Growing

Articles and guidance on how to use incremental improvement to build a team’s superpowers. Inspect and adapt approaches to being better each day.

Tools and techniques to help run each client project more smoothly and successful than the one before.

There are 33 posts filed in Growing (this is page 1 of 7).

Three hours to trialling new ways of working

The premise of all my work is impact. Agencies look to me for swift solutions to urgent problems. There is rarely time available to building rapport with a team. I have to build trust rapidly as I go.

And that’s not a simple challenge. The approach isn’t possible without a minimal level of trust, but I’ve yet to justify specific time for trust building.

How quickly can I get from meeting a team for the first time, to having their commitment to experiments aimed at improving shared ways of working?

It’s been an interesting challenge finding out.

I’ve used a similar approach a few times now when meeting a new team. I’m putting it out in the world as another opportunity to review it for potential improvements, and to open it up to feedback from those who have relevant experiences and insights.

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Why agency teams hate retrospectives – and what to do about it

Most agency teams hate retrospectives. The hour or more spent reviewing the sprint or project they’ve just completed doesn’t do what it promises, and the delivery team can often think of 100 better things to use their time on.

I realised this several years ago. Retrospectives are about a team inspecting current ways of working and adapting them to remove the failures or impediments, but who they’re not great for is:

  • Agencies who change teams around often (dynamic teaming / fluid teaming)
  • Teams who haven’t worked together long
  • Teams who haven’t experienced success at improving their own approach to work

Even when the session goes well, the outputs of retrospectives are often unwieldy, badly defined and so nobody wants to take ownership of the actions.

The actions themselves are never as important as the endless billable work, and so nobody encourages the changes to happen — unless something falls over / fails badly.

The alternative is the micro retrospective. It helps teams who aren’t currently achieving ongoing improvement to dip their toe in the water and experience success with it.

They may then move on to a more detailed form of ongoing improvement once they build the muscle up.

I wrote more about micro retrospectives on the Agency Tactics Substack. I’d love to know what you think.

Stop Calling Everything Priority One: How To Choose What Really Matters

A graph showing the increasing 3P% over the course of 9 increments/weeks

In agency life it’s easy for every brief to arrive stamped urgent. The problem is simple. When everything is top priority, nothing is. In my latest Agency Tactics post I unpack why false urgency burns teams out, dilutes impact, and quietly kills growth.

I share a simple way to sort the real needle‑movers from the nice‑to‑haves. Think clear scoring, hard WIP limits, a visible kill list, and the courage to say no. The goal isn’t to slow down. It’s to channel speed into the few bets that actually move revenue, retention, or runway.

Want the framework, examples, and templates? Read the full post here:
Every project cannot be a top priority

Moving towards Working in the Open

It’s time to share more about my journey. I’m going to move cautiously towards working in the open.

In 2017 I was looking for my next challenge. Having run software agencies and built SaaS tools, my experience even to this day has predominantly been where humans meet technology. It’s a place I know and work well.

I’d also been involved with delivery teams throughout my career. Often leading them and regularly mentoring and supporting individuals.

The needs of the different roles I’d had meant I had become experienced with Agile, certified as a Scrum Master and had worked as a coach and facilitator.

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