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.
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.
Preface: To be transparent in my agenda, I firmly believe there are strong parallels between Agility and Human Rights, and I believe that is a purposeful and direct by-product of the primary outcomes of the Agile Manifesto. However, I have attempted to make this article a little different from others by more subtly embedding the learnings and patterns within the messages and on several levels. As such I hope the connections are still obvious, and that you find this article refreshing, insightful, appropriate and useful.
A Premise
It seems everywhere I turn lately there is a scandal of greed, lust, abuse, harassment, violence or oppression in both the workplace as well as personal life. I’d like to believe the number of despicable activities is not actually increasing but rather I am simply exposed to more because we live in an age when the speed and ease of access to information is staggering. Certainly recent events are no exception to human history that records thousands of years of oppression, subjugation, control, and violence. My question is: as a supposedly intelligent species, why is it we have seemingly learned very little over the millennia?
I propose we have actually learned a great deal and made significant advances, yet at the same time we have experienced setbacks that repeatedly challenge that progress. These setbacks are often imposed by select individuals in positions of authority that choose to prioritize and exert their power, individual needs or desires over the rights and needs of others. However, I believe if we can truly harness the power of unity and collaboration we can make a significant positive difference, and that is what I seek your help in doing.
“The whole is greater than the sum of its parts.”
~ Aristotle
Finding a Beacon in the Darkness
Every day I find it disheartening to bear witness to people being physically and mentally hurt, abused or taken advantage of. In their personal lives and at home. At the workplace. In wars and conflicts. In human created environmental disasters. It seems there is no end to the pain and suffering or the countless ways to inflict it.
Meanwhile I sincerely believe many of us have the desire to make the world a better place, but given our positions and busy lives it can be daunting to make a real difference. In many instances we feel powerless to change the world because someone else has authority over us or over the system. It may also seem pointless to commit to change something we as an individual have little to no control over. It can also be risky to draw attention to ourselves by speaking against others in a position of power who may and sometimes will exert their influence to attack and hurt us as well as those we care for.
Despite the temptation to hide from the noise we must remain strong and acknowledge that by creating transparency and visibility in to dark and sometimes painful events we are actually opening the door to the opportunity for positive change. Obscuring truth does nothing to help a worthy cause or to better society. Remaining silent about an injustice does not provide the victim with any form of respect or comfort. Pretending something didn’t happen doesn’t make the consequences and outcomes any less real for the casualty. Inaction does not provide any benefit except perhaps the avoidance of an immediate conflict.
Many times, shining a light on something does provides tangible benefit. It creates visibility and awareness, and provides opportunity for the truth to be exposed. Although transparency itself may not solve a problem, reflection and openness should make the misalignment more critical and obvious. I believe the majority of us want trust, and honesty wherever we are, whether it be in the boardroom, on the manufacturing floor, in a political office, or even in a private home.
“Each time a man stands up for an ideal, or acts to improve the lot of others, or strikes out against injustice, he sends forth a tiny ripple of hope, and crossing each other from a million different centers of energy and daring, those ripples build a current that can sweep down the mightiest walls of oppression and resistance.”
~ Robert Kennedy
However we must also acknowledge that sharing truth may often be painful and uncomfortable, and in order to create the opportunity for truth we must first provide individuals with safety so they may find the courage to do what is right. Without safety people fear reprisals, embarrassment, retribution, consequences, and loss of respect. History has taught us that without safety and courage we can not expect most people to bridge the chasm from fear to justice, and as a result the silence will continue. With silence there will be no hope for change. So in order to help define expectations and to foster a safer environment for effective communication we need a code to live by; one that provides standards and creates safety – that serves as a beacon in the darkness so that we may uphold ourselves and one another to it.
To be absolutely clear, I am not saying that policies, processes and tools are more important than people. Instead, I am acknowledging that the right combination of policies and processes with appropriate tools and a method to uphold those ideals should serve to provide opportunity for fairness for people, which is the desired outcome.
A Disturbing Retrospective Leading to a Hopeful Outcome
At the end of World War II when “relative” safety was finally achieved, people were exhausted, shocked and appalled with the magnitude of human atrocities they bore witness to. Given the darkness of the times it may have seemed less painful to move on, put it in the past, and perhaps even obscure disturbing facts rather than revisit them in the pursuit of learning. Instead, the leadership of that time chose to leverage careful inspection to uncover truths and provide visibility with the aspiration that something good could flow out of the evil. In the end the aim was to use the learnings to create a shared understanding and define standards and expectations for a safe environment in the future.
“Those who cannot learn from history are doomed to repeat it.”
~ George Santayana
To this end I believe we already have a code to live by, but I surmise most of society doesn’t give it the continuous, serious consideration and support it deserves. The United Nations Universal Declaration of Human Rights (UDHR) was created on December 10, 1948 as a direct outcome of the learnings from World War II, and in this brief but impactful document are 30 articles that define human equality and set the standards for safety. Despite some of its choice wording and age (at almost 70 years) I believe it is still directly relevant and bears serious attention.
The UDHR document transcends political borders, gender, orientation, race, religion, boardrooms, workplaces, homes, family, and economic status. Every person on this planet should not only just read it, but actively live, work, and explicitly honour the values it represents. The UDHR should become the definitive core learning article for every child. If we all continuously make a firm commitment to hold ourselves and others by the standards in the UDHR I believe we could collectively create opportunity for better safety, transparency, respect, and courage in the workplace, at home, and abroad by putting focus on what matters most – equality and the value of and compassion for human life.
The UDHR document may be policy, but with continuous effort, unilateral agreement and support it enables and empowers people. It may not be perfection, but it is aspirational towards it. It focuses on individual rights but strongly values human interaction. It promotes balance, harmony and partnerships. It demands mutual respect and caring. It is elegant in its simplicity. It promotes collaboration and shared responsibility. It defines clear expectations for a safe environment.
