Kathy Creaner

SharePoint eSignature is getting a big upgrade. I think SharePoint eSignature is a great option, but up until now it has had a really significant functional limitation versus a competitor like DocuSign, it was limited to only three very specific fields to collecting information from signers. If you needed something extra - as many signing scenarios do - you'd be out of luck with this solution. Now though, rolling out between October and January, eSignature requests created in Word will be able to include free text fields. For the first time you'll be able to define what you want to capture on your request outside of the three provided default fields. I'll link to my video summarizing SharePoint eSignature in the comments, but this is a quick overview of where you might, or might not, find this feature attractive: ✅ If you have a low volume of signature requests distributed across a team, SharePoint eSignature's per document versus per user pricing can be attractive versus mainstream competitors. ✅ If you want signature requests fully integrated into Microsoft 365 (or you can also optionally integrate Adobe Sign or DocuSign similarly if you are licensed for these) ❌ You require more complicated templating or signing scenarios than eSignature can handle, platforms like DocuSign are much more sophisticated here. ❌ You need eSign automation. Right now SharePoint eSignature requires user intervention to work. I hope bringing this tool to Power Automate is at the top of their product roadmap (nothing on the M365 Roadmap about this right now). Until the end of 2025 you can try SharePoint eSignature out for free if you have PAYG activated in your tenant. See the link in the comments for more info. See MC1152319 in the Microsoft Message center for more info. ❓ Have you tried SharePoint eSignature yet? Does this new feature make it fit better to your situation? Or are there other features you're still waiting for? 🖼️ original image from Microsoft 365 message center

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Strong communication isn’t about saying more. It’s about saying the right things, in the right way. In technical organisations, clarity isn’t a soft skill. It’s a multiplier. But even experienced leaders and experts fall into habits that muddy their message, especially under pressure. I see it in presentations, project meetings, 1:1s: - Praise that’s too vague to land - Boundaries that blur - Feedback that confuses more than it helps That’s why I made the list below with 6 communication habits to drop, and what to say instead. ✅ Clear. ✅ Respectful. ✅ Actionable. Because when you speak with clarity and calm, people listen, and follow. 👇Which one do you catch yourself saying? Let’s hear it.

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Ever had a project that looked “done and dusted”… until it came back to bite you? On paper it ticked the boxes: ✅ Delivered on time ✅ Delivered on budget But the problem is people never actually adopted the new ways of working. In fact, many quietly reverted back to the old ways. So the change never actually materialised and benefits were never realised. This is why I always take time to: ✨ Bring everyone together to align on the vision and the why behind the change ✨ Look back at previous changes to understand what worked, what didn’t and most importantly, how it made people feel ✨ Ask the harder questions: did we break their trust? Did we listen? Do they feel heard now? Sometimes that’s done in big group sessions. Other times it’s over a 1:1 coffee chats where people often feel more comfortable sharing their real thoughts (and where the blind spots surface). Because before we look forward, we need to look back. The history of change in an organisation is just as important as the future state we’re aiming for. A little kindness and empathy upfront can save you from the headache of untangling the mess later, when you thought things were going smoothly but, in reality, they weren’t. Never assume you know all the answers. Make time. Ask questions. Create safe spaces. That’s how you build solutions people will actually use and change that actually helps you move the needle in the right direction for the organisation.

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Agile Shmagile! I was inspired by this podcast to talk about why we are (generally) so bad at Agile project/product management in Government! Podcast: Digital Directions – What next for councils? https://lnkd.in/ehqV-vhR Catherine Howe (Chief Executive, Adur & Worthing) and Kit Collingwood (Chief Digital Officer, Royal Borough of Greenwich) share some of the best advice I have heard in a long time and the whole thing is worth a listen but there is one particular bit that rattled about in my head for days (listen from 17:40) 👂 And you guessed it - why are we not so brilliant at doing agile in government? Using their discussion as the source of knowledge as well as my own experiences I can summarise our understanding and experience like this: So why is it not working well? 🧱 Agile methodology is often misunderstood, and through evangelism can become incredibly ridged and not agile at all. 🏅 The power of Agile isn't really in being the best scrum master the world has ever seen, it is about effective trusted team dynamics and shared purpose. 💪 Agile requires a lot of autonomy, without which it cannot function, but with too much it can create silos and a team that works in a bubble that isn't effective across the organisation. 🤖 To work in Government you need to speak the language of government to be trusted, we value human connection far above cool jargon. ❤️ Agile is culture not technology, fixing all of the above would be a waste if you aren't in an organisation that can experiment and get things wrong without blame. Agile can feel really messy. So what do I recommend as a leadership approach to embracing agile in government? 🦸 Build multidisciplinary teams that focus on psychological safety and genuinely understanding that each other’s professional perspectives are the true superpower. 🦊 Curiosity and humility are essential. Agile thrives when teams are empowered to learn from each other, not just follow rigid frameworks. 🚀 Autonomy matters, but not at the cost of collaboration. Agile teams must be part of the organisation, not operating in silos. 🔬 Digital maturity means moving beyond cult agile and into embracing flexibility, experimentation, and human-centred design. How mature is your agile practice? Is it cultural or procedural? Do you recognise any of what I have written here or have very different experiences? Local Government Association

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