Metrics
Derek Huether
Most Important Metric for an Enterprise

As an executive, you will be faced with the choice to do the pivot (if you can) or persevere (if you have no other choice). This will lead to a series of “bets”. You lead with a hypothesis that the things you change will allow you to operate at pre-event levels. But, how long will it actually take for you to validate your hypothesis and have a bet pay off with pre-event levels? If you run out of time to figure it out or run out of bets you can place, then you either lose your standing in the market or worse risk going out of business.

Derek Huether
How to identify dependencies with Tableau and ...

Regardless of the organization or institution, there will always be dependencies. The larger the organization, the greater chance of the existence of dependencies.
This template is available for download from Tableau Public

Video
Derek Huether
Value Stream Management

In the following interview (both video and audio), Dave Prior and I explore why Value Stream Management is so important, how it works, the connection to Value Stream Mapping, and how you can get started with it.

Derek Huether
Key Performance Indicators (KPIs)

Key performance indicators (KPIs) are metrics that are used to evaluate the performance of an organization or individual. They are used to measure progress towards achieving specific goals or objectives and to determine whether an organization or individual is meeting their targets.

Enterprise Insights, Jira Align, Metrics, Tableau
Derek Huether
How Atlassian Jira Align Supports Flow Metrics

I keep getting asked, does Jira Align support Flow Metrics, as defined in the Flow Framework and SAFe? The short answer is yes. If you believe these metrics will help unlock the potential of your teams, use this community post to see working examples of Tableau reports I have created using Jira Align and Enterprise Insights.

How Atlassian Jira Align Supports Flow Metrics

Resource Management

Seven Leadership Styles

Leadership Recently, I've been re-analyzing different leadership styles of those in power of my former and current organizations.  I originally covered this subject back in 2008 after reading a book on the subject.  Regardless as to how I apply myself to my subordinates or how superiors react to me, everyone can be aligned with one of seven leadership styles.  Sure, I'll hear debate that there are 6, 4...  I believe this (alphabetically sorted) list covered the basics.

  1. Autocratic - To make a decision without input from others.
  2. Coaching - To provide instruction to others.
  3. Consensus - To problem solve by a group as a whole.
  4. Consultative - To invite others to provide ideas.
  5. Directing - To give authoritative instructions to.
  6. Facilitating - To coordinate or expedite.
  7. Supporting - To provide assistance during the process.

I've been in the position where those above me in the org chart were very autocratic.  We've all been there and I'm happy that situation is in my past.  Having a consensus is not always the correct answer either.  When you open the decision to be made by a group, in order to make everyone happy, you commonly just agitate everyone. Sure, leading by committee can work for some companies but I've never seen it work really well for an individual.  Make your own decisions.  I would recommend doing more directing at the beginning of a project.  Do more coaching, facilitating, and supporting later.

Managers are those who need to do things well.  Leaders are those who need to do the right thing.  For the most part, I agree with the list.  But, on the grand scale of things, I think other interpersonal skills are more important.  Both effective decision making skills and being influential come to mind.

So, what do you think?