What could labels do for you?

For years, I’ve stuck to a simple mantra when my teams embark on something new: “Don’t name it.” The underlying premise was clear: Naming a process (the most common case for me) could lead to rigid adherence to prescriptive procedures. Whether it was about Scrum, Kanban, or Agile, I believed that empowering teams with values and encouraging creativity would yield better results. After all, a process crafted by the team, for the team, tends to be better understood and more readily adopted. Recently, though, I had a moment of reflection. While listening to the “Founder & CEO” podcast, Mike and Patrick emphasized the importance of defining the market and achieving market fit. I found myself completely agreeing with them, and It struck me: Why was I open to labeling and segmenting the market for a company, yet resistant to naming the processes I wanted my teams to follow? After some introspection, I arrived at a convincing answer. Here’s my perspective:

  • Define a Label:
    1. When you’re aiming for a specific target and need clear boundaries, labeling is essential. By attaching a name and description, you create a framework that helps the team stay within those boundaries. It’s akin to following a script or procedure.
    2. If you want predictability and a well-defined path for the team, consider giving your process a label. For instance, if you’re all in on Scrum, hand out the Scrum guide and move forward.
  • Skip the Label:
    1. Sometimes, you want to challenge your team and grant them the freedom to explore. In these cases, skip the name. Provide guidance, but allow room for discovery.
    2. Encourage your individuals/team to create processes that make product delivery predictable and teamwork transparent. Let them evolve and mature into what works best for them.
In summary, it’s not about being dogmatic either way. Instead, consider your goals: Do you need precise boundaries or creative freedom? Tailor your approach accordingly. Whether you name it or skip the label, the key lies in aligning the process with your team’s unique context and needs.

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