Focusing Your Energy through Lists

Photo by Kyle Steed

My husband and I first met in college, and when I was overwhelmed with the amount of stuff I had to do, he would tell me, "sleep is for the weak."  It didn't give me much comfort, but I survived college thanks to the occasional all-nighter and power nap.  When my husband was in graduate school and tired, I reminded him of his "sleep is for the weak" motto, but he didn't buy into it.  Clearly it wasn't something he truly believed.  Lots of people have similar mottos, like "you can rest when you're done," but such thoughts only encourage us to do more than can be reasonably expected and push us beyond a sustainable pace.  They're harmful.

Now that it's 2013, many people have created resolutions for the new year.  I identified some things that I wanted to focus on in January, and admittedly, I've done a terrible job of following through on them.  Why?  Because I didn't specify what I would stop doing.  My To Do list increased, but my To Not Do list did not.  

Lots of managers have busy schedules and full plates, often reacting to their boss's and employees' needs instead of being proactive and shaping the organization.  More than perhaps any other group, managers need To Not Do lists.  Teams achieve focus through the use of backlogs and timeboxed iterations, but managers typically lack such tools.  I suggest implementing them to create just enough structure to inspect and adapt more effectively.  Using a backlog (a.k.a. a To Do list) is a great way to achieve focus on the highest value items, and the visibility of requests for time can help identify items for the To Not Do list.  The use of a backlog and timeboxed iterations requires discipline, but the results often speak for themselves, and it'll build more empathy with development teams.

Allison Pollard

Allison Pollard is a coach, consultant, and trainer who brings the power of relationship systems intelligence to go beyond tasks, roles, and frameworks to create energy for change. She engages with people and teams in a down-to-earth way to build trust and listen for signals to help them learn more and improve. Allison focuses on creating alignment and connection for people to solve business problems together. Her experience includes working with teams and leaders in energy, retail, financial, real estate, and transportation industries to help improve their project/product delivery and culture. Allison currently volunteers as program director for Women in Agile’s mentorship program. Her agile community focus is championing new voices and amplifying women as mentors and sponsors for the next generation of leaders. Allison earned her bachelor’s degrees in computer science, mathematics, and English from Southern Methodist University in Dallas, TX. She is a Certified Professional Co-Active Coach (CPCC), a foodie, and proud glasses wearer. Allison is a prolific speaker at professional groups and international conferences, including Scrum Gatherings and the Agile Alliance Agile20xx conferences. Allison is co-owner of Helping Improve LLC.

http://www.allisonpollard.com
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Good Practices Gone Wrong

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