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Think of the rhy thm of results in term s of daily, weekly, and m onthly results. Use The Rule of 3 to accom plish three m eaningful results each day, each week, and each m onth. The results add up fast. Most im portantly, it’s a very sim ple way to fram e out results. Rather than get caught up in the details, it’s easy to step back and think in term s of three item s. Then, whether y ou’re looking at a day, a week or a m onth, y ou can quickly look at the bigger picture. For exam ple, the three results for the m onth are at a m uch higher level than the three outcom es for the week, which are m uch higher than the outcom es for each day. It’s a quick way to traverse a lot of action that’s spread over tim e while not getting bogged down in the tasks them selves. It’s an increm ental sketch of y our results, rendered daily , weekly , and m onthly .

In Summary

Invest y our tim e and energy across y our Hot Spots.

The Life Fram e is a set of Hot Spots for life: m ind, body, em otions, career, financial, relationships, and fun.

Monday Vision, Daily Outcom es, Friday Reflection is a pattern for weekly results. On Monday s, identify three key results y ou want for the week.

Each day , identify three key results y ou want for the day . On Friday s, think of three things going well and three things to im prove. Factor action from reference inform ation.

Design y our weekly schedule so that y ou m ake tim e for what's im portant and y ou balance across y our Hot Spots.

Chapter 3 – Values, Principles, and Practices of

Agile Results

In This Chapter

Learn the key values of Agile Results. Learn the key principles of Agile Results. Learn the key practices of Agile Results.

The foundation for Agile Results is a set of 10 values, 10 principles, and 12 practices. One way to think of the Agile Results approach is that it’s an iterative and increm ental sy stem for producing results in y our life. Rather than big, up-front design, it’s about paving a path and finding a way forward. Agile Results is optim ized for responding to change. It’s a flexible sy stem that y ou can tune or tailor as needed.

The values provide insight into how I shaped Agile Results into a sy stem , including the trade-offs I m ade. The principles are guidelines. Whenever I com e to a fork in the road, the principles help m e choose a path. The core practices are a sim ple set of m ethods and techniques for im plem enting Agile Results; they transform the principles and values into action. The supporting practices (found in “Cheat Sheet – Supporting Practices Defined”) provide additional tools for success.

You don’t have to adopt all the practices at once. Agile Results is flexible. Sim ply adopt the practices y ou need. And y ou can adopt them one at a tim e. A m inim al im plem entation is sim ple. Use The Rule of 3 to decide three results y ou want to accom plish today. Dedicate laser-like focus to achieving these three results. If y ou find y ourself distracted by another focus, ask y ourself whether that should be the next best thing to do. If so, perhaps y ou should swap it for one of y our initial three results. If not, consider resetting y our focus to one of the three which y ou’ve defined as the m ost im portant outcom es of the day. These three are either the m ost im portant outcom es for y our day, or they ’re not. It’s y our call. Next, adopt the Monday Vision, Daily Outcom es, Friday Reflection pattern: use Monday Vision to define three outcom es for the week; focus each day on three Daily Outcom es (m any of which will drive y our three weekly outcom es); and use Friday Reflection to analy ze what worked and what didn’t. Adopting this pattern, y ou have a m eans for achieving daily, weekly, m onthly, and y early results. Next, adopt the Hot Spots. Though Hot Spots are an integral part of Agile Results, y ou don’t need to pay full attention to them to get started. As y ou establish a rhy thm of results, im prove y our rhy thm by adopting new practices, learning y our own strengths and weaknesses, and m aking adj ustm ents which work best for y ou. Indeed, it’s a lifetim e pattern for results and success.

10 Values

Values set the stage. Values are a way to help m ake trade-offs when there are a lot of options and possibilities. An effective sy stem uses values to help guide and identify relevant principles and practices. Here are the key values in Agile Results:

1. Action over Analysis Paralysis. Taking action is the best antidote for analy sis paraly sis. Rather than over-engineer or try to figure out every thing up front, start taking action. Your results will inform y our thinking, and y ou can change y our course as needed.

2. Approach over Results. You can’t control y our results. You can control y our attitude, actions, and response. Use y our results as a gauge and for feedback. 3. Energy over Time. Focus on keeping y our energy strong. You’ll get m ore done in

one power hour than throwing lots of hours at a problem when y ou j ust don’t have the energy. In addition to eating right, sleeping well, and working out, the key to energy is following y our passion and living y our values.

4. Focus over Q uantity. It’s not about doing m ore. It’s about focusing on the right things. Focus is y our force m ultiplier.

5. G ood Enough over Perfection. Don’t let perfectionism get in the way. It’s better to produce som ething that y ou can im prove or iterate on, than to continuously block y ourself while striving for perfection.

6. G rowth Mindset over Fixed Mindset. A growth m indset m eans that y ou can learn and respond. A fixed m indset m eans that y ou think som ething was born that way and won’t change. By adopting a growth m indset, y ou help avoid learned helplessness. You also pay m ore attention to y our situation and feedback. You also becom e m ore flexible in y our approach. This flexibility is y our key to results. It’s how y ou will im prove over tim e.

7. Outcomes over Activities. Spending m ore tim e or doing m ore things isn’t a good m easure of productivity. Results are the best m easure. By focusing on y our results instead of y our activities, y ou can place value on where y ou spend y our tim e. By getting clarity on what y ou want to accom plish, y ou can be flexible in y our approach.

8. Strengths over Weaknesses. Spend m ore tim e in y our strengths than in y our weaknesses. Rather than spend all y our energy im proving y our weaknesses, spend y our energy m axim izing y our strengths. You’ll get m ore pay back. If y ou do work on y our weaknesses, then focus on reducing y our key liabilities.

firm foundation. You can experim ent m ore. When y ou get off track, y ou have som ething to fall back on or to turn to when y ou need it. By having a sy stem for the basics, y ou can m ove y ourself up the stack and autom atically invest y ourself in higher level m atters. Most im portantly, y ou free y our m ind by having trusted places to look and a trusted process to fall back on.

10. Value Up over Backlog Burndown. Rather than j ust work through y our backlog, think in term s of creating value. This can be value for y ourself, other people, or y our em ploy er. This is a value-up strategy. By thinking in term s of value up, y ou get in the habit of asking, “What’s the next best thing to do?”