Category Archives: culture

Towards a Culture of Leadership: 10 Things Real Leaders Do (and So Can You)

This article is adapted from a session proposal to Toronto Agile Conference 2018.

Leadership occurs as conscious choice carried out as actions.

Everyone has the ability to carry out acts leadership. Therefore, everyone is a potential leader.

For leadership to be appropriate and effective, acts of leadership need to be tuned to the receptivity of those whose behaviour the aspiring leader seeks to influence. Tuning leadership requires the ability to perceive and discern meaningful signals from people and, more importantly, the system and environment in which they work.

As leaders, the choices we make and the actions we carry out are organic with our environment. That is, leaders are influenced by their environments (often in ways that are not easily perceived), and on the other hand influence their environments in ways that can have a powerful impact on business performance, organizational structures and the well-being of people. Leaders who are conscious of this bidirectional dynamic can greatly improve their ability to sense and respond to the needs of their customers, their organizations and the people with whom they interact in their work. The following list is one way of describing the set of capabilities that such leaders can develop over time.

  1. Create Identity: Real leaders understand that identity rules. They work with the reality that “Who?” comes first (“Who are we?”), then “Why?” (“Why do we do what we do?”).
  2. Focus on Customers: Real leaders help everyone in their organization focus on understanding and fulfilling the needs of customers. This is, ultimately, how “Why?” is answered.
  3. Cultivate a Service Orientation: Real leaders design and evolve transparent systems for serving the needs of customers. A leader’s effectiveness in this dimension can be gauged both by the degree of customer satisfaction with deliverables and to the extent which those working in the system are able to self-organize around the work.
  4. Limit Work-In-Progress: Real leaders know the limits of the capacity of systems and never allow them to become overburdened. They understand that overburdened systems also mean overburdened people and dissatisfied customers.
  5. Manage Flow: Real leaders leverage transparency and sustainability to manage the flow of customer-recognizable value through the stages of knowledge discovery of their services. The services facilitated by such leaders is populated with work items whose value is easily recognizable by its customers and the delivery capability of the service is timely and predictable (trustworthy).
  6. Let People Self-Organize: As per #3 above, when people doing the work of providing value to customers can be observed as self-organizing, this is a strong indication that there is a real leader doing actions 1-5 (above).
  7. Measure the Fitness of Services (Never People): Real leaders never measure the performance of people, whether individuals, teams or any other organization structure. Rather, real leaders, practicing actions 1-6 (above) understand that the only true metrics are those that provide signals about customers’ purposes and the fitness of services for such purposes. Performance evaluation of people is a management disease that real leaders avoid like the plague.
  8. Foster a Culture of Learning: Once a real leader has established all of the above, people involved in the work no longer need be concerned with “safe boundaries”. They understand the nature of the enterprise and the risks it takes in order to pursue certain rewards. With this understanding and the transparency and clear limits of the system in which they work, they are able to take initiative, run experiments and carry out their own acts of leadership for the benefit of customers, the organization and the people working in it. Fear of failure finds no place in environments cultivated by real leaders. Rather, systematic cycles of learning take shape in which all can participate and contribute. Feedback loop cadences enable organic organizational structures to evolve naturally towards continuous improvement of fitness for purpose.
  9. Encourage Others to Act as Leaders: Perhaps the highest degree of leadership is when other people working with the “real leader” begin to emerge as real leaders themselves. At this level, it can be said that the culture of learning has naturally evolved into a culture of leadership.
  10. Stay Humble: Real leaders never think that they have it all figured out or that they have reached some higher state of consciousness that somehow makes them superior to others in any way. They are open and receptive to the contributions of others and always seek ways to improve themselves. Such humility also protects them from the inevitable manipulations of charlatans who will, form time to time, present them with mechanical formulas, magic potions, palm readings and crystal ball predictions. Real leaders keep both feet on the ground and are not susceptible to the stroking of their egos.

If you live in Toronto, and you would like to join a group of people who are thinking together about these ideas, please feel welcome to join the KanbanTO Meetup.

Register here for a LeanKanban University accredited leadership class with Travis.


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An Analogy Between a Consultant/Coach and Paratrooper. Information and Adaptability is Key!

“Paratroopers are used for tactical advantage as they can be inserted onto the battlefield from … any location[. This] allows paratroopers to evade emplaced fortifications that exist to prevent an attack from a specific direction”

Excerpted from Wikipedia

I believe there are certain analogies between being a Paratrooper and being an Agile Coach or Consultant, including having strategic objectives, a purpose of infiltration, a sense of opposition, and a goal or cause that you believe in. However, I am not asserting that, a) implementing Agility at an organization is a declaration of war, b) Agility is a tactical warfare technique, or, c) being an Agile Coach or Consultant is synonymous to or nearly as dangerous a job as a Paratrooper.

