For Starters

Ross Edgley is an athlete, adventurer, and author known for his extraordinary physical feats. His insights on resilience and mental fortitude make him a voice worth listening to.

His most popular book, 'The Art of Resilience' is a testament to human endurance and mental fortitude.

The book is a chronicle of Edgley's extraordinary feat of swimming around Great Britain, a journey of 1,780 miles, which he completed in 157 days.

The book is a blend of adventure, sports science, and philosophy, exploring the concept of resilience.

It's a must-read for leaders in large enterprise organizations as it provides valuable insights into perseverance, goal setting, and overcoming physical and mental challenges.

Book Summary

Here's a one-sentence summary of each chapter (only 5 chapters):

1. Chapter 1: The start of an epic journey, setting the stage for the challenges ahead.

2. Chapter 2: The physical and mental preparation required for such a feat.

3. Chapter 3: The first taste of the grueling task, battling the elements and self-doubt.

4. Chapter 4: The importance of a strong support system and the role of teamwork.

5. Chapter 5: The triumph of completing the journey and the lessons learned.

Want to Learn More?

Here are four media resources to learn more about this work:

1. Podcast: 'The Art of Resilience' with Ross Edgley - 1 hour

2. YouTube: 'Ross Edgley's Great British Swim' - 45 minutes

3. Podcast: 'Ross Edgley on Mental and Physical Resilience' - 1 hour 30 minutes

4. YouTube: 'Ross Edgley's Top 10 Rules For Success' - 20 minutes

Why no URLs? YouTube and Apple change the URLs regularly, so the links stop working every month. Instead, you can look them up easily from the titles.

Subscribe

I know you are time-poor, so I write 3 Minute Skinnies on great books.

Each summary takes no more than three minutes to read or listen to (get the substack app for a listening option) includes great quotes, and gives you some next actionable steps if you want to learn more.

The Brutal TL;DR (Time-to-Value: 30 seconds)

Your decision-making is broken. Not because you're bad at it, but because the game has changed. In a world where market conditions shift overnight and AI rewrites the rules weekly, the old "plan perfectly, execute flawlessly" playbook is dead.

Here's what actually matters:

• Speed beats perfection

• Course-correction beats prediction

• Reality beats strategy

• Your team knows before your dashboards do

This guide breaks down how modern leaders turn "flip-flopping" into a superpower through:

• Reality-based decision framework

• Rapid feedback loops

• Practical kill criteria (more on this later)

• Team-driven course corrections

Skip the corporate theater of perfect planning. Learn how to build a decision-making engine that turns market chaos into your competitive advantage.

[Rest of article follows]

It’s Time to Change How You Make and Communicate Decisions if You Want to Survive and Thrive.

Look, I will tell you something that might hurt: your perfectly crafted strategy?

It's wrong.

Not because you did bad work but because perfect plans are fairy tales we tell ourselves to feel better about an uncertain future.

Take Netflix's DVD business strategy in 2011, or Blackberry's commitment to physical keyboards in 2007.

Both were meticulously planned, data-backed decisions that became obsolete almost immediately.

The pace of change doesn't care about your perfect strategy

The Brutal Truth About Modern Decision-Making

Let's break this down into what actually matters:

• Your initial decision is always wrong

• The speed of your correction is all that counts

• How you handle the correction defines your leadership

That's it. That's the whole game.

Your team doesn't need you to be right all the time.

They need you to be real all the time.

They need you to model what it is to learn, adapt, and sometimes admit mistakes.

Because here's the thing about modern leadership: The goal isn't to avoid being wrong. The goal is to be wrong faster, learn faster, and adapt faster than the competition.

Why Most Leaders Fail at This

Let me break it down with two diagrams.

The difference? One preserves ego. The other preserves value. One gets you promoted; the other gets you sacked.

Want some real-world examples?

The Nokia’s ‘Traditional’ Path

• 2007: iPhone launches

• Nokia dismisses touchscreens as a fad

• Doubles down on existing strategy

• Market share plummets

• By 2013, the mobile division was sold to Microsoft

Microsoft “Reality Based’ Path

• 2014: Nadella takes over

• Recognizes mobile OS battle is lost

• Pivots to Cloud services

• Embraces open source

• Company value triples by 2024"

When to Hold vs When to Fold

Hold When:

• Core values or ethics are involved

• Short-term pain serves long-term gain

• Data shows your hypothesis is correct

Fold When:

• Market conditions fundamentally change

• User behaviour contradicts assumptions

• Team execution consistently hits same barriers

• Cost of continuing exceeds cost of changing."

The Four Rules of Changing Your Mind

1. You're Not Actually in Control (And That's Fine)

• Remember that knot in your stomach? It's trying to tell you something.

• That perfect plan you made? It was perfect for a world that existed when you made it.

• That world is gone. Welcome to reality.

2. Data Doesn't Care About Your Ego

• Your spreadsheets, dashboards, and carefully crafted OKRs are approximations of reality, not reality itself.

• Consider Amazon's early same-day delivery metrics.

• The data showed successful deliveries, but customer satisfaction was dropping. Why?

• The metrics tracked 'delivery attempted' rather than 'package in customer's hands.'

• When the territory changes, holding onto the old map isn't leadership – it's stubbornness.

3. Your Team Knows Before You Do

• That awkward silence in stand-ups? The careful phrasing in status reports? Your team is trying to tell you something. They're at ground zero of reality while you're in meeting room zero of abstraction.

4. Use a Kill Criterion’ to Check if Your Decision Still Stands

What’s a kill criterion? It’s a specific, measurable condition that signals when it's time to change course. For example

• If customer acquisition cost exceeds $X for Y months

• If team turnover passes Z% in Q quarters.’

Agree on these in advance and free yourself from emotional attachment."

So, let’s move to some tactics….

Here's what actually works in our chaos-monkey of a business world:

• Build change detection into your framework

  • Create regular reality checks with front-line teams, for example

    • Weekly 15-minute pulse checks with customer-facing staff

    • Anonymous feedback channels for brutal honesty

    • Monthly deep dives into customer complaints and feedback

  • Work for actual, honest retrospectives (not victory laps). Here’s some ideas

    • Start with 'What didn't work and why?'

    • Track decisions that were reversed and analyze why

    • Celebrate course corrections as wins, not failures

  • Make sure you get metrics that measure outcomes, not activity, for example

    • Customer satisfaction over number of features shipped

    • Revenue impact over hours worked

    • Problem resolution rates over number of meetings"

• Create safety for bad news, how about

  • Red Flag Fridays': Dedicated time for raising concerns without repercussions

  • 'Mistake of the Month' leadership sharing

  • A reward system for early problem detection

• Speed up the feedback loop, how about

  • 2-Week Decision Sprints instead of quarterly bets

  • 48-Hour Response Rule to market changes

  • Daily customer feedback integrations

Want a quick cheat -sheet to help? We’ve got you covered

This Week’s Action Items

• Find one decision you need to revisit

• Set up three feedback loops

• Create one kill criterion -

• Do it all before Friday.

Because next week? Everything's going to change again.

Thanks for reading. Why not listen to our podcast on this?

If you’re like me, sometimes listening to an audio discussion on the same thought sets my creative juices going.

If that’s you, then I have good news: Our latest episode of the Enterprise Agility podcast has you covered -

Click the link here to get creative audio on the same subject

News

Two pieces of news :

1. I have another ENT course starting next Monday, 28th October 2024. If you are interested, please DM me

2. Take advantage of our special offer to retake the Enterprise coaching courses in a refresh mode at a low price.

Refresh your knowledge and boost your coaching effectiveness. As an enterprise Agile coach, enjoy:

• Current Industry Insights: Stay ahead with new trends.

• Enhanced Communication Skills: Foster better team collaboration.

• Expanded Career Prospects: Elevate your professional profile.

• Increased Professional Growth: Stand out in your field.

Join our waiting list today and arrange the best dates for you. Courses start as soon as next week. If you are interested, please DM me.

Introduction

Taking breaks might seem counterintuitive in our fast-paced world, but they are vital for personal and professional growth. Let’s dive into how strategic pauses can enhance creativity and performance in enterprise agility.

Rest in a Leadership Superpower

Rest isn’t just about physical relaxation; it’s a strategic tool. By stepping away from work, you allow your mind to process and generate innovative solutions. Taking breaks can be the key to unlocking creativity and reducing stress.

You Can See Better from Afar

Distance provides perspective. Whether it’s a physical getaway or simply taking a moment to breathe, stepping back helps us see the bigger picture. This clarity often brings solutions we wouldn’t find in the thick of things.

Reflection is a Catalyst

Regular reflection is essential. Like the Mary and Tom Poppendiecks suggest, spending 10% of your time reflecting can double your effectiveness. This practice helps you evaluate and improve continuously.

Managing Capacity and Flow

Too much capacity reduces flow. Like a congested road, overcrowding your schedule can halt progress. By managing workload wisely, you enhance productivity and maintain a sustainable pace.

The Art of Not Forcing

Incorporate the concept of "Wu Wei" or "not forcing." Allow solutions to emerge naturally rather than pushing them. This approach fosters a sustainable work environment and personal well-being.

5 Key Takeaways

1. Rest Fuels Creativity

   Taking breaks isn’t indulgent; it’s essential. When we rest, our brains reorganize and recharge, often leading to unexpected insights that fuel creative solutions.

2. Perspective Enhances Problem-Solving

   Distance allows us to view challenges differently. By stepping back, either physically or mentally, we gain a clearer understanding, which often reveals new paths forward.

3. Reflection Doubles Effectiveness

   Dedicating time to reflect can significantly improve your performance. Regular reflection helps identify areas for improvement, leading to continuous personal and professional growth.

4. Balance Capacity and Flow

   Managing workload is crucial. Avoid overloading your schedule to maintain a steady flow of productivity. This balance prevents burnout and ensures sustained performance.

5. Embrace Natural Progress

   Allow things to unfold without forcing. This mindset reduces stress and encourages a more harmonious way of working, enhancing both personal satisfaction and team productivity.

Call to Action

Start integrating more breaks into your routine. Whether it’s a walk outside or a moment of quiet reflection, these pauses can transform your work life. Embrace the power of rest and watch your productivity soar.

You can listen to a whole podcast on this from our Agility Crew. You can listen to that here.

Introduction

In today's rapidly evolving landscape - business or personal, managing change effectively is crucial. Let's explore insights and strategies to help us navigate change fatigue, ensuring we stay resilient and adaptable.

Understanding Change Fatigue

Change fatigue occurs when frequent adjustments overwhelm us, leading to burnout. It's essential to recognize this and implement strategies to manage it effectively.

Process Evolution Challenges

Change fatigue often arises during process evolution, especially when learning new frameworks or ways to be. Constantly retraining and adapting to new terminology can be exhausting. The key is to pace these changes and allow time for adaptation.

The Four Rs of Change Management

Here is a simple yet powerful framework that could be a game changer for teams grappling with change fatigue: the Four Rs — Reminders, Repetition, Rituals, and Recuperation. These elements form the backbone of maintaining agility while minimizing burnout. Let’s break them down:

• Reminders: Constant reinforcement of the key principles and goals helps keep everyone aligned.

• Repetition: Repeated practices embed habits and create a rhythm that teams can rely on, especially in chaotic times.

• Rituals: Daily stand-ups, retrospectives, and reviews aren’t just meetings. They become rituals that foster connection and collaboration.

• Recuperation: Perhaps the most overlooked aspect, giving space for mental and emotional recovery is crucial. Ian shared how, after an intense week, he gave his team time off to recuperate rather than pushing through to the end. This ensured they were refreshed for the next phase.

Recuperation is critical because, the real strength in both physical and mental contexts is built during the rest periods — not during the intense work sessions themselves.

Too much change without allowing time to internalize can result in confusion, mistakes, and, ultimately, fatigue. Change management needs to strike a balance between moving forward and giving teams the space to absorb, reflect, and integrate new processes. It’s not just about getting things done quickly; it’s about getting things done sustainably.

Why “Why” Matters More Than “What” or “How”

When implementing change, we often focus on the what and the how. But it’s the why that truly drives engagement and minimizes resistance to change. Without a clear understanding of the reasons behind a transformation, teams can easily become disengaged or even antagonistic.

This is particularly important when pivots happen. Organizations often make quick decisions, but without proper communication, these shifts can be seen as random or poorly thought out.

