Agile scrum leadership Quotes

“Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Stubbornness pays! We tend to think that it doesn’t, we might be hesitant to be stubborn – however only the stubborn succeed.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“It has been said that because we have been given two ears and only one mouth, we should listen twice as much as we talk. Listening is an art form, and asking questions is a tool to active listening.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Cohesiveness is defined as a strong sense of connectedness among team members that causes them to work together to attain an objective.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Through collaborative problem-solving approaches, human capital is turned into an individual sense of ownership.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Relationships are of keen interest to successful team managers”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“leaders are also representatives of company policies, processes, and procedures.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“global virtual high performance teams revolve around four concepts: (1) relationships, (2) accountability, (3) networking, and (4) leadership.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Ownership means that team members acknowledge responsibility for work and its results as a facilitator or strategist joined in collaboration.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“A positive environment can’t happen if team members are negative toward one another.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“A positive environment can’t happen if team members are negative toward one another. It’s the team leader’s place to put an end to this as soon as it starts.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Thinking Alert: Monitor the “shoulds” in your teams. They are barriers to effective communication and reduce the potential power of the team.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“People use the word “should” to mask their wish or need. Instead of directly stating what they want, they construct a stipulation without naming a person responsible for carrying it out.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Actually, what Tina is saying is, “I want to focus on production levels.” Many times, people use “should” instead of “I want”; this is the case with parents and children. The admonition of, “You should be nice” is actually saying, “I want you to be nice.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“The second word often used without understanding the implication is “should.” ‘Should” has a flavor of admonition, guilt, and manipulation, especially when other people are using it by blurting out-loud a general statement with the word “should.” For example: “You should always finish what you’re eating and never leave anything on the plate.” Also: “This should have been completed by now.” And yet another: “You should not get up before the manager has left.” For example, Tina writes: Tina answers, “We should focus on production levels because this is what is driving the transfer to production; trust me, I’ve been here and have seen these projects many times.” In this case, Tina is using “should” to reprimand the team and also to have it her way by defining an imaginary rule and enforcing it upon the team.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Thinking Alert: Drop the “try.” It does not add anything to the communication.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Try” masks the intent and carries an element of implicit failure in the message.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“A vision is a picture of where you want to get to, not the path to get there.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Thomas Alva Edison, the great American inventor, once said: "I have not failed. I've just found 10,000 ways that won't work." Edison knew the power of failure in giving us a feedback, on what we are doing wrong, and how we can improve ourselves. Many people we know are afraid of taking the first step, taking a risk and moving away from their comfort zone. They are afraid of the difficulty that the first step poises. Of”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Describe the behavior you would like to see, rather than the behavior you don’t want to see.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“The word ‘why’ carries guilt and finger-pointing into our team communications. It is better that we leave it out of our messages as it doesn’t have any positive impact on what we are saying. Rather, it is clearer to state what we want to achieve or alternatively ask information gathering questions using the word ‘how’. For example Ashley might ask: “Tina, can you please explain how these figures impact the transfer to operations?” Notice that while ‘why’ structures a closed ended question, ‘how’ questions are open-ended and investigate as to the process that led to a certain consequence.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Many times people use should instead of ‘I want’, this is the case with parents and children. The admonition of: “you should be nice” is actually saying: “I want you to be nice”.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Try masks the intent and carries an element of implicit failure within the message. As Yoda said, you either do it or you don’t, there is no try.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“High power high interest stakeholders – manage closely; High power low interest stakeholders – keep satisfied; Low power high interest stakeholders – keep informed; Low power low interest stakeholders – monitor with minimal effort.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Ask team members to share a favorite travel photo, but not name the place. Team members ask questions and try to figure out where the photo was taken. Ask team members to share their favorite photo and”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Leaders usually need to be directive and supportive during the forming stage,”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“has been said that we have been given two ears and only one mouth, so we should listen twice as much as we talk.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“Exhibiting vulnerabilities requires being confident in yourself and being able to laugh at your own mistakes. People who have to appear perfect often feel that way because they lack self-confidence. Yet, being willing to open up and be vulnerable can do more to make a team come together than standing aloof.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“The clearer and more simply the vision is stated, the easier it is for team members to buy into it.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth

“the enablers of situational leadership are empathy, active listening and a propensity to understand complex human and team interactions. The challenge in leadership is all about applying the proper situational behavior. We have to analyze the situation and shift from our incumbent approach towards a situation, to the style which the situation warrants and which leads to the optimal outcome. By integrating and implementing ideas of situational leadership in our work place we can become better leaders.”
― Michael Nir, Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth