I’ve been measured as a 3.6 out of a possible 5 “performance” points. I’ve been measured on my sales volume per hour. I’ve even been measured on my percentage of overtime hours as a percentile representing “efficiency”. From salespeople, to service workers, to manual laborers, it’s nearly impossible to meet a worker that hasn’t been exposed to metrics as a form of management, motivation, or appraisal.
Deming, Drucker, and a host of wisdom spoke on the utility of metrics and, over time, business leaders have responded. An obsession with metrics is everywhere and there is no question that measurements of valuable business processes can help improve outcomes necessary for success. Enter the pursuit of (demand for?) “Agile metrics”. Continue reading
Recently, I had a very enjoyable conversation with a group of successful, talented software leaders regarding Agile. More specifically, many of the topics shared underlying assumptions about the role of Agile to create structure in the place of chaos and align people towards a common goal.
As part of the conversation, we eventually reached a point where a question was posed (in my best paraphrase): “How can we measure a person’s effectiveness in changing people’s minds?”
I felt that all-too-familiar sense of discomfort and asked if “changing peoples’ minds” is a responsibility or requirement of a job, whether it be a change management role, team coach (e.g., a ScrumMaster), or anything in-between. Some in the group expressed the validity and importance of such a measurement; thus, I’ll explore a question within: should it be our job to change peoples’ minds? Continue reading