Rethink Your Goals, Mission, Purpose, & Passion

Boldness

Courage

Courtesy

Creativity

Critical thinking

Decision-making

Determination

Directness

Empathy

Equality

Fairness

Fame

Fearlessness

Fun

Generosity

Good citizen

Graciousness

Gratitude

Honesty

Humbleness

Humility

Humor

Improvisation

Inclusivity

Influential

Justice

Love

Mutual respect

Optimism

Patience

Perseverance

Perspective

Persuasiveness

Pleasure

Power

Respect

Respect for others

Self-awareness

Self-questioning

Self-reliance

Socialization

Spirituality

Striving for quality

Tolerance

Transparency

Trustworthiness

Willingness to take action

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12 Reasons to IGNORE Your Users Feature Requests

Ask yourself which of these 12 reasons might apply.

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Does Every User Story Need to Be Small?

Small user stories are essential to success with agile. When it’s time to bring stories into an iteration, I always want them to be small.
But larger stories have their place as well–especially for something you're not going to work on imminently.
Suppose you have just begun work on a new product that will include a set of reports. Because this is a new product, there is nothing to be gained by writing a bunch of small user stories around each one of those reports at this point, especially since you don't yet even know all of the reports that will be needed.
At this stage of the project, having one big reporting story rather than a bunch of little ones keeps the size of the backlog more manageable. You'll have one entry in your tool instead of 15 or 20. That's much easier to manage.
Further, if you do write all the small user stories, one per report, it gives the impression that you've thought of everything. Early in a project, that's probably not true. New reports will be identified and some that are asked for initially may not be necessary.
Don’t fall into the trap of thinking every story needs to be small from the beginning. They don’t. Instead, plan for stories to shrink in size and grow in detail as they move closer to being brought into a sprint. For most teams, this will happen during the product backlog refinement meeting one or two sprints before the iteration planning where they’ll be considered.
Letting timing dictate story size will help you succeed with user stories and with agile.

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How Value Stream Management Transforms Project Managers and Agile Experts

You’re leading a team of talented developers, creating features day in and day out. Yet, the outcomes are unclear. Customer satisfaction is stagnant, tech debt is piling up, and your team feels like they’re spinning their wheels in a never-ending cycle.

If you’ve been here before, you’ve experienced the grind of being a “feature factory.” But what if there was a way to shift from simply delivering features to delivering meaningful value consistently? Enter Value Stream Management (VSM), a game changer for project managers and agile experts.

VSM is more than a buzzword. It’s a transformative approach that can completely change the way you and your team operate.

By focusing on delivering real value and improving how work flows through your organization, it allows you to prioritize what truly matters: customer outcomes and business results.

But before we dive deeper into how VSM can transform your work, let’s explore the triggers that make it essential.

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Why are product managers still using agile?

Ah, Agile — the buzzword that just won’t quit. It’s been the darling of software development for years, promising flexibility, speed, and a better way to build products. But here’s a cheeky thought…why are product managers still using Agile?

Don’t get me wrong, agility is essential. But sometimes, it feels like we’re trying to fit a square peg into a round hole, especially when it comes to product management. We continue to attempt to fit a delivery focused methodology into outcome-based work… and we seem to never learn our lesson.

The limitations for Agile are prevalent for discovery, an overlooked part of product management for many years. How does agile help to support a workstream that is primarily focused on research? Can it?

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The Mindset of Highly Attractive People

What makes someone attractive? Someone sent me an article that was perfectly WRONG! It is time for us to review and do an assessment of what truly invites beauty.

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How to Give Feedback to High Performers on Your Team

No one is perfect and that applies to high performers on your team too. They may be doing excellent work or exceeding your expectations, but that doesn’t make them flawless or leave them with no room for improvement or areas of growth.

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5 SuperPowers Every Facilitator Needs

1. The Keys to Unlock Team Creativity

2. Engagement Maximizer, Disruption Diffuser

3. The Ability to Help People Feel Comfortable

4. A Curiosity Mindset

5. High EQ (and the Vulnerability to Pivot)

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How Senior Product Managers Think Differently

In the fast-paced and ever-changing world of product management, the role of a senior product manager stands out owing to the exceptional combination of talents, perspectives, and strategic thinking that they bring to the table. Senior product managers take a different approach to their position than their junior colleagues do, as they are frequently faced with a large array of responsibilities. They have mastered the capacity to maintain a balance between thinking about the large picture and thinking about minute details, deliberate product direction while managing cross-functional teams, and link product decisions with the outcomes of business operations.

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The 9 Magic Words All New Leaders NEED to Hear Today

"If you had a choice, what would you do?"

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