By anchoring every action to a clear, inspiring “why,” leaders can foster a sense of purpose. Maria emphasized that once people understand the value of the change, they can adapt the “what” and “how” to fit the mission, making the change more meaningful and less fatiguing.

Data-Driven Change: The Double-Edged Sword

The allure of data-driven decision-making is undeniable, especially in Agile environments where metrics play a significant role in measuring success. However, data can be a double-edged sword.

Once, when I was a Product Director, my team conducted extensive research on a product enhancement only to discover, after launch, that the data they had relied on didn’t tell the full story. Customers loved the idea in theory but didn’t engage with it in practice.

This is a critical reminder for us all: data is only as good as the questions we ask and the context we provide. It’s essential to be cautious about over-relying on quantitative data without balancing it with qualitative insights. Survey data, feedback loops, and regular check-ins can help fine-tune decisions and ensure the data you’re working with reflects reality.

Action Bias: When Doing Nothing Is the Best Option

We’re often told that leaders must be decisive, that they must always be “doing something” to move things forward. But as both Maria and Ian noted, sometimes the wisest course of action is to do nothing. Inaction, when done mindfully, can prevent overcomplication and allow things to resolve themselves naturally.

This approach, often referred to as the “mokusatsu” method (the wise art of doing nothing), is especially useful when the impulse is to keep pushing through despite overwhelming signs of fatigue or confusion. It’s about knowing when to step back, give space, and let things settle before taking the next step. This doesn’t mean being passive; it means being strategic with your energy and efforts.

Conclusion

Enterprise agility is not just about speed or efficiency. It’s about understanding the human dynamics at play and managing change in a way that respects the cognitive and emotional limits of teams. By focusing on the why behind the change, integrating data-driven insights, and knowing when to pause, we can lead sustainable transformations that meet business goals and foster a healthy work environment.

Five Key Takeaways

1. Change Fatigue is Real

Rapid changes without time for adaptation can lead to confusion and fatigue. Successful transformations give people time to internalize changes, which reduces burnout and mistakes.

2. The Four Rs of Change

Reminders, Repetition, Rituals, and Recuperation are essential to sustaining momentum during change. Each element reinforces stability, promotes understanding, and prevents overload.

3. Anchor Every Change to a Clear ‘Why’

Without a compelling reason, change feels arbitrary and confusing. When people understand the purpose behind the transformation, they are more likely to engage and contribute meaningfully.

4. Data Alone Isn’t Enough

While metrics can guide decisions, they don’t always tell the full story. Combining quantitative data with qualitative insights ensures you’re making informed and effective decisions.

5. Sometimes the Best Action is No Action

Taking a moment to pause, reflect, or even do nothing can sometimes be the most strategic move. Knowing when to refrain from acting can save energy and prevent unnecessary disruptions.

Thanks for Reading

Thanks for reading this. I am also writing here, and I co-host a podcast on leadership and enterprise agility. The latest episode on this subject is at here

I also write on Medium where you can get hold of this and other articles here

Introduction

In the ever-evolving landscape of enterprise agility, understanding team dynamics goes beyond evaluating individual performance. It’s about diving deep into how team members interact and collaborate.

The Heart of Effective Surveys

When we talk about team health checks, it's crucial to remember the primary goal: understanding and improving interactions within the team. Erik aptly introduced the topic, emphasizing the importance of measuring these interactions. This aligns with the fundamental principle that in a complex adaptive system, it’s not about the nodes (individuals) but the interaction between these nodes that drives success.

By focusing on interaction, we can better gauge the flow of communication, the efficiency of processes, and the overall work environment. This perspective shift from individual metrics to interaction metrics is pivotal for agile enterprises.

Designing Purposeful Surveys

1. Defining the Survey’s Purpose:
Ian highlighted the importance of clarity in the survey’s objective. Before crafting questions, ask: For whom is this survey, and what do we want to achieve with the results? This helps in aligning the survey’s focus, whether it’s for individual teams, inter-team dynamics, or the broader organizational environment.

2. Creating Focused Questions:
The questions should be structured to avoid turning the survey into a complaint mechanism. Instead, they should aim to uncover actionable insights. For example, rather than asking if leadership is effective (which can be subjective and sensitive), focus on how leadership interactions impact team performance.

Consistency and Adaptability

3. Consistency Across Teams:
Erik and Maria discussed the need for consistent questions across teams to ensure comparability. However, the interpretation of results should consider the context of each team’s maturity and environment. A newly formed team will naturally respond differently compared to a well-established one.

4. Timing is Everything:
Keeping surveys concise (ideally under 15 minutes) ensures higher participation and more honest feedback. Quick turnaround in sharing results fosters transparency and trust, reinforcing the survey’s value to the team.

Interpreting and Acting on Survey Results

5. Transparent and Collaborative Analysis:
Ian suggested that survey results should be shared transparently and quickly. This not only validates the effort of participants but also empowers teams to act on the feedback. Facilitating open discussions based on these results can lead to meaningful improvements.

Five Key Takeaways

1. Purpose-Driven Surveys:
   Surveys should have a clear objective. Define the purpose to ensure that the questions align with what you want to achieve, whether it’s improving team dynamics, inter-team collaboration, or the overall work environment.

2. Focus on Interactions:
   Measure interactions, not individuals. The strength of a team lies in how members work together. Survey questions should aim to uncover the quality of these interactions to drive effective improvements.

3. Consistency with Context:
   Use consistent questions across teams but interpret results with context in mind. A newly formed team’s feedback will differ from that of a seasoned team. Adapt your analysis accordingly.

4. Timely and Transparent Feedback:
   Keep surveys short and share results quickly. Timeliness in sharing results fosters transparency, trust, and a sense of urgency in addressing issues.

5. Collaborative Analysis:
   Facilitate open discussions on survey results. This collaborative approach ensures that teams feel heard and are actively involved in the improvement process, enhancing overall engagement and productivity.

Thanks for reading this. In addition to writing here, I co-host a podcast on leadership and enterprise agility. The latest episode which is a deep dive on the above topic is here - Beyond Metrics: How Interactions Define Team Success

Introduction

In the dynamic world of enterprise agility, the journey often resembles a rollercoaster ride. We encounter seasons of growth and decline, much like the natural world. Understanding this cycle is crucial for agile coaches and mid-range executives aiming to foster a sustainable agile transformation. Let's delve into the intricate landscape of enterprise agility and explore actionable insights to navigate the seasons of agile transformation effectively.

