|Photo by the author|
Eine deutsche Version findet sich hier.
- WHAT — What do we do? What products and services do we offer? What are they capable of doing or helping?
- HOW — How do we do it? What are our technical and other approaches? What makes us, our product/service different? In which way are we better than the competition?
- WHY — Why do we do it? Why buy from or work with us?
Because the first questions to be answered are these important ones: Why do we do exactly what? What matters to us? In THIS project, in THIS product, for us as a business leader, as a company, as a team?
That makes sense.
Because answers to these questions help us decide which investment to pursue. (Especially if we have done our homework: Who does expect what in the matter: us, our customers, our funders, and other stakeholders? In terms of content, financially, strategically? Are the expectations realistic?)
That said, I rarely start with it. Because in my experience, it delays good results. Sometimes it even prevents them.
|Photo by Kvalifik on Unsplash|
Therefore, clients are desperate in need of DOING! Their feeling: Something! Must! Happen! Now! (And they are often right about that.)
In other words: They have other worries than that they would or could deal with (in their eyes) somehow important, but momentarily only secondary and non-acute issues.
A well formulated “Why” and a defined set of their own business values could help clients very practically right now. In this very second.
Therefore, working on fundamental and central “Why” questions in this situation does not help and might even be harmful. Because great resistance would have to be expected.
A sigh of relief. Help! Finally! And even with a plan! Finally, getting things done without any further ado!
“Problem Talking creates Problems…”
2. Situational picture/problem description
Backlog entries describe in detail a confusing, tangled situation. And everything that needs to be done in regard to it.
The question of what goes into the backlog and how, the topics and discussions that arise from this — all this is important so that the clients can experience that they are able to act and (of course) able to solve their problems.
“…Solution Talking creates Solutions.”
Instead of a threatening dark forest, clients slowly see trees again in forest sections that can (and must) be managed and taken care of.
The overview of topics, stories, projects, to-dos, etc. (which becomes finer and finer as time goes on) ensures that prioritization can and must take place now. Here, clients usually notice that they don’t have any useful, conscious criteria for this.
Thanks to the backlog with its focus on doing, the clients hardly notice this (important) process. They concentrate on problem-solving and good work results.
The good old backlog — simply genius!
Edgar Rodehack ist Teamwork-Enthusiast mit einem Faible für agile Formen der Zusammenarbeit. Da trifft es sich natürlich gut, dass er das beruflich macht. Er ist Organisationsberater, Business und Agile Coach, Teamentwickler und Moderator. Außerdem ist er ein Mensch mit Frau und drei Kindern, der viel Spaß am Musikmachen, Schreiben und Lesen hat. Mehr über ihn: www.rodehack.de
Notes & Links
- Simon Sinek: Start with why - How great leaders inspire action: https://www.youtube.com/watch?v=u4ZoJKF_VuA
- Beiträge zum Thema Backlog auf dem Teamworkblog: https://www.teamworkblog.de/search?q=backlog
- Rodehack, Edgar: Tooling 1: Der gute alte Backlog, Blogpost auf www.teamworkblog.de vom 1.3.2021
- Rodehack, Edgar: Tooling 2: Der gute alte Happiness Index, Blogpost auf www.teamworkblog.de vom 5.4.2021
- Rodehack, Edgar: Tooling 3: Die vier Grundvoraussetzungen für erfolgreiche Veränderung, Blogpost auf www.teamworkblog.de vom 3.5.2021