• 3 Thoughts For Finding The Voice Of The Customer

    Posted on by Tim

    Teams creating products and services need the voice of the customer to inform their choices. Customers determine value. They will pay for what is an equal exchange of money for products or services.

    What happens when the customers can’t be engaged?

    Do their needs, wants, and desires get considered during development?

    I’m reminded of this simple line from “The Lorax” when I think about customers.

    ― Dr. Seuss, The Lorax

    Their insights are important. Customers are in the driver’s seat, we just seem to forget that fact, occasionally.

    Finding the voice of the customer

    I like simple lists. Easy to read, better for keeping in mind.

    • First, talk with customers
    • Second, survey customers
    • Third, represent customers

    Realistically, we can talk with customers without much trouble. But, sometimes we can’t talk to them.

    Instead, we can survey them. We have to be direct and not steer the survey to our way of thinking. Considering biases, this is tough, but not impossible.

    Once have enough information, we can represent the customer. We can create composite customers who represent many insights our actual customer share.

    It’s all “meta” beyond real customer interaction. Even then, we’re getting a sample of all current and future customers.

    For most of us, it all seems complicated. In reality, it’s not. It’s like deeply listening to family or good friends.

    Customers deserve our attention and time. Just like family and friends.


  • How To Prevent Burnout – Just Say No

    Posted on by Tim

    We must learn to just say no. Europe takes a vacation in August. In the U.S., we don’t take a month off work.

    As people, we need time off to relax, recharge, and reconnect with family and friends.

    Creative work is hard. It demands a lot of energy to stay focused on the goals. As a result, rest is a second thought.

    If one factor tops others, then it is rest. Rest is essential to staying mentally sharp.

    A quick search on rest revealed the following articles:

    If research is indicating rest is important to performance, why, then are we avoiding rest?

    Just say no

    Based on neuroscience, the human brain is wired to seek pleasure. Because dopamine is released into the brain when it encounters enjoyment, behavior becomes pleasure-seeking reinforced.

    In a way, the same thing happens when we connect with people. As well, when we take on and complete projects.

    So, it seems we have wired ourselves for overload. As a result, we’re seeking more dopamine to increase our happiness.

    We resist just saying no as it would stop dopamine from flowing in our brains.

    It’s fair to ask, is burnout worth the dopamine high? Science indicates it isn’t.

    Learn to say no and get some rest. It will do you and those around you good.

    Krk island, Croatia

  • 5 Steps For How To Develop A Confidence Stack

    Posted on by Tim

    Countering imposter syndrome is tough. The steps below are ways to develop a confidence stack and they are worth a read.

    1. Be willing to suck for a while
    2. Find a coach or mentor who will push you
    3. Do the reps
    4. Take small, measured risks
    5. Rinse and repeat

    The concept of stacking isn’t new. If you ever played with Lego blocks, you know how stacking works.

    Lego Technic BMW motorcycle

    By design, a stack adds up to form something out of parts. The saying, “the sum of the whole is greater than its parts.” reveals a result of stacking.

    When I was searching for a way to break from childhood to adulthood, the military provided a way. The process of becoming a Sailor is stacking by building confidence based on an old and new experiences.

    I understood American history from school. I stacked Navy history and tradition on my previous learning.

    Using the same process, the Navy stacked on physical education. As well, it stacked on basic math and added basic engineering.

    Develop a confidence stack

    We all have abilities and skills. Some we are born with. Others we develop over time.

    As we learn, we build or stack on basic structures. As a result, each new concept connects with a prior concept and triggers a neurochemical response.

    The five steps listed above acknowledge learning is tough. As we get older, we become risk-averse.

    Some avoidance might come from fear. Other exclusion might come from ego. It doesn’t matter where the response comes from, it has to be evaluated and understood.

    Our brains are conditioned to side-step danger when it’s possible. However, most of life in modern times is not dangerous in the pure sense.

    So, we have to make an effort to override survival instinct. In effect, we’re rewiring instinct with logic to build confidence by taking calculated risks.

    It all starts with willingness. Are you ready to suck at something new to build confidence?


  • Reflections On Blogging – Year One Complete

    Posted on by Tim

    For me, blogging each weekend nearly one year ago. The action to do it was inspired by my move to Improving. This post covers my reflections on blogging regularly.

    Done is greater than perfect.

    Each blog post on LinkedIn came with risk. In my mind, there are a lot of questions around how posts would be received.

    • First, would people view them?
    • Second, then read them?
    • Third, would people comment on them?
    • Fourth, then share them?
    • Finally, will the posts be valued?

    As a result, I can’t say I’m content. I am focused, like my post on Scrum value #2, but definitely not comfortable.

    Reflections on blogging

    As I write, I become more aware of what I don’t know.

    My new LinkedIn profile banner
    My old LinkedIn profile banner

    By sharing my views, I open myself up to critics. As well, I open myself up to learning.

    Blogging puts me back into the competition instead of sitting in the stands, observing others expressing their own understanding and views.

    Most of my posts don’t go viral. I rarely see more than 1,000 views on LinkedIn. I see even fewer views on this blog.

    That doesn’t stop me from sharing. By failing, I’ve learned what not to do. I’ve learned how to hurt and offend people.

    As a result, I’m not proud of my learning. I am willing to share it to help others act and choose a different path.

    I have a video posted on this blog that speaks to heroes, trauma, and finding “normal”.

    For me, blogging allows me to share the scars I earned in life. To help people understand each other and extend kindness.

    If blogging only positively impacts one person’s life, then my sharing has done what it was intended to do.


  • Scrum Value #3 – Agree Or Disagree, Commit, And Act

    Posted on by Tim

    Part 3 in a 5-part series. This post covers Commitment. Agree or disagree, it doesn’t matter. What does matter is committing.

    The third value;

    People personally commit to achieving the goals of the Scrum Team

    Scrum.org

    One of my former IBM colleagues, says it something like this way.

    “We agree and commit, or we disagree and commit, we just need to commit to action.”

    Mo Shah

    At times, team members fail to personally commit to achieving a state goal. There are many reasons for this. It’s different for each person.

    More frequently, the team fails to set goals. That’s a bit of a “mic drop”.

    Agree or disagree just commit

    Problem-solving is never easy. It is a part of life that is unavoidable. As a result, it takes courage to tackle challenges.

    Gaining team alignment is challenging as well. Defining team goals is worth the effort to avoid friction.

    If there is disagreement about a goal, objective, or outcome then the difference can be worked out.

    A disagreement should not prevent team commitment.

    If Scrum is being properly applied, then changing goals in future Sprints is acceptable to address the disagreement. This goes to the heart of being transparent, inspecting the outcome, and adapting to get a better outcome.

    A wonderful, potential outcome is alignment as work is progressed. The act of moving forward can be a catalyst. As a result, commitment can help in getting past disagreement.

    Value 1, Value 2, Value 3, Value 4, Value 5


  • Agile Principle #7 – Progress Is Things Working Right To Delight

    Posted on by Tim

    Part 7 in a 12-part series. This post covers products and services that are working right to show progress.

    In part six of this series, Blake McMillian wrote about How We Communicate Matters. He explained how communication has changed over just the last few years. Highlighting effectiveness, quality, and richness of communication impacts team outcomes.

    Effective communication influences the theme of this post.

    Working software is the primary measure of progress.

    Principles behind the Agile Manifesto

    In the physical world, it’s hard to get away with manufacturing products or providing services that don’t work. Conversely, building software is a bit different story.

    Maybe it’s because software is intangible in a sense. The intangible nature of software is a post for another day!

    Yet, it doesn’t mean teams don’t build working software. It means that working software is a key measure for teams to assess themselves.

    For a moment, I’ll pick on Microsoft. I upgraded to Windows 11 and understood not all the features or functions would work like Windows 10.

    I didn’t expect my speakerphone to fail along with the “reduced functions” line. To be fair, I had the warning and accepted the risk.

    I’m sure updating plug-and-play drivers are in the backlog, somewhere.

    Things Working Right

    In general, many products and services join the market working right from their introduction to customers.

    But, this is not always the case. Sometimes, products and services are available working somewhat right.

    I recently came across an article about construction updates to Penn Station in New York City. The writer highlights a somewhat right change to the station; $1.6 Billion NYC Train Station Doesn’t Have Enough Seats (msn.com).

    Moynihan Train Hall @ Penn Station, New York City, New York, United States

    Think about the story above the next time your team proposes just releasing a product or service that “might” work or is “somewhat” right. Is it worth the consequences?

    Missed opportunities abound due to avoidable misses. When stuff works right the first time, we all win.

    If a working product or service is the measure of progress, then trying to avoid complicated solutions should be a target. At times, waste is created simply because the solution gets over-engineered from the start.

    Consider this when designing and building the next product or service, regardless of type.

    You can learn more about Agile Principles in Part 8 of this series

    Principle 1, Principle 2, Principle 3, Principle 4, Principle 5, Principle 6, Principle 7, Principle 8, Principle 9, Principle 10, Principle 11, Principle 12


  • Agile Value #3 – See Customers As Allies For Success

    Posted on by Tim

    Part 3 in a 4-part series. This post covers working with customers and clients. Part 1 is posted at this link. Part 2 is posted at this link.

    The third value;

    Customer collaboration over contract negotiation

    Manifesto for Agile Software Development

    Firstly, it is tough working with people.

    Secondly, it is tougher working with customers.

    Thirdly, toughest working with clients and stakeholders.

    Each group has a different investment in the success of a product or service.

    The first group may have a passing interest in the product or service. The second group has an interest in outputs, and maybe outcomes. The third group is the group that cares the most about outcomes.

    Working with customers and clients

    There is a real difference between customers and clients.

    In many cases, customers are “one and done”. They buy the product or service once, twice if it is really good.

    In fewer cases, clients are “repeat business”. They expect the business to protect their interests.

    Internal to the business, are stakeholders. In the absence of customers and/or clients, they serve as representatives.

    Since products and services are being developed for humans, it makes sense to work with the people who use them.

