Sublime

To build the perfect sprint team, first you’re going to need a Danny Ocean: someone with authority to make decisions. That person is the Decider, a role so important we went ahead and capitalized it. The Decider is the official decision-maker for the project.

The Decider must be involved in the sprint. If you, dear reader, are the Decider, clear your schedule and get in the room. If you’re not, you must convince the Decider to join.

amended. In an organization where people are valued for their judgment, the question asked is not “What would the people above me in the hierarchy do?” but “What do I think is the best thing to do here in the service of the mission of the organization?”

Then one day, one of the developers came in with a Harvard Business Review paper from 1986, written by two Japanese business professors, Hirotaka Takeuchi and Ikujiro Nonaka. It was titled, “The New New Product Development Game.” Takeuchi and Nonaka had looked at teams from some of the world’s most productive and innovative companies: Honda, Fuji-X

If leaders don’t articulate their priorities clearly, then the people around them don’t know what their own priorities should be. Time and energy and capital get wasted.

The major factors to be aware of when leading up and down the chain of command are these: • Take responsibility for leading everyone in your world, subordinates and superiors alike. • If someone isn’t doing what you want or need them to do, look in the mirror first and determine what you can do to better enable this. • Don’t ask your leader what yo