A Series of Unfortunate Ideas?

A Series of Unfortunate Ideas?

A reader asks whether following the "bad idea" advice from last episode can lead to an unrecoverable local maximum, sentencing the team to endless patches and obscure bugs. Squirrel and Jeffrey have different takes on this based on their ancient greybeard stories.

The Power of a Bad Idea

The Power of a Bad Idea

Drawing lessons from Squirrel's driving test experiences, we explore why making a cultural or process change that's intentionally suboptimal can be surprisingly valuable.

Driftwood vs Planks - Agile Team Roles and Skills

Driftwood vs Planks - Agile Team Roles and Skills

We start with a listener question on roles in an agile team, but quickly divert to Squirrel's "driftwood theory" of hiring and role specification, which turns out to be based on effective conversations and flexible problem solving (what a surprise!)

Driving Lessons

Driving Lessons

How giving work to your boss positions you as the driving force, not the bottleneck—and more methods and mindset shifts to change the perception "gee, that tech team sure is slow".

Why (and Why Not!) To Ask,

Why (and Why Not!) To Ask, "Why?"

We discover that we've given opposing advice about asking "Why" questions—including in our chapter on the Why Conversation!

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