Good leaders provide enough management oversight to give a clear and coherent idea of vision and purpose, but not to the extent that they micromanage. They ensure employees have the information they need to make good decisions, and then step back to let the good decisions happen.
Use anything that allows you to take the abstraction of “work I have to do” from inside of your head and put it in front of your eyes. There are no sanctioned steps, no official kits, and no certifications. You just have to be able to get your Personal Kanban into a place where your work is accessible and obvious.
This seemingly minor disconnect causes all sorts of problems. It’s difficult to plan for what you don’t understand. I’ve seen team members at each other’s throats simply because they all had a slightly different idea of how the team collectively created value. Since they couldn’t agree on how their team worked, everything they did was based on a slightly different context. This meant there was always something slightly (or not so slightly) off with their planning.
With its tendency to seek out patterns to process meaning, the brain becomes preoccupied with missing pieces of information. Unfinished tasks vie for our attention, causing intrusive thoughts that ultimately impede productivity and increase the opportunity for error.