Having said that, depending on the environment an Agile Coach or Consultant may sometimes feel like they are actually entering a corporate or political war zone. They are often viewed as outsiders posing a clear threat. They are often in the minority. They are often dropped in to unfamiliar territory. They often have incomplete or incorrect information. They are often surrounded by opposing forces. They are often made a target, either passively or aggressively. They often start with plans, but what makes them successful is their ability to adapt their plans and react to situations. In other words…be agile!

Like a Paratrooper, a Coach or Consultant is often “parachuted” or “inserted” in to an organization or foreign group with a specific mission. It is often to provide a “tactical advantage” and doing so helps a Coach or Consultant “evade emplaced fortifications [well established norms or strong opposition] that exist”, so they can get the job done from the inside and with less opposition.

A Paratrooper should always enter the field with a good understanding of the landscape, environment and situation. Similarly, a Coach or Consultant should also become familiar with the working environment and culture they are about to interface with. Without critical information both would risk the success of their mission and perhaps more. For a Paratrooper a lack of information could be life threatening, but fortunately the threat is not usually life threatening for organizational change agents.  It just might be professionally damaging to their career as well as others and their business.

 

Perform Reconnaissance

To that effect, I believe if you are a Coach or Consultant then you should still perform advance research for your intended mission in order for you to be successful, provide value and create an opportunity for learning and improvement. This means you will need to have conversations with both the leadership of their target (organization) and also with the people doing the work. Here’s why.

Leadership (usually the “paying customer” is management in the organization) should have specific and measurable outcomes they want achieved, and it is critically important for you to identify what those are up front and how they are expected to address their business problems. Meanwhile, the employees (usually the workers or teams) are often directly associated with and intimately familiar with the true needs and system issues, so you must also become familiar with their understanding for perspective. Unfortunately, the first battle is often that workers and their leadership do not align on their expectations and outcomes, and without their alignment you have little hope of true customer satisfaction and helping them collectively solve their real business problems.

As such, to manage expectations and increase chances for success it is critically important for a Consultant or Coach to investigate and identify both the needs of the leadership AND the needs of the employees, and then work to align them before any substantial work takes place. The best approach is to have face-to-face conversations with all the leadership and employees but that can take considerable time in a larger organization. So how do you get a realistic pulse of the company without talking to absolutely everyone?

 

Assess the Team

If the team(s) are using Scrum as a framework then one option is to use a Scrum team assessment tool like Scrum Insight. This tool provides objective coaching advice tailored specifically to a Scrum team as it is designed to detect how aligned the team is to Scrum practices and methods. The free version of this tool provides access to the basic report which contains the team’s overall scores, a “quick win” recommendation that identifies and provides suggestions that can be made to provide the biggest improvement on the team, and a list of support resources. The paid service provides everything in the basic report as well as a detailed Scrum Score Card, a Team Environment Score Card, a relative industry ranking, other education and support resources available for consideration, and it is usually followed up with a personal call to provide you with detailed explanation on the results.

Here is a sample Team Environment Score Card from Scrum Insight. Detailed descriptions for each bar/category are provided in the report:

SI Team Environment Score Card
Scrum Insight – Team Environment Score Card

 

Here is a sample Quick Win Report from Scrum Insight A more detailed description is provided in the report, and it is tailored to the team’s specific challenges and opportunities.

Scrum Insight - Quick Win
Scrum Insight – Quick Win

 

If you would like more information, you can also view a full sample report from Scrum Insight.

 

Assess the Organization

Another option is to conduct a REALagility assessment – either for a team, a group or an entire organization. The assessment is a 10 minute online survey conducted by every individual, and it is designed to uncover the misalignments between what leaders think and what employees think in an organization. The resulting report reveals the soul of the current culture, and it is grounded in real, actionable data to improve on the problem areas unique to the organization. As a Consultant or Coach these insights can be invaluable in helping you prepare for the engagement, identify opportunities, create alignment, and elicit real, meaningful and sustainable change for the organization.

Here is a sample diagram from a REALagility assessment, showing the relative rankings for an organization around five cultural measures. Detailed descriptions and insights for each cultural score are provided in the report.

