Quotes on Agile, Leadership and Communication

Quotes on Agile, Leadership, Communication

I like to live a life based on my own set of values. This includes ideas big and small, as well as the ones I just throw in for the fun of it. Every now and then I stumble upon something someone says, said or wrote somewhere that expresses these values in words, like I’ve never seen better.

Furthermore I want to communicate well. There definitely are patterns in my (probably all of our) language that in hindsight I don’t like, but can’t prevent me from still using. Again sometimes people say phrases that stick with me so well, they influence the way I speak. It’s sentences that trigger once I use the disliked pattern, so I can catch myself before (best case) or latest immediately after (normal case) I miscommunicate. These, too, I want to share with you here.

I have used this quote so many times. In every company, every team I bring it up. Sometimes it sticks. When it sticks, team members get:

  • more focused because before starting a 2nd task, they finish the 1st
  • more collaborative because before starting a new (1st) task, they try to help others finish something
  • more goal oriented because when they find new work, they ask themselves “Is this really required for this story?” (See also YAGNI)

Researching when and where this originates took some time. It wasn’t around beginning of the 2000s, but only appeared in 2009. By now this mantra of the Agile community is omnipresent at least in the realm of Agile practitioners.

CEO of GameDuell used to say this, the first company I worked for. Of course the quote is debatable: Sometimes, some things need to be perfect. The point is not that this is a 100% correct. The point is that we should ask ourselves 100% of the times: “Am I being a perfectionist right now, or do I really need this to drive the business forward?”

To me and to this day this quote is the short, more concise version of

“It seems that perfection is attained not when there is nothing more to add, but when there is nothing more to remove.” — Antoine de Saint Exupéry

The original (German) quote was: “Hoffnung macht die Realität nur noch grausamer.” Googling this I found an original phrase that is well spread over the web (banners, pics, t-shirt slogans):

“It’s better to feel the short pain of truth, than feeling the permanent pain of false hope.”

The effect of this quote is very simple: Do we or our leaders hope for things in your professional life? Doesn’t this mean, we are not in full control of our destiny? Whenever this memory gets triggered, I’m asking myself: “What (other than hoping) can I do to make this happen?” Hope is not the means to an end. Hope doesn’t change things. Action does.

The second quote on this list, that I haven’t heard by someone in person. Technology being the product of the culture building it, most certainly is a bit of a generalization of Conway’s Law:

“organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.”

Still I like the quote for its brevity and exactly the higher context: Culture goes much deeper than organizational structure. If you have great culture, a temporarily bad restructuring might well be overcome. Yet in an unfit organizational structure no good culture can emerge from a bad one. (See also: “Culture Eats Strategy for Breakfast.”)

Bottom line: When looking at transforming a company’s technology, we have to transform that company’s culture. We all try to leave personal stuff at home, but eventually it’s personal connections that shape a company’s culture. How can we create strong personal connections without becoming personal?

This was the line that inspired the idea of sharing these quotes. We were talking about automation and how it could be that for some components of our system it was easier to manually deploy them, bypassing Jenkins and the most basic tests and without other people knowing. So we restricted this way with the above rationale.

That’s it. No more throwing things over the fence. No more finger pointing on who is responsible. Everybody is. And pretty much no shorter way to say it.

Here’s another one on communication: Just like with “hope” now “assume” triggers me to be more attentive. Instead of ASSuming nowadays I just ask a question. If the assumption was right, the question is quickly answered, causing only a very short interruption. But if the assumption was (would have been) wrong, by asking the question instead I’m not hurting the relationship.

Robert Kalweit
Agile Coach and If-need-be Project Manager
Certified ScrumMaster, Scrum Product Owner and Scrum Professional. If-need-be Project Manager with 10 years experience in complex projects with a teamsize of 3 to 10 developers. Agile Coaches Team Lead, thus coaching coaches and shaping processes for an organization of 100+ engineers. Having both perseverance and the willingness to compromise I know how to use my excellent organizational skills to lead teams to high productivity. An agile mindset helps me to execute tasks efficiently and on time and even more important: With personal heartiness.

* I had a big share in organizing companies’ overall team structure and established agile in most of those teams.

* Working in an agency and collaborating closely with clients on small to large development- and design-only projects honed my project management experience.

* Leading a team of Agile Coaches not only helped me find my own leadership style, but sharpened my eye for team members’ and my own potential for personal improvement.

Special skills: Scrum, Process Management, Establishing the basic conditions for productive work in teams, Product Management

Leave a Reply