Understanding the Seasons of Agile

Just like nature, enterprise agility experiences its own seasons. Ricardo’s concept of the "Five Seasons of Agile" is particularly insightful. These seasons include:

1. Winter: Post-failed transformation where morale is low.

2. Spring: Initial successes breed cautious optimism.

3. Summer: Full-blown enthusiasm and investment.

4. Autumn: Overzealous expansion leads to resource strain.

5. Winter Again: Disillusionment sets in, repeating the cycle.

Understanding these phases helps us recognize where our organization currently stands and what steps are necessary to advance to the next season.

Leadership Buy-In: The Bedrock of Transformation

Leadership buy-in is crucial. Without it, even the most enthusiastic teams can’t sustain momentum. Leaders must understand the implications of an agile transformation, including the inevitable growing pains. It's about setting realistic expectations and preparing for the challenges ahead.

Diagnosing Before Prescribing

Agile coaches should act like skilled doctors, diagnosing the organization’s unique challenges before prescribing a solution. This means engaging in active listening, identifying pain points, and understanding the specific needs of the enterprise. Only then can we tailor our approach to address the root causes of resistance and stagnation?

Practical Tips for Agile Success

1. Know What Great Looks Like: Often, organizations fail because they lack a clear vision of success. Take your team to visit other successful agile environments to see first-hand what effective agile practices look like. This creates a tangible goal for your team to strive towards.

2. Small Wins Matter: While it's essential to have long-term goals, small victories can build momentum and demonstrate the value of agile practices. These quick wins help gain trust and prove the efficacy of new methods.

3. Focus on People: Agile is not just about processes; it’s about people. Engage with your teams, understand their needs, and involve them in the transformation. This fosters a sense of ownership and commitment to the agile journey.

4. Experiment and Learn: Encourage a culture of experimentation. Small-scale tests and iterative improvements can lead to significant breakthroughs over time. Capture these learnings and use them to inform your ongoing strategy.

5. Clear Communication: Define and communicate the vision of agility clearly across all levels of the organization. This ensures everyone understands what success looks like and how their roles contribute to achieving it.

Taking the First Steps

Embarking on an agile transformation requires patience, resilience, and a willingness to adapt. Here are five takeaways to guide you through this journey:

Five Key Takeaways

1. Embrace the Seasons

   • Recognize that agile transformations go through various phases. Understanding these phases helps manage expectations and prepare for the challenges each phase brings.

2. Leadership Buy-In is Critical

   • Without strong leadership support, agile transformations can falter. Leaders must be onboard, prepared for the challenges, and committed to seeing the transformation through.

3. Listen Before Acting

   • Effective agile coaches diagnose problems before prescribing solutions. Understand the unique challenges of your organization through active listening and observation.

4. Celebrate Small Wins

   • Small victories can build momentum and demonstrate the effectiveness of agile practices. These wins are essential for maintaining morale and proving the value of new methods.

5. Foster a People-Centric Culture

   • Agile is about people, not just processes. Engage with your teams, understand their needs, and involve them in the transformation to foster a sense of ownership and commitment.

By understanding and applying these insights, enterprise-level coaches and mid-range executives can navigate the complexities of agile transformations more effectively, fostering a culture of continuous improvement and sustainable growth.

Thanks for reading this. As well as writing here, I also co-host a podcast on leadership and enterprise agility.

The latest episode is here

Introduction

The era of leadership that embraces the analytical over the instinctual is upon us. In a world where data proliferates with every click and tap, leaders are finding themselves at a crossroads. The path to success is no longer illuminated by gut feelings but by the cold, hard numbers of data analytics. In times of crisis, this shift becomes not just beneficial but essential for steering large organizations through the murky waters of uncertainty.

Establishing a Data-Driven Culture

The journey toward a data-driven future begins with a cultural shift within an organization. It's a transition from decision-making in the shadows of intuition to the clear light of empirical evidence. Leaders must champion this shift, embedding data into the very fabric of their organization's decision-making processes. A culture that prioritizes data is one that is poised for resilience, able to pivot and adapt in response to the fast-changing tides of the business world.

Actionable Data Analytics for Crisis Management

When a crisis looms on the horizon, there are precious few moments to act. Here, the ability to rapidly parse through and act on data analytics can mean the difference between capsizing and sailing through. Leaders must know which data will guide them best and how to interpret it swiftly to make decisions that can withstand the squalls of crisis. Organizations that have navigated these storms successfully share a common trait: a robust framework for data analytics that informs their crisis management.

Sustaining Transformation with Incremental Changes

The true test of leadership is not in the immediacy of a crisis response but in the sustainability of the change it brings. Transformation should be a tide that lifts all boats, not a tsunami that leaves destruction in its wake. Achieving this requires small, deliberate steps, guided by the steady hand of data. By embracing incremental changes, an organization ensures that each step forward is solid and measured, building a ladder out of the crisis that leads to higher ground.

A Reflection on Data-Driven Leadership

The shift to data-driven leadership is more than a trend; it's a fundamental evolution in the way organizations are helmed. Three core insights emerge from this evolution:

• Data-driven decision-making is the cornerstone of effective leadership, particularly in times of crisis.

• A culture that values data is one that is equipped for both the challenges of today and the uncertainties of tomorrow.

• Incremental change, informed by data, is the most sustainable path to transformation, ensuring that each step is purposeful and impactful.

The Essential Questions for Data-Driven Leadership

As the currents of change continue to sweep through the business world, leaders must pause to reflect on their journey. Here are some guiding questions:

• What role does data play in your current decision-making process, and how can it be enhanced?

• How can you cultivate a data-driven culture within your team or organization?

• What small changes can you start implementing today to pave the way for transformational change tomorrow?

• How do you currently assess the impact of changes within your organization, and can this assessment be more data-informed?

A Call to Action for Leaders: Enhance Your Skills with Data-Driven Insights

Leadership is not a static skill but a dynamic journey that requires continuous learning and adaptation. In this new age, the ability to navigate with data-driven insights is not just advantageous; it's imperative.

The path to transformational change is charted with data; it's time to set sail.

Next Steps

Intrigued? There's more where that came from. I co-host a podcast on leadership and enterprise agility. Connect with us at enterpriseagility.info.

P.S. If this message resonates, why not pass it forward? Your network might just be waiting for this nudge.