Real Agility Assessment - Cultural Scores
Real Agility Assessment – Cultural Scores

 

Conclusion

In summary, I find it immensely helpful to “arm” myself with information prior to a Coaching or Consulting engagement, and these tools have been pivotal in filling that gap. Having early access to information such as this enables insights that might otherwise not be detected until I am on the ground helping the individuals, teams, and leadership tackle their business problems, which saves time, frustration, and money. An additional advantage with leveraging these electronic evaluations is that they provide an opportunity for people to provide ideas, feelings, agreements or disagreements that they may hesitate to share in a face-to-face interview.

There are certainly other tools that are designed to provide insights and information, but I’ve chosen these two because of my familiarity with them, and because of their effectiveness.

Of course, I would never replace good, valuable conversation with tools or data, but I do find these tools provide additional contextual information that further enables me to ask the right questions and have the right conversations early in an engagement. Finally, these tools can also be used as a benchmark for comparison of progress after a period of time has elapsed, which allows you as a Coach or Consultant to measure and be accountable for success.

 

Main Image – Paratrooper

Public Domain Image

http://www.acclaimimages.com/_gallery/_pages/0420-0907-2418-1546.html

Stock Photograph by Department of Defense Public Domain

Image Number: 0420-0907-2418-1546

 

 

 

 

 


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What Should Companies Focus on to Grow?

By David Vicentin

Nowadays, one of the buzzwords in companies is growth. Companies want to be better today than yesterday, and tomorrow even better than today. But the challenge itself is not the need for growth rate. The challenge is related to how to achieve continuous and sustainable growth over the years in a scenario which constantly changes.

Several studies have been done analyzing the sources of growth, especially related to companies and countries. Centuries ago Adam Smith, David Ricardo, Thomas Malthus studied the elements which can influence growth in countries. These studies provided very rich knowledge when applied to companies of different sizes and industries.

It’s interesting to see how people explain growth. If you ask a company leader “What do you need to grow?” the answer might be “New investments.” If you ask “What kind of investments?” most will answer “New equipment.” If you want to be more specific and ask a colleague what should be done to increase sales, production or profit, he may respond “Buy new technology.” “Equipment or technology” may be correct, but it represents only one component of the answer.

Growth can also be explained based on the variables of Physical Capital (K), Labour (L) and Technology (T). So the idea behind this approach is a formula as represented below in which Y represents the results for each company in terms of revenue, output or even profit.

Y = f(K, L, T)

That means that a company output is influenced by different variables and not only technologies. The interesting point about this reflection is that one answer will not solve everyone’s problem. For over 15 years, working in different industries, my team and I were able to increase companies’ results 90% of the time, with ZERO investment in new technologies. So, what’s the miracle?

The answer is People. The eyes and expertise of a Consultant or a Coach can help your company, in a short-time frame, identify opportunities to increase productivity, quality, and much more. If we take a closer look at the Labour part above, we can identify new sources of growth. For example, labour can be seen not only as how many people you have under your organization but it MUST include knowledge acquired over time. Ask yourself: how is your team expanding their knowledge and understanding of methods and techniques over time? There are different ways of learning and once you create a learning organization you’ll start to benefit from it.

And if you’ve achieved the desired results, what’s next? Sustain the results. Whether the environment changes or not, it is important to have the right people (with the right knowledge) to respond properly to those variations. Training and “learning by doing,” as Agile proposes, can be very useful strategies to achieve long-term results.

In summary, growth is possible when you have the knowledge to achieve it. Consult experts and engage people toward your purpose and you’ll see the results.


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Consulting and Coaching – An Exploration

We occasionally see people confusing the terms “consultant” and “coach”. Some people tend to use those terms interchangeably while other people see them as distinct. I believe a consultant and coach normally serve two different purposes, however I also recognize the overlap in their abilities and responsibilities that may often lead to the confusion.

To me, a consultant is a referential expert who understands a particular domain or field. They are often brought in to observe and provide domain expertise and knowledge, and it is usually conducted ‘on site.’ A consultant typically provides specific directives, recommendations, suggestions, data or case studies to help their client (company or individual) make informed decisions and avoid pitfalls that might otherwise not be known. They may act as a sounding board to a company’s expressed needs and offer specific guidance on how to achieve those outcomes.  Typical reasons for bringing in a consultant include but are not limited to a need for a timely or quick resolution, or a need for a single-event decision (e.g. where the knowledge or decision will not likely be needed in the future).