“Continuous effort – not strength or intelligence – is the key to unlocking our potential.”
~ Winston Churchill
I believe the UDHR is the manifesto of real, human agility, and if enough of us embrace and enforce it I believe we could collectively make real, positive change.
Now, A Challenge
I challenge each and every one of you to take time to read the UN Declaration of Human Rights. I don’t just mean on the train on the way to work, or over morning coffee, or while your kids are playing soccer or hockey, or whatever you do to pass a few minutes of time. I mean take time to really, truly and deeply comprehend what each of the thirty articles are saying. Reflect on the value of wisdom that it provides and how that wisdom came from pain and learning. I then encourage you to share it with every family member (adults and youth) and ask for constructive feedback on what it says about them and personal life. I encourage you to share it with every co-worker and then have an open, honest dialogue about what your company culture and leadership either does or fails to do to provide a safe work environment and to promote equality, truth, transparency and human rights.
Then, I challenge you to ask every single day “Given the declaration, what small positive adaptation or change can I make right now to help our family, friends, peers, coworkers and humanity achieve these goals and outcomes?” You could start with something as simple as a brief conversation, and see where it goes.
“Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.”
~ Martin Luther King, Jr.
I asked myself that very question after visiting the UN General Assembly and Security Council Chambers in New York late last year. In response, one of my first actions in 2018 is to publish this article in an effort to re-establish awareness about the UN declaration and how it may bring hope and positive change if we can rally enough people behind it. How about you?
A secondary (and arguably less important) challenge I am issuing for Lean and Agile enthusiasts is for you to identify the patterns and key words in this article that I have borrowed from various facets of the Lean and Agile domains (hint: there are at least 20 different words – can you spot them). I purposefully embedded these patterns and key words in this article to explicitly highlight the parallels that I see between Agility and the UDHR and I hope you see them too.
I just commented on a LinkedIn thread about “Sprint Zero”. It occurred to me that Sprint Zero is often used as one of many coping mechanisms for people who are forced to do Scrum. It also occurred to me that in my 9 years or so working with a reliable sample size of Scrum teams, not one of those teams was populated entirely by people who were not coerced into doing Scrum.
Gut check: The percentage of people I know who are currently on Scrum teams and who would be doing Scrum if it wasn’t mandated by management could be lower than 50%. This begs the questions: What if Scrum was offered to teams as an optional way to manage their own work? Would there be less Scrum in the world?
With one exception, all of the Scrum teams I have worked with were mandated (forced) by management to implement Scrum. The exceptional team was exceptional in other ways. They were by far the happiest and most revolutionary (in terms of recognition for business success in their organization). Although one or two hesitant team members were roped in by their peers, the social climate of the team allowed the wary to adapt safely and gradually to their new reality.
For the overwhelming majority (in my experience), there is an irony, even a paradox at play. A lot has been said & written about how command and control management is antithetical to Scrum. Yet, many—if not most—Scrum adoptions are commanded by management with vanity metrics (i.e. velocity) installed to uphold the illusion of control.
What are some of the other coping mechanisms for people who are forced to do Scrum? What is driving this behaviour? How many of these behaviours have been labelled as “anti-patterns” and why?
Safety is an essential success factor for any organization. Is it safe for people to choose to not do Scrum, or express dissent about Scrum adoption in their organization? What does this tell us about Scrum itself? Does Scrum need to be reimagined or reframed in order to make Scrum adoption safer for more people? Is it safe to do so?
Trust is an exceptional quality that we humans can develop with each other. It goes a long way to building positive relationships. We hope and strive for trust in our families, and with our most intimate connections. Yet do we expect trust in our work lives?
Can you imagine the relief you might feel entering your work space, knowing that you can do your work with confidence and focus? That encouragement rather than criticism underlies the culture of your workplace? That a manager or co-worker is not scheming behind your back to knock you or your efforts down in any way? That you’re not being gossiped about?
Trust is especially key in today’s work spaces. Teamwork is becoming an essential aspect of work across every kind of business and organization.
Here’s what one team development company writes about this subject:
The people in your organization need to work as a team to respond to internal and external challenges, achieve common objectives, solve problems collaboratively, and communicate openly and effectively. In successful teams, people work better together because they trust each other. Productivity improves and business prospers. http://beyondthebox.ca/workshops/team-trust-building/
It Starts With Me and You
As with so many qualities in life, the idea of trust, or being trustworthy, starts with me and you.
It is essential that we take a hard look at ourselves, and determine whether or not we display the attributes of trustworthiness.
To do this, I might ask myself some of these questions:
Do I tell the truth?
Do I avoid backbiting (talking about others behind their back)?
Do I do what I say I’m going to do?
Do I apply myself to my work and do my best?
Do I consciously build positive relationships with all levels of people in my workplace?
Do I encourage or help others when I can?
There are many more questions to ask oneself, but these offer a place to start.
One website proposesa template to assess employees in terms of their trustworthiness:
Trust develops from consistent actions that show colleagues you are reliable, cooperative and committed to team success. A sense of confidence in the workplace better allows employees to work together for a common goal. Trust does not always happen naturally, especially if previous actions make the employees question if you are reliable. Take stock of the current level of trust in the workplace, identifying potential roadblocks. An action plan to build positive relationships helps improve the overall work environment for all employees.
This snippet comes from “Lou Holtz’s Three Rules of Life,” by Harvey MacKay:
“The first question: Can I trust you?”
“Without trust, there is no relationship,” Lou said. “Without trust, you don’t have a chance. People have to trust you. They have to trust your product. The only way you can ever get trust is if both sides do the right thing.”
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.
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.
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.
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, andto 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?
