That’s why we use context mapping before each sprint — a method that has worked for us time and time again. It’s based on the premise that people are experts of their own experience and through photos, icons, colors and phrases they can express their latent needs and tacit knowledge. As such, it helps you to find the answers to questions you didn’t even know existed.
Keeping performance levels up requires a lot of work. You’ll need to constantly boost morale, you’ll need to focus on the right types of environments your team needs, and provide those. If the team needs offices or cubicles, get them offices or cubicles. Set specific break times and stick to them. Get people out of the office. Go for a hike or play water polo. If someone’s computer isn’t working, buy them what they need. Touch base, talk a lot. Praise often, in public. Focus on the positive. Be brave enough to meet the negative head on and devise solutions as a team. Have family over, set up family events and be welcoming to the people who take care of and support your team when they’re not at work. Have a pet day. Have a bring your kids to work day. All of these things actually matter. They will push your team to work harder and develop a support network at home by enriching the lives of the team and promoting health and happiness. A high performing team balances work and life appropriately.
…f the team. In the end it will be the customer who suffers, and they’re the ones who pay the bills. So now because you live by a code of setting high expectations and delivering viability, you’ve made the two most important groups of people in the life cycle of your product, lose trust in you. Wow.