A coach is also a referential expert who understands a particular domain or field. They also are most effective if they are ‘on site’, however their approach differs substantially from a consultant. A coach observes and typically provides guidance and suggestions, but they do not normally give answers. A coach is usually there to help a client realize the answers through exploration and discovery, and in doing so grow the client’s domain knowledge and problem solving skills. A coach will often use tools such as asking powerful questions and reflecting what they are observing back to the client. Anecdotes, examples, data, and parallels may be provided by the coach when they are helpful at providing context. A coach often acts as an agent to help a company grow their own expertise on how to achieve their business needs and outcomes, as well as to continuously improve how they work together, and in doing so become systems thinkers and a learning organization.

Organizations generally will hire either a consultant or coach when they have goals and they need domain expertise to achieve those defined outcomes. These goals may be determined by various factors, such as a wish to grow the company, or a need to respond to disruptions in the business world that make change a necessity. Either way, this usually means the client has a need for more agility, and the consultant or coach can help them achieve those outcomes.

The choice whether to engage a consultant or coach is often a complex one. However, when needs are urgent in a company a consultant will often be brought in to expedite the solution by providing advice and expertise. Meanwhile, a coach will usually address longer-term goals to help a company grow and realize their own solutions. As such a coach typically is a longer-term investment, however they usually provide longer-term assistance to a business to grow on many fronts or at an enterprise level.

A key difficulty from a company’s perspective is knowing what problem needs to be solved or what the baselines should be for their defined goals. To help with this decision, reputable companies will provide proper guidance and pre-sales support.  For example, BERTEIG has created the Real Agility Assessment, which is a tool designed specifically to identify the problem(s) that require addressing as well as what the baselines are.  Based on the results from this assessment an organization may determine which type of support is required including whether a consultant or a coach is more appropriate (or even required!)

Regardless of whether a consultant or coach is required, an organization would be wise to ensure the expert they bring in will be compatible, empathetic, considerate, inclusive and respectful towards their existing culture and environment. Certainly the skills and domain knowledge of the expert are critical factors to success, but equally important is whether this external individual will know how to connect with the individuals and the organization so they may be effective.  When you know they are aligned with your culture you can also ensure they will be accountable for helping you achieve your outcomes.

At BERTEIG we recognize how critical culture is to determining success so we ensure our consultants and coaches are compatible with an organization to help them achieve their desired outcomes. Please take a few moments to learn more about our team, or learn more about our coaching and consulting engagements in these case studies from Suncor and SickKids Foundation.

Header Image: CC0 Public Domain.  Free for personal and commercial use.

Source: Pxhere – https://pxhere.com/en/photo/1026034 


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A Culture of Unity: Facilitating a Junior Youth Empowerment Group

Public Training Coordinator, Nima Honarmandan, writes of his experience.

What does it mean to have a culture of “group unity and learning through action” ?

When I was asked to facilitate a Junior Youth Group of 11-14 year-olds, I felt completely out of my league. I took a course called “Releasing the Powers of Junior Youth,” a secular course inspired by writings from the Baha’i Faith, which helped me understand that Junior Youth are like a vast reservoir of energy that can be directed toward the advancement of civilization.

By creating a space for them each week where they felt accepted and free to share their thoughts, the participants thrived in an environment where they could develop their powers of expression and make plans to help their community. I realised more and more that my role was to facilitate the growing bond between the group members, and to encourage their participation in each session.

Some kids were extremely shy or did not want to vocally participate, which was fine. However as time progressed, the participants looked less and less to me as a the coordinator. They started to encourage each other to read and participate. As a culture of cliques gave way to a culture of unity for the group, amazing things began to happen.

Undirected by me, the group decided to raise money for local charities and shelters, collect food for the food bank and visit a retirement residence to spend time and share photos with the residents.

Armed with the knowledge that there were no ‘bad ideas’ when it came to service, the Junior Youth tried many different projects, knowing that even if they did not succeed in the goal, their efforts resulted in ‘learning’ that would help them the next time.

In the Junior Youth sessions, I noticed that participants began to self-organise, and help each other to grapple with moral reasoning pertaining to the stories they encountered in the texts we studied. They were not dependent on me to have these deep discussions.

I discovered this statement to be true: ‘When encouraged and properly guided, the Junior Youth will grow up to be among the most valuable human resources in a community’. From my experience, I saw that it all begins by fostering a culture of safety and a unity of vision.



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Do You Want Love in Your (Work) Life?

Do you want love in your work life?  Is it a possibility?  Would love in your work life put a spring in your step as you leave home each morning?

To be clear, this topic not about romantic relationships with colleagues at your work place.  The love I’m proposing is wedding love for your work with loving affection for and from everyone you deal with in your workplace.  If your answer to the initial question is “yes,” then read on.

Personal History

I previously taught theatre courses at universities for over 20 years.  I loved my subject.  I loved watching students transform, sometimes from insecure, self-conscious, wary creatures, to confident, trusting and expressive performers.  How did this happen?

In my approach to teaching, I made every effort to nurture students with care and affection, to create a safe and trusting space for them, to provide them with the best learning tools I could find to strengthen their capacities.  I tried to understand each individual’s particular needs.  I cared that every student would advance.

My door was always open to them outside of class.  Sometimes a student would come to me with personal problems that ostensibly had nothing to do with their course work.  I listened with empathy.  I made sure that I was trustworthy in my responses and actions.

For example, I never asked anything of my students that I myself wasn’t willing to perform.  I nudged them, sometimes gently, sometimes more strongly (depending on their nature), to move outside their comfort zone.  This often resulted in break-through and exhilarating experiences for the student.

In other words, I loved my work and my students!

What Creates Safety?

The highest percentage of people who have been polled about which cultural attribute is most important to them in their workplaces list “safety.”  By safety, they usually mean things like “feeling safe to express my self;” “safe to have a difference of opinion;” “safe to sometimes fail without negative repercussions.”

If we look for the root of what helps us feel safe, I think we can trace it back to receiving human affection and loving care.  This is what causes us to stay with a marriage partner over time.  It creates lasting bonds with our children, family members, and long-time friends.  Why should this attribute be absent from our workplaces?

Have you ever asked yourself: “Do I stay in this job because I intrinsically like it, but have the urge to flee because its culture is unsafe and unloving?”

Think about yourself as a kid in school when you had a favourite teacher.  Who was s/he?  Why was s/he your favourite?  Was s/he especially kind or affectionate?  Encouraging?  Generous with her time?  Think of the way s/he managed her class of several children.

Now think about a person in your workplace with whom you do not feel safe, and imagine that this person is actually like the teacher who was your favourite. How does that change how you feel about that colleague?  How differently might you react to him/her?

Giving Love

It may sound trite, but it’s been proven that one of the ways to receive love is to give it.  It can start with your thoughts toward a difficult manager or colleague.  Reflect on this statement:

When a thought of war comes, oppose it by a stronger thought of peace. A thought of hatred must be destroyed by a more powerful thought of love. Thoughts of war bring destruction to all harmony, well-being, restfulness and content. Thoughts of love are constructive of brotherhood, peace, friendship and happiness.

http://www.bahai.org/library/authoritative-texts/abdul-baha/paris-talks

A wonderful article by Sigal Barsade and Olivia A.O’Neill in the Harvard Business Review discusses a culture of love in the workplace.  Here’s a snippet from their article (which is worth reading in its entirety):

We conducted a follow-up study, surveying 3,201 employees in seven different industries from financial services to real estate and the results were the same. People who worked in a culture where they felt free to express affection, tenderness, caring, and compassion for one another were more satisfied with their jobs, committed to the organization, and accountable for their performance.

https://hbr.org/2014/01/employees-who-feel-love-perform-better

Love in the Business World?

I first encountered love as a conscious factor in the business world when I joined BERTEIG.  Its founder, Mishkin, spoke often about the importance of expressing love in his training, consulting and coaching events.  I found this fascinating, because my impression of big business was that of cool efficiency.

On the BERTEIG website, you can find this Vision Statement:

We co-create sustainable, high-performance organizations where continuous improvement is deeply embedded in the culture. We believe truthfulness is the foundation of improvement, and love is the strongest driver of change.

http://www.berteig.com/about-us/

For the past five years, I have seen the benefits of that vision of love being a strong driver of change in the BERTEIG team. Despite being a very diverse group of people, we have a great deal of affection for each other. This affection enables us to grow, to continuously develop our capacities, to openly disagree with each other, and to offer our best. Clients who attend our training courses sometimes gush (yes, gush) about their trainer. Affection not only helps our own internal collaboration but our external as well.  When we commit to a project/ job/ event, we follow through because we care.

One of the beautiful things about love is that it will radiate out to whomever we work with, and to whatever social spaces we participate in.

Now – You!

Do you want love in your work life?  Do you believe love can be the strongest driver of change?  If so, how can you action this in your own workplace?

Valerie Senyk is a Team Development Facilitator, Blogger & Writer. You can learn about her Team Dev workshop at http://www.worldmindware.com/AgileTeamDevelopment


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