An Agile mindset, and its various product development practices, are becoming more recognized for the value they offer. Many believe that these only apply to software development, never to marketing, HR, high school courses, weddings, and other team endeavors. But if you need to accomplish specific goals, based on changing needs, while protecting budgets and beating deadlines, they do.
Go Time Agile is offering a one-day comprehensive training, across North America, to understand and apply Agile practices in a variety of fields. One workshop will happen in San Jose, CA.
There are many reasons. Above all, they have brilliant ideas and keep executing according to their values and mission: building an interconnected world of skilled advocates and talent seekers. Growth pains now, for sure, but with a CEO like Jeff Weiner and a VP of Leadership like Fred Kofman, the ever-expanding ship is in good hands.
Three things strong leaders do well: they are clear about their company's vision, they are brave, and they are effective communicators.
Well, not always. Sometime we do say the wrong words, but we aways provide the body language and facial expressions that convey our real meaning. And often we are not aware, or choose not to think about it. Not enough time, low priority. Thus we acquire and entrench some bad habits that diminish our impact in meetings and on teams. Our personal brand gets fixed with some unpleasant impressions.
In mindful communication, we know when we are in the moment, we're actually there with the other person: very key for a leader in a 1-1 meeting with a team member. These are exactly the moments that define our leadership quality. A few minutes being there, listening, with an open mind, willing to learn, can turn a stressful discussion into one that fosters collaboration and progress. And yes, practice is the goal, not perfection.
In The Mindful Leader, Michael Carroll observes, “The wisdom of seeing is our ability to glimpse reality. Because we are first open to our experience rather than obsessed with imposing our opinions, we bring a fresh and unbiased mind to whatever occurs.” And we build trust. Carroll encourages quieting our minds in reflection, regularly, so that we know when we are really here.
Having been steeped in a systematic approach to the design and delivery of learning experiences, I appreciate good analysis. Especially when that upfront analysis clearly shows that motivation, not training, is the issue. In the past few years, like many others, I have also become fascinated with the project management mindset, Agile, and its many methods, the most popular being Scrum. Success in moving to an Agile management approach lies in the willingness of leaders to adopt the mindset and endorse the methods.
One of the best discussions of the many issues involved comes from Pollyanna Pixton and her partners at Accelinova: “The Agile Culture.” You’ll find detailed guidelines of how to succeed in getting projects completed that delight customers and inspire teams to collaborate, through trust and ownership. Let the team focus on users and quick feedback, to correct the course, rather than adhere to a plan based on a reality that changed dramatically.
If you’re looking to improve your team’s impact on the business, I highly endorse the Rocket Model, by Curphy and Hogan. I’ve seen complete engagement from leaders as they learn directly from their team about how well they collaborate to achieve their goals, or not. This system provides takeaway guidelines for leaders to use in strengthening their team’s performance, based on practical criteria. Moreover, it’s very cost effective, and more manageable than most of the higher-priced solutions on the market. I would enjoy introducing this model and its immediate benefits to you!