P.P.S. Hungry for more insights and actionable wisdom? Sign up for The Change Compass Newsletter and join a community of over 50K readers navigating the winds of change with clarity and purpose.

Introduction

As the dawn of a new year broke, I found myself in a room pulsing with the collective anticipation of the Top 100 leaders in our organization. The CEO, a beacon of vision, leaned in with a request that sparked a thought-provoking dialogue: "Give me something to say on the subject of New Ways of Working."

I offered, "Sometimes, it's OK to fail."

He took the stage and boldly professed a capacity for failure - not the reckless kind, but a failure that breeds insight and learning. "I'll back that kind of failure every day," he declared.

In this relentless dance of change, the melody of innovation calls for a different kind of leadership - one that not only embraces vulnerability but also elevates it as a guiding force for our teams.

Embracing Vulnerability: The Heart of Courageous Leadership

Vulnerable leadership isn't about weakness; it's about the bravery to be seen as imperfect. It's about shedding the armor of the all-knowing leader and stepping into the arena, raw and real. By owning our gaps, we nurture a culture of trust - the very essence that binds a team and sparks the flames of creativity and innovation.

Stories of Strength Found in Vulnerability

The annals of business lore are rich with tales where leaders' open admissions of their fallibility became the turning point for their organizations. From the tech titan who acknowledged misjudgment and opened the gates for collective wisdom, to the startup visionary who transparently shared setbacks and spearheaded a successful pivot, the narrative is clear: vulnerability is a wellspring of transformation.

The Path to Vulnerable Leadership

For those who dare to lead with a vulnerable heart, the journey is lined with open dialogue, an embrace of the unknown, and a celebration of the trials that come with innovation. It's about fostering an environment where risks are taken, failures are dissected with curiosity, and every experiment is a chapter in our collective learning story.

The Pillars of Vulnerable Leadership

Reflecting on the essence of vulnerable leadership, three truths stand clear:

• Trust is the bedrock; it's cultivated by leaders who dare to show their human side.

• Innovation thrives in a culture that learns from every outcome, not just the victories.

• Engagement reaches new heights when every voice is valued, and every contribution is seen as a thread in the organizational tapestry.

The Vanguard Questions for the Vulnerable Leader

As we weave vulnerability into the fabric of our leadership, we must ponder:

• How can my own openness to learning and growth inspire and strengthen my team's bond?

• In what ways can we embed vulnerability into our daily rhythm to spark creativity and innovation?

• What mechanisms will capture the wisdom from our ventures, spreading the wealth of knowledge throughout our organization?

A Rallying Cry: Lead with Vulnerability, Kindle the Fire of Innovation

I extend an invitation to my fellow leaders: embrace the raw power of vulnerability. Share your challenges, seek diverse perspectives, and show your team the strength in humanity. This is the bedrock of an innovative culture, where our collective potential skyrockets, fueled by the very essence of our shared human experience.

Intrigued? There's more where that came from. I co-host a podcast on leadership and enterprise agility. Connect with us at enterpriseagility.info.

P.S. If this message resonates, pass it forward. Your network might just be waiting for this nudge.

P.P.S. Hungry for more insights and actionable wisdom? Sign up for The Change Compass Newsletter and join a community of over 50K readers navigating the winds of change with clarity and purpose.

Introduction

As we navigate through the ebbs and flows of the business landscape, it's clear that the path of least resistance is often the path of least progress. The true test of leadership is not found in the comfort of calm seas but in the tumultuous waters of change.

Leading a team through transformation requires more than just a strategic plan; it demands a leader's heart, resilience, and unwavering commitment to a vision.

Here's how we can rise to the challenge and steer our ship through the storm of transformation with tenacity.

Understanding the Resistance to Change

When we broach the subject of change, it's akin to stirring the deep waters of the unknown. Daniel Kahneman, in his seminal work "Thinking Fast and Slow," highlights two systems of thought — analytical and emotional.

In the realm of transformation, it's the emotional system that often takes the helm. Our teams are not just cogs in a machine but individuals fueled by feelings and fears. Resistance bubbles up from a place of uncertainty, a natural human reaction to the unfamiliar.

True leadership is about recognizing these emotional undercurrents. It's about investing in those unstructured times — team lunches, social evenings, and celebrations — that forge the emotional bonds which become the bedrock of collective resilience. As we've seen in our own practice, the ROI on empathy is immeasurable.

Sustaining Change Through Resilient Leadership

Resilient leadership is the cornerstone of any successful transformation. Leaders must be lighthouses, unwavering in their resolve, guiding their teams through the fog of change. But how does one sustain this resilience? By staying adaptable, maintaining open channels of communication, and ensuring that the team's morale is buoyed throughout the journey.

Remember, a resilient leader does not stand apart from their team; they stand with their team. They are the servant leaders who, by investing in their team's growth and connection, foster an environment where change is not just an external imposition but a shared mission.

Three Key Takeaways:

1. Change management is less about processes and more about people.

2. Small, manageable steps can build the confidence and support needed for large-scale transformation.

3. The tenacity and resilience of a leader are infectious and can empower a team to embrace change.

Four Questions to Reflect On:

1. Do you recognize and address the emotional elements within your team when proposing change?

2. What small, actionable step can you implement right away that aligns with your vision for change?

3. How effectively are you communicating the purpose and benefits of the change to your team?

4. What strategies can you employ to bolster your resilience and adaptability as a leader?

A Call to Action:

It's time to step into the arena of transformation with tenacity. Assess your current situation, engage with your team's sentiments, and identify one actionable change you can initiate today. Commit to the relentless pursuit of communication, embody the change you wish to see, and demonstrate the resilience needed to bring your vision to fruition.

If this resonates with you, take a bold step and share your first action towards change below. And for those ready to deepen their journey, reach out for a consultation to craft a bespoke strategy that resonates with your unique organizational needs.

Remember, the spear of change is in your hands — it’s time to throw it forward.

Some Courses Are Coming Up

If you like what you read and would like to learn more, I am about to do some more ICAgile Training. I teach the ICP-CAT, ICP-ENT and ICP-LPM courses. You can find out more here . Why not join us and have some fun.

