Episodios

  • The Christmas Tree With One Light
    Dec 19 2025

    The Christmas Tree With One Light

    Snow fell in soft, quiet sheets over the small town of Willow Glen, covering rooftops and porches with a gentle white blanket. Every house on Maple Street shimmered with lights—blue, gold, red, and green—each one competing to outshine the next.

    Every house… except one.

    At the corner of the street stood Mrs. Alder’s home, dim and silent.
    No garland.
    No wreath.
    No warmth in the windows.

    Only a single, small Christmas tree sat by her front door—so simple, so worn, it looked like it belonged to a memory more than a season. And on that tree, barely hanging on, was one single working light.

    Children passing by would whisper,
    “Doesn’t she know it’s Christmas?”
    “Maybe she doesn’t have family anymore.”
    “Maybe she doesn’t care.”

    But young Daniel, age eleven, didn’t just wonder—he worried.

    He remembered Mrs. Alder from before her husband passed. She used to bake cookies for the neighborhood kids and tell stories from when she was a teacher. But lately, she barely opened her door.

    Something inside Daniel tugged at him each time he saw that lonely tree.

    Finally, on Christmas Eve afternoon, he took action.

    He went door to door and asked his neighbors for “just one extra ornament,” nothing more. Some gave ribbons, others tiny bells, others a spare string of lights. One neighbor gave a silver star that had belonged to her parents.

    By evening, Daniel had filled a grocery bag with bits of Christmas from the whole community.

    He trudged through the snow to Mrs. Alder’s home, heart thumping, and knocked.

    After a long pause, the door opened a crack.

    Her eyes softened when she saw him.
    “Daniel? Is everything alright?”

    He held out the bag.
    “We… um… we thought your tree could use a little help.”

    She looked puzzled. “My tree?”

    Daniel pointed to the tiny, drooping thing by her steps—the tree with only one faint light blinking like it was tired.

    Mrs. Alder blinked fast, and for a moment, Daniel thought she might close the door. Instead, she stepped outside into the cold, touched the tree gently, and whispered,

    “I bought this tree with my husband our very first Christmas. It’s the last decoration we had together… I couldn’t make myself replace it.”

    Daniel nodded. “You don’t have to replace it. But maybe… we could help it shine again?”

    Mrs. Alder looked into the bag—at the ornaments, the ribbons, the star—and her chin trembled. She whispered,

    “Let’s do it.”

    So they decorated the tree together.

    One neighbor, seeing them outside, stepped over and added a string of lights.
    Then another came with hot cocoa.
    Then another brought a blanket for Mrs. Alder’s shoulders.

    Soon the entire street—families who had barely spoken all year—gathered around that tiny tree, each adding something of their own.

    When they plugged in the final strand of lights, the tree glowed brighter than any other on Maple Street. Not because it was the biggest, or the newest, or the fanciest—

    —but because every piece of it was given with love.

    Mrs. Alder wiped her tears and said softly,
    “Thank you for helping me remember what Christmas really means.”

    And from behind Daniel, someone said,
    “No… thank you for letting us be part of it.”

    That night, the tree with one single struggling light became the tree that lit the entire neighborhood.

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    6 m
  • How I Turn Around a Struggling Scrum Team in 90 Days
    Dec 18 2025

    How I Turn Around a Struggling Scrum Team in 90 Days

    People often assume you can “fix” a struggling Scrum team by tightening ceremonies, updating Jira / Azure Devops, or pushing velocity. It’s a nice idea, but it’s not real. Teams don’t turn around because you run cleaner standups. They turn around because the system around them becomes clearer, more aligned, and more stable.

    After coaching and leading delivery teams across banks, telcos, utilities, airports, insurers, and product companies, I’ve seen the same pattern repeat. A real turnaround takes time. Ninety days is the right horizon. Not because teams are slow, but because real change happens in stages.

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    8 m
  • Why Teams Matter More Than Ever for Innovation - Mike Cohn
    Dec 17 2025

    Why Teams Matter More Than Ever for Innovation - Mike Cohn

    A few years ago, I worked with a product team that was stuck.
    They were smart, experienced, and deeply committed to building something meaningful. But despite their talent, their work felt...flat. They were completing tasks, but they weren’t creating anything truly innovative. They weren’t challenging each other’s thinking. They weren’t imagining possibilities beyond the obvious ones.
    Then something shifted.
    During a planning meeting, someone asked a question that reframed the whole discussion: “What problem are we really trying to solve?”
    That question sparked a debate — a lively one — and within minutes, the room was buzzing with ideas none of them had considered before. They envisioned possibilities, challenged assumptions, pushed each other, and built on each other’s thinking. By the end of the meeting, they had the beginnings of a breakthrough.
    What changed?
    Not the people. Not the tools. Not the process.
    What changed was the team, acting like a team again — sharing purpose, curiosity, and creativity.
    And that’s when I was reminded of a simple truth:
    Real innovation happens when people think together.

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    9 m
  • The Secret Ingredient Every Agile Team Needs
    Dec 16 2025

    The Secret Ingredient Every Agile Team Needs

    I still remember the sprint retrospective that changed everything.

    One of our quietest developer, had been silent for three retrospectives straight.
    But this time, she raised her hand. “I think our deployment process is broken,” she said, her voice barely above a whisper. “And I have an idea to fix it.”

    The room went quiet.
    In my previous teams, this would have been the moment when someone senior would have shut down the conversation with a dismissive “We’ve always done it this way.”
    But not here. Not anymore.

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    6 m
  • 5 Agile Project Management Red Flags That Scream “You’re Doomed”
    Dec 15 2025

    5 Agile Project Management Red Flags That Scream “You’re Doomed”

    🚩 Red Flag #1: Nobody Knows Who Owns What

    🚩 Red Flag #2: The Plan Lives in Someone’s Head

    🚩 Red Flag #3: Deadlines Keep Moving… And Nobody Knows Why

    🚩 Red Flag #4: Meetings = Group Therapy

    🚩 Red Flag #5: “We Don’t Have Time” for Risks

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    8 m
  • Light The World - Giving Machines
    Dec 12 2025

    Light The World - Giving Machines

    🌟 The Red Tag That Changed Everything

    A Short Story Inspired by the “Light the World” Giving Machines

    Emily had passed the red Giving Machine twice already that afternoon.

    Once on her way into the mall for Christmas shopping, once again as she hurried out with bags on both arms. People were gathered around it—smiling, taking turns, scanning cards. It looked like a vending machine, but instead of candy or soda, pictures of goats, clean water kits, school supplies, and warm blankets flashed across the screen.

    She wanted to stop.
    She also wanted to pretend she didn’t see it.

    Money was tight this year.
    She had three kids at home, a car that always needed something, and a December calendar full of expenses. “Maybe next year,” she whispered to herself.

    But right as she passed for the third time, she felt a tug at her coat sleeve.

    “Mom,” her son Noah said, breathless, “can we look? Just look?”

    She hesitated—but something in his face softened her worry. They walked slowly up to the Giving Machine together.

    Noah’s eyes grew wide.

    “Mom! You can buy a chicken for someone! Or shoes! Or medicine! Or… a whole WATER well?!” His voice was full of amazement, the kind that only eight-year-olds can summon.

    He pointed to a $5 option—a hygiene kit.

    “Someone could really use that, right?”

    She nodded. Someone could.

    Noah dug into his pocket and pulled out a crumpled handful of coins and dollar bills. His allowance from the week.

    “Can I give mine? I want someone to feel good today.”

    In that moment, something inside Emily melted.
    She could give. Maybe not a well. Maybe not livestock. But she could give with her son.

    Together, they tapped the screen.
    A small card printed at the bottom: “1 Hygiene Kit – Donated.”

    As the card slid into the tray, Noah held it like a treasure.

    “Mom,” he whispered, “We actually helped someone.”

    Emily swallowed hard.
    The mall suddenly felt brighter, the world warmer—not because she’d spent money, but because she’d witnessed her child discover the joy of giving.

    They walked out hand-in-hand, bags swinging, hearts full.

    That night, before bed, Noah taped the little red donation card to his bedroom door. Beneath it he wrote in shaky letters:

    “Next year: a chicken.”

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    7 m
  • Definition of Done - More Than Just a Checklist
    Dec 11 2025

    Definition of Done - More Than Just a Checklist

    After one too many release debates (and a few emotional retros), I realized the problem wasn’t our process — it was our definition.
    “Done” meant 10 different things to 10 different people.
    Developers meant “code merged”.
    QA meant “tests passed”.
    Product meant “feature shipped”.
    Ops meant “logs don’t scream”.

    So I built a checklist — not to create bureaucracy, but to create peace.

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    6 m
  • Why Does Everything Take So Long To Finish? - Mike Cohn
    Dec 10 2025
    We’re doing Scrum. Why does everything take so long to finish?For many teams, delivery bogs down because of the way individuals approach the work itself.Most teams are still working in a sequence: one person finishes their part, hands it off, and then the next person begins. Designers wait for analysis to finish. Developers wait for designs. Testers wait for the code to be done. Everyone’s optimizing for their own efficiency — but the team as a whole slows down.That might feel to individuals like the “right” way to work, but it comes with real costs: Mistakes go unnoticed until late in the process — and keep happening until then.Too much work is started toward the end of the sprint, creating bottlenecks and delays, which means features take longer to reach your users, and feedback takes longer to reach the team.Time to market, or time to value, is extended.Even when teams are doing “agile” on the surface, these large handoffs are the opposite of how an agile team works.To deliver value quickly, team members have to learn to stop waiting for someone else to finish before they start–in other words, they need to overlap work.When one type of task looks like it’s dependent on another type of task, teams accustomed to overlapping work find ways to begin the second task before the first is completed. Coders start coding while the designer is still designing. Testers start creating tests even while the coder is coding.Why do teams cling to this outdated way of working?When teams first try working this way, many team members resist it. They’re used to holding on to their work until it’s perfect and “ready.” They might find the idea of overlapping work to be too messy and inefficient.Consider, for example, a tester. To be as efficient as possible, this tester would like to begin testing only after coding is complete. To test any earlier risks repeating work by re-running, or even re-designing, tests.What these team members need to realize is that optimizing for the efficiency of any one role prolongs the amount of time it takes to complete each new feature. Overlapping work is key to working in an agile way.For example, imagine that a developer is building a search results page for an eCommerce site. The page allows users to filter results by product attributes such as size, color, and more. Results can also be sorted by price, popularity, rating, and so on. If a programmer develops all of that before handing it over to a tester then no work has overlapped.If, however, the programmer handed it to the tester in pieces then testing could overlap with programming. The programmer could, for example, provide the tester with a version of the page without filtering or sorting. While a tester checks that, the developer adds filtering by size. Then color. Then sorting. The work overlaps — and everything moves faster.Two simple ways to encourage this way of working:Ask teams to shrink task size. Breaking big tasks into bite-sized pieces makes it easier for roles to overlap and collaborate. As handoffs get smaller, collaboration gets easier.Try swarming. Swarming is an extreme form of overlapping work that helps teams learn to let go of a “my work, your work” mindset and sequential “finish-to-start” mentality. When a team swarms, the whole team focuses on just one (or maybe two) items at a time.I’m not suggesting swarming as a long-term solution or the optimal way to work. It’s a temporary, artificial constraint on work in process designed to force teams to find new ways to collaborate and move faster together. The goal is to remove the limit later, and have team members continue to apply the lessons they learned when they were forced to over-collaborate.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/
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    12 m