Async agile 1.0, is distributed agile 2.0!
This blog expands on the ideas from “The Async-First Playbook”. You can either browse through the posts using the grid below, or start at the very beginning. Alternatively, use the search bar below to find content across the site.
Set up projects for internal open source
If you set them up right, internal open-source projects can help your company gain extra development capacity and a sense of community. In this post, I discuss four key practices that help you run a successful, internal open-source project.
3 practices every rookie project manager should follow
If you’re a rookie project manager, maintaining a calm and productive team environment should be one of your primary goals. I recommend three important practices that’ll help you in that quest.
3 ways for super managers to keep their ears to the ground
Super managers, i.e. managers of managers must monitor if their direct reports demonstrate care for their team members. In this post, I discuss three techniques for super managers to hear directly from their direct reports' direct reports.
Different folks, different strokes
When leading a diverse team, you can’t manage everyone the same way. Depending on their skills, experience and work styles, some people may need more managerial care for them to thrive at their jobs.
Why I oppose volunteerism at work
Volunteerism at work can do more harm than good. I believe that employees should steer clear of it, when possible.
The remote manager's guide to one-on-one meetings
One-on-one meetings are a great way for managers to connect and manage their remote team members. Here’s a guide to run these meetings effectively.
The dark side of remote work
All’s not well in remote work paradise. For many employees a remote work arrangement is a Faustian bargain. They have to endure the dark side of remote work.
In 2024, be the manager your people wish for
Middle-level and people managers play a crucial role in companies, but they also model many corporate dysfunctions. It’s time for people managers to get back in service of the people they lead.
A tale of externalised costs
Many decisions execs take for their employees, ignore externalised costs. Mike Hopkins of Amazon claims their RTO policy has “no data” to back it. Lyft CEO, David Risher can only advocate for snacks in the office, while batting for RTO. Meanwhile, employees and other stakeholders pay for such decisions through costs to their health, productivity and happiness.
Form your team right
Poorly formed teams are woefully ineffective, but I see it so often that I’d be remiss not to state the problem. In this article, I’ll call out two common problems I see leaders repeat when forming new teams. I’ll also describe a few simple ways to avoid these problems.
Remote-first coaching and mentoring
A common argument against remote work is that coaching and mentoring are harder when you’re all remote. But I believe that if companies are intentional about building modern coaching and mentoring skills, they’ll do much better being remote-first.
Get volunteerism right in the workplace
Organisations can benefit from volunteerism in the workplace by harnessing their people's spare capacity. But how do you get it right? Allow me to explain.
It's urgent? So what?
Constant urgency is the enemy of deep work and an async-first culture. Often this means getting on meetings, and being ok with days full of IM interruptions. With enough of these “urgent” tasks, even the most motivated teams can slip back into their old, synchronous ways of working. In this post, I explain techniques to deal with urgency.
What are your people upto?
If you learned to be a manager in an office-centric setup, async-first remote work may seem like an opaque way to lead your people. How do you manage without walking around and listening? In this post, I’ll unpack the risks of leading unhappy, disengaged or struggling team members in remote teams and what you as a manager can do to pre-empt these problems.
Don't let your virtual workplace become toxic
Every work model has its pitfalls. It’s not as if a remote workplace can’t go south. In today’s post I want to explore some anti-patterns I’ve seen in remote-first and “hybrid” organisations that can make your workplace toxic. When you know of these possibilities ahead of time, you’ll be able to pre-empt them and put the right guardrails in place for your team.
Truly agile estimation - more than one way to peel an orange
There are different approaches to estimation and planning depending on the outcomes you’re looking for and the context you’re operating in. Making synchronous workshops efficient is part of this. Many activities can be asynchronous as well. You also need to consider if estimates are necessary in your context. I cover all these topics and more, in this post.
Manage your people with care
In an async-first culture, the role of a manager is crucial. If the company is the mother-ship, the manager’s the employee’s bridge to it. They should be the individuals that know the most about their people, their skills, abilities and strengths, their personalities and their aspirations. You need managers who lead with care. In this post, I want to address how you can show that care as a leader and a manager.
4 environment variables to make your async agile team successful
In today’s post, I want to address four sets of factors that’ll affect your team’s productivity and happiness. As a leader, you’ll to address these factors using your judgement, experience and vision. Your choices will influence your new async agile team’s behaviour.
Create a culture for asynchronous work to thrive
As a leader, you’re responsible for much more than the mechanics of work. Depending on the size of your company you’re a custodian of culture, or the one who defines it, or someone in between. In today’s post, I want to share with you how you can foster a culture that supports async agile.
How asynchronous work helps you be a champion for inclusion
As a manager or a leader in any tech firm today, I imagine you have a DEI agenda. Your people’s ability to work asynchronously can be a powerful tool to not just further that agenda, but also to differentiate you as a progressive leader.
In today’s post, I want to share a few notes about diversity and a few more about inclusion. I expect these perspectives will help you shape your organisation’s culture and eventual competitive advantage, starting of course with the people you influence.