Read More and Spread the Word

Introduction

I recently finished a six-month piece of change for a company, and in the ‘thank you’ email, the CIO said the following :

small shifts are sometimes how we get to achieve great things

This got me thinking,

In the bustling world of business transformation, it's tempting to chase the allure of dramatic, sweeping reforms to shake up a company's trajectory. But what if the true key to enduring advancement lies in the less dramatic, more measured approach? What if the most profound changes unfold not from grand overhauls but through the quiet power of small, steady actions?

Investing in the Psychology of Incremental Change

When it comes to change, it's natural for people to feel unsettled. Big changes can cause big waves, making it tough for individuals to stay afloat. However, when we lean into the psychology of incremental change, we're tapping into something deeply resonant with the human spirit.

Small steps are like the unstructured time I often advocate for within teams—they're investments in growth and connection. Just as a team bonds over a shared meal or an impromptu celebration, so too does it come together when faced with manageable, bite-sized changes. These are the emotional decisions that forge strong links—decisions that say, "We can adapt and grow, together, one step at a time." And it's in setting these smaller, attainable goals that we find our shared purpose and keep the fire of motivation burning brightly.

The Emotional Decisions Behind Successful Incremental Change

The stories that stick with us—those of companies who have quietly but profoundly changed their course—are rooted in the emotional decisions of leaders who understood the power of incrementalism. A retailer that chose to focus on the details of customer service, a tech firm that embraced constant, small product tweaks—these weren't just strategic moves, they were commitments to a shared vision of gradual, but relentless progress.

Like the team that emerges from an evening social with a stronger bond, these companies have shown that the accumulation of small, purpose-driven changes can fundamentally redefine an organization's identity and success. They've turned the small into the mighty and, in doing so, have revalidated each other's commitment to the collective journey.

Addressing Leadership Concerns with Emotional Intelligence

As leaders, we may grapple with the notion that incremental change might not be swift or bold enough to keep pace with the market. Yet, just as we see the value in unstructured time for team building, we must see the value in nurturing our organization's growth with the same care and attention.

Overcoming the worries about the pace of change is akin to the concerns a leader might have about seemingly unproductive team socials. But just as those socials can lead to a surge in team performance, so too can a series of well-planned, small changes lead to significant organizational transformation. It's about trusting in the process, measuring the meaningful, and celebrating each step forward.

All transformations have detractors. At the leadership level this can be people who are disempowered by the power of the change.

Typically change is about the future, and leaders who operate the present can see this as ineffective. Coaching is about preparing the future, not delivering the present. This can create tension.

The key is to disempower the detractors not the change agents.

A Reflection on Incremental Change as a Path to Organizational Bonding

Here are a few takeaways that I invite you to mull over, just as you would the memories of a great team outing:

1. The Sustainability of Emotional Investment:

Just as investing in team relationships pays off, so does the investment in incremental organizational changes. They're both about sustaining growth and connection over time.

2. Validation through Progress:

Celebrating small victories is validating, both for individuals and organizations. It's an acknowledgment of worth and a reinforcement of our shared path to success.

3. Emotional Decisions at the Helm:

Leaders must embrace the emotional aspects of decision-making, recognizing that the heart of change is deeply human, and requires care, patience, and understanding.

The Essential Questions for Ongoing Organizational Connection

To foster a climate of continuous improvement, consider these reflective questions, much like you would when planning your next team-building event:

1. What small step can we take as an organization that will help us grow closer to our ultimate goal?

2. How can we set up emotional and practical signposts to celebrate our journey of incremental change?

3. In what ways can we ensure that each member of our organization feels a part of the change, validating their role in our collective progress?

A Call to Action for Leaders: Foster Your Organizational Growth through the Power of Small

Just as unstructured time is a vital component of team building, so is the commitment to small, consistent steps a crucial element of organizational transformation. I challenge you, as leaders, to initiate a small change within your company. Watch how it unfolds, measure its impact, and celebrate its success with your team.

Remember, it's the accumulation of small acts, the quiet moments of connection, and the steady pace of progress that truly transform. Just as we invest in our teams, let's invest in our organization's journey—one small, emotionally intelligent step at a time.

Photo by Anja Bauermann on Unsplash

Introduction

In the realm of enterprise agility, communication reigns supreme. As mid-level executives and enterprise-level coaches well-versed in Agile and Lean methodologies, we must acknowledge the importance of effective communication—not just in what we say, but how we say it. Today, let's delve into the intricacies of transactional analysis (TA) and its profound impact on our professional interactions.

Games People Play by Eric Berne

Transactional analysis, a concept from the classic book "Games People Play" by Eric Berne, provides a framework through which we can understand the dynamics of our conversations. Berne introduces three ego states from which our communications can emanate: the Parent, the Adult, and the Child. Each state has its positive and negative aspects, shaping the way we interact with others.

When we converse from the 'Parent' ego state, our words can be nurturing or critical; from the 'Adult', they are factual and rational; and from the 'Child', they can be creative or rebellious. Recognizing and adjusting these states can drastically improve our interactions.

In high-stakes situations, where crucial conversations are the norm, navigating opposing opinions and emotions is vital.

But, how do we counteract when a conversation spirals into negativity? The key lies in maintaining an 'Adult' state, inviting others to join us in a space where logic and calm prevail. It's about steering the discussion back to a place of mutual respect and fact-based dialogue.

Moreover, the influence of group dynamics cannot be underestimated. In team settings, the temptation to mirror toxic behaviour can be strong. The antidote is to consistently encourage 'Adult' interactions, creating an environment where professionalism is the norm and every member is empowered to contribute constructively.

At times, we may encounter colleagues who, perhaps due to personal issues, approach interactions aggressively or patronizingly. It's essential in these moments not to take such behaviour to heart, but to redirect the conversation to an 'Adult' level, ensuring that the focus remains on the issue at hand, not the emotion it stirs.

In conclusion, mastering transactional analysis is like any other skill—it requires practice. By engaging in coaching circles or 'transactional analysis' practice sessions, we can refine our ability to maintain composure and steer conversations for the betterment of our teams and projects.

Five Key Takeaways

1. Embrace the Adult State: Striving for 'Adult to Adult' conversations ensures clarity and keeps emotions in check, fostering an environment where facts and logic lead the way. By maintaining an 'Adult' state, you encourage a dialogue based on reason rather than reaction, enabling a more productive and respectful exchange of ideas.

2. Recognize and Adapt Ego States: Understanding whether your 'Parent', 'Adult', or 'Child' state dominates a conversation allows you to adjust your approach for more effective communication. Self-awareness of your ego state empowers you to switch to a more constructive 'Adult' state, especially when conversations become emotionally charged. Failure to do this always causes problems.

   If you spend too much pushing from your parent, you are likely to come across as bullying.

3. Counteract Negative Spirals: When faced with criticism or negativity, redirect the conversation back to an 'Adult' state to maintain professionalism and focus on solutions. Steering conversations back to a rational plane prevents them from derailing into unproductive conflict, ensuring that crucial issues are addressed efficiently.

4. Learn to Influence Group Dynamics Positively: Encouraging an 'Adult' communication style within teams can help prevent the spread of toxic behaviour and promote a healthier workplace culture. As a leader, consistently modelling 'Adult' conversations sets a standard for the team, reducing the likelihood of negative behaviour becoming normalized.

5. Practice Makes Perfect: Like any skill, effective communication through transactional analysis takes practice. Engage in role-playing exercises to hone your abilities. By regularly practising transactional analysis techniques, you build the verbal muscle memory needed to navigate complex conversations with ease.

Next Steps

One tip I can recommend is to create a TA Circle where you can role play this move from starting with a ‘Parent to Child’ transaction and moving to ‘Adult to Adult’ responses.

Introduction

In the ever-evolving business landscape, executive leaders are often at the helm, steering their organizations through the dynamic waters of change. Recently, the Agile Lean Portfolio Management (LPM) approach has emerged as the lighthouse for many, guiding them from the conceptualization of ideas to the rewarding shores of financial results.

Agile LPM is not just about hastily moving from 'concept to cash'; it's an artful blend of understanding demand and supply within an organization and optimizing the flow between them. The journey starts upstream with an idea, a spark that needs to be shaped and nurtured. But the real challenge lies in delivering that idea downstream effectively, transforming it into a tangible outcome that adds value to the business.

However, tensions often exist between the business side (demand) and the delivery side (supply). The business may view delivery as slow and costly, while delivery might see the business as indecisive or unclear in their objectives. This dichotomy can result in a vicious cycle of inefficiency, where ideas meander through the process, getting reshaped numerous times, leading to delays and cost overruns.

To break free from this cycle, organizations need to focus on key areas:

Understand Your Capacity

Knowing the capacity of your delivery pipeline is critical. Without this knowledge, balancing supply and demand becomes guesswork.

Improve Your Estimation

Rely on empirical evidence from past projects to make more accurate estimations for new ones. This allows for better planning and resource allocation.

Manage the Demand Funnel

Limit the time spent discussing countless options. Prioritize and focus on the most impactful ideas to ensure efficient use of the delivery pipeline.

Clarify and Collaborate Upstream

Position business relationship managers (BRMs) to work closely with the business side, helping to clarify requirements and manage expectations before reaching the delivery stage.

Plan Across Different Horizons

Adopt a planning cycle that recognizes different delivery horizons – some initiatives will be short-term, and others will require a longer runway. This flexibility is key to managing resources and expectations.

Key Takeaways?

Now, let's reflect on the five takeaways from this discussion that can help executive leaders make the most of their Agile LPM efforts:

• Capacity is King: Know your limits to play your strengths.

• Evidence over Estimation: Let past data drive future decisions.

• Prioritize Ruthlessly: Focus on what truly matters to maximize output.

• Bridge the Gap Early: Integrate BRMs to align business and delivery sooner.

• Flexible Planning: Adapt your strategy to the pace of your projects.

Conclusions

These strategies are not just theories but practical, actionable approaches that have been shaped through experiences across various industries. As leaders, it is essential to foster a culture where these practices are not only understood but embraced and implemented.

In the spirit of continuous improvement and agility, these practices are not set in stone but are meant to evolve as you apply them to your unique organizational context. They are stepping stones to creating an environment where ideas can flow smoothly from inception to realization, ensuring that your time, effort, and resources are invested wisely.

Next Steps

Want to know more and get some training in this?

My ICAgile Lean Portfolio Management courses for 2024 are now available. Click here for details.

Get More Good Stuff and Spread the Word

Traitors in the UK and American reality TV show that is hugely popular. In meetings with clients, it's being discussed as a water cooler moment. It's a well-produced and well-executed TV phenomenon.

So it's entertaining, but what can leaders learn from it?

Here IMHO are nine lessons we can learn

Lesson One : Learn The Rhythm of Intensity and Recovery

"Take a Breather to Keep the Energy High"

You know the drill – go, go, go! But even UK 'Traitors' host Claudia Winkleman knows that players (and teams) need a break for mental health.

We must embrace the natural rhythm of work, with peaks of intensity followed by valleys of recovery. It's like interval training for our brains. If we're always redlining it, our performance will begin to sputter.

A rhythm of intensity means effectiveness will continue to grow over time

Continuous intensity means effectiveness will plumett

Lesson Two : Never Forget The Power of Words

Choose Your Words, Shape Your World

The language is very emotive. 

• Traitors…….

• Faithfuls......

• Backstabbers…..

• Betrayers…..

• Tonight there is a murder ….

• You have to banish someone ….

But if you take the language away, then what you have is the following

Two groups, let’s call them a Green team and a Purple team

A Green team - this team sits within a larger team and knows who each other are

A Purple team - a larger team, hidden within the Purple team are Green team members.

The Green team vote to drop one of  the Purple team at regular intervals

The Purple team vote to drop members of the Purple team at regular intervals, in the hope of eliminating some of the Green team.

If you have that frame, a lot of the plays and lessons become clearer

Lesson Three: Power Is Held By Those With Data-Driven Dominance

"Information is Power – Wield It Wisely"

In 'Traitors,' the 'traitors’ start strong because they have the info. But as numbers dwindle, the informed ‘faithfuls’ gain the upper hand.

It's essential that we understand that power is not held evenly across organisations.

True power resides in two areas of the organisation

1. The parts that  control resources ( Typically HR - People and Finance - Money)

2. The parts that are solving critical business problems for the future

If you ask nearly everyone who has played the ‘Traitors’ game, they nearly always say they want to be a traitor because that is where power is held.

The obvious conclusion of this is to make sure you work in your organisation in one of the ‘Areas of Power.’

Lesson Four: Your strategy needs to be flexible, not fixed

"Stay Nimble, Stay Smart"

In the game, there are players who are able to detect who the traitors are, but if they expose this too early, they may NOT get enough support and then be murdered themselves.

Therefore, whilst you need a long-term plan, it should not be an execution plan that is fixed. It should be very flexible to 'press the button when the time is right'. Make moves when you can ‘read the room’.

The best strategies are always flexible. Want to know more on this point of what a good strategy is?

I suggest you read the work of my good friend and brilliant writer on this subject Michael Goitein.

Lesson Five: Your Leadership Needs To Be VariFocal

"Zoom In, Zoom Out – Keep Your Eyes on All Horizons"

Leadership requires a varifocal lens.

That means looking at the immediate tasks AND the long-term goals simultaneously.

By that I mean you have to look at the near horizon (this week) and the far horizon (Two to Three years)

It’s like a marathon race, which means we need to stay in the early part of the race,  then get through the middle well and be around at the end.

When you are in the early part of the race, you have to be thinking about the middle game; In the middle, you have to be thinking about the end game.

Lesson Six: You Need To Play For The Round You’re In And The Rounds To Come

"Win the Moment, Plan the Next"

To win 'Traitors,' you've got to be the master of the here and now and the yet to come. The same applies to business rounds – nail the current quarter while eyeing the next. It's like chess; think moves ahead.

Lesson Seven: No One Thrives Unless You Build Alliances.

"Forge Bonds to Forge Ahead"

The ONLY alliance at the start is the chosen traitors. As soon as the game starts, alliances need to be made, and these become your strengths. Who do you have on your side? Who is against you? Have you built your alliances well?

In Traitors Season One USA, Cerie played this superbly.

By the time the final five emerged, she was embedded in both subgroups.

To the other remaining traitor she said, 'We are in it together until the end'’.

To the other two faithfuls she said, 'let’s agree to be the final three together; let’s make a pact.’

In the final gameplay, she was able to use both very effectively

In the corporate world, alliances can mean the difference between success and being left out in the cold. Cultivating relationships is a survival skill.

Lesson Eight: Make Decisions Based On Circumstances, Not Emotions.

"Keep a Level Head for Clear Choices"

Making decisions based on how we feel in the moment can be treacherous. Like in 'Traitors,' where emotional decisions can lead to a quick exit, we need to stay cool and assess the situation before committing. A great question to ask yourself is , “In a year’s time, how will I want to have reacted to this?”

Lesson Nine: Whatever Is Happening, It’s Never About You

"Keep the Ego in Check for the Greater Game"

In UK Traitors Season 2, one of the players got so upset about being seen as a sheep by others that he turned all the attention on himself during a pivotal moment and asked what people thought about him during the voting.

The result: he got voted out that night - mainly because other players were annoyed with him

Nine Lessons And Some Key Takeaways

I hope those nine lessons sparked some thoughts in you. And now for the final takeaways….

• Balance Intensity with Downtime

The secret sauce to sustained performance is knowing when to push and when to pause. Imagine a team that works with the precision of a well-oiled machine, shifting gears effortlessly between high-octane projects and well-deserved breaks. This isn't just a productivity hack; it's a recipe for a happier, healthier, and more engaged team._

• Words Matter

Every word is like a brushstroke in painting your company's culture. Choose them carefully. Picture a workplace where communication is clear, positive, and inspiring. It transforms the mundane into the extraordinary, where "challenges" are opportunities, and "deadlines" are finish lines in a race everyone is winning together._

• Data is King

In the kingdom of business, data wears the crown. Envision a realm where information flows freely, empowering every level of the hierarchy and allowing for decisions that are strategic, swift, and smart. It's a place where foresight is valued as much as insight, and understanding the numbers is as crucial as understanding the people.

• Strategic Agility

A great strategy is not a static blueprint but a living entity that is able to adapt and evolve. It's a world where businesses pivot with the grace of a dancer, where plans are hypotheses tested and refined in the real world. This is where flexibility becomes a competitive advantage, and the ability to respond to change is as important as the initial plan.

• Egoless Play

Think of a game where the players are so focused on the collective win that individual accolades become secondary. This is where true teamwork shines, where no one is gunning for the spotlight because they understand that success comes from unity, not solo runs. It's a lesson in humility, where the ego takes a back seat to the greater good.

Conclusion

These aren't just reality show antics but life and leadership lessons in disguise. Use them to play the long game in business and come out on top.

Go forth and lead like a 'Traitor' or a ‘Faithfull’ —strategically, flexibly, and with a keen eye on the prize.

Did you enjoy this article? If you did please do one of two things :

1. Subscribe to my weekly newsletter (see link below)

2. Send this post to someone you know who might enjoy it and learn something useful

   Thank you for reading Ian Banner. This post is public, so feel free to share it.

   Share

ICAgile’s Lean Portfolio Management (LPM) course might be the best solution to the problem of scaling I’ve ever seen.

We all know that scaling problems can cause all the good intentions of a transformation programme to fail.

If you dig down and see why this happens, some of the following are usually happening.

1. Lack of Executive Sponsorship and Support: Any major transformation requires the commitment of top management. Without strong and visible support from leaders, the organization may fail to see the value and resist the change.

2. Cultural Resistance: The proposed transformation emphasizes collaboration, customer-centricity, and continuous improvement. If the organization's culture is deeply rooted in traditional, hierarchical structures, it may be difficult to embrace these principles.

3. Insufficient Training and Coaching: The proposed transformation requires a significant investment in training and coaching to help teams understand and apply new principles effectively. Without this, teams can revert to their old ways of working.

4. Misalignment with Business Goals: The transformation should be aligned with the organization's strategic objectives. If the transformation's goals are unclear or not tied to business outcomes, it can lead to confusion and resistance.

5. Inadequate Change Management: Any major transformation is a significant change initiative that needs to be managed carefully to address people's fears and resistance. The transformation can fail if the change management aspect is ignored or poorly managed.

6. Rigid Structures and Processes: The transformation often requires changes to existing structures and processes to create a more flexible, adaptive organization. If there is resistance to changing these structures, it can hinder the transformation.

7. Overemphasis on The Wrong Tools and Frameworks: While tools and frameworks are important, the adopted methodology is fundamentally about people and interactions. Overemphasizing tools and frameworks at the expense of people and interactions can lead to a