    Have you ever walked through a discount store? Many products that failed in the market find a home in discount racks before getting thrown out.

    Consider the waste created. Enough written.

    Value 1, Value 2, Value 3, Value 4


  • A View Into You, You Are One Person Not Two

    Posted on by Tim

    Have you ever noticed that some people seem to be one person at work and another in their social life? I found it odd until I started reflecting on my behavior. I discovered you are only one person.

    How I behave at work, on my team, should be no different than when I’m at home with family and friends. I did some research on this and found a term to describe the behavior.

    The behavior is called “cognitive dissonance.” Feel free to read the article at your leisure.

    The “mind friction” between the differing behaviors leads to challenges that impact relationships.

    Teams are affected by the members’ interactions. As a performance indicator, it is worth looking at social and work behavior. There might be a weak signal that points to a degree of “mind friction”.

    One person, many adaptations

    It’s worth noting that team members do adapt their behavior to the support team’s performance. I don’t consider this a concern unless someone is miserable working on the team.

    Adaptation helps us to survive and thrive in our environment. We see it in nature with camouflage patterns. The tricky part is when the adaptation is a move to an extreme.

    Extreme adaptations can lead to “mind friction”. As a result, the team can help its members self-adjust if awareness is increased around behavior indicators.

    No one wants to be miserable on a team. It’s up to the team to look out for its members.

    Consider this, I’m not a carpenter. And yet, I wanted to work with my daughters to create something.

    I didn’t disagree with their ideas about how we would build a “rock box”. Instead, I accepted whatever came of the project.

    wooden box
    Finished rock box project

    I avoided trying to be something I am not. We owe it to our teams to do the same.

    Let’s not force them into changing against their will. Instead, help them adapt their abilities and skills to support team outcomes.


  • 3 Reasons For Why Team Values Matter

    Posted on by Tim

    Below are the three reasons why team values matter. Just as waves destroy unanchored ships in the safest harbors, unexpressed values leave us disconnected.

    1. Act as a usefulness measure
    2. Serve as a north star
    3. Remind us to be our best

    Onboard the USS ARCHERFISH (SSN 678) we had an emergency underway happen. The squadron and group commander tracked a hurricane heading toward Groton, Connecticut.

    We were tied up to the pier. All the “boats” in port received orders to leave port quickly to avoid the storm.

    I recall getting to the dive point and spending about 48 hours rolling beneath the Atlantic Ocean. At below 400 feet deep, we still felt the power of the hurricane churning above us.

    Our commanders upheld U.S. Navy values. Those principles were “honor, courage, and commitment.”

    They showed courage by sending us to the sea. We honored their courage toward us. We committed to keeping our ship safe during the storm.

    For every team, values matter

    I have been writing this year on values. Agile values. Scrum values.

    This is a post on team values.

    The team can get lost if they don’t define their standards. They may not get lost immediately but over time.

    Actively writing out team principles helps to create a shared identity.

    As well, axioms help to shape positive behaviors. Additionally, they help influence outcomes.

    Anchoring, guiding, and reminding are actions a team can use to maintain objectivity.

    Since none of these are individual or personal, they serve the team. Indeed, the team decides how it wants to define itself.

    2022 is half-finished. I challenge you to look at your team’s values. If they don’t measure up to the team’s expectations, then change them.


  • How Cynosure Beliefs Unlock Creative Awesomeness

    Posted on by Tim

    Belief is a keystone that enables creative results. Each person and every team hold a set of beliefs that influence how work is done. Discovering core beliefs can unlock creative awesomeness.

    Significantly, beliefs are kind of “squishy” in that they can be influenced.

    So, for a person, beliefs change over time based on experience and learning. As such, teams alter their beliefs as they discover what they are capable of creating.

    In the title, I chose cynosure as it is sharing a similar meaning to “core”. When core beliefs align within a team about their work, they move toward creation.

    (intent + idea) x (belief + action) = creation

    So many books have been written about belief there is no way I can list them all. To list, here are some points to consider:

    • Firstly, beliefs are not normally anchored on fact
    • Secondly, beliefs can be tested and should
    • Thirdly, beliefs should be altered as facts present
    • Fourthly, it is OK to have strong beliefs and yet have them be loosely
    • Fifthly, just because beliefs change, does not mean a person is “bad” or “wrong”

    How to unlock creative awesomeness

    My reading on beliefs led to Dr. Carol S. Dweck. Her book, Mindset, holds an insightful quote.

    Cover of Mindset by Dr. Carol S. Dweck

    “You have a choice. Mindsets are just beliefs. They’re powerful beliefs, but they’re just something in your mind, and you can change your mind.” p. 16

    So, at a team level, this takes on a new twist. In my opinion, teams can choose to focus on common, positive beliefs. However, some will disagree.

    Disagreement is fine. Heck, I would invite disagreement.

    Overall, the resulting outcomes from disagreement can improve both the team’s and members’ beliefs. Basically, I this call it “creative friction”.

    In the end, belief is one variable in the “creation” equation. Leverage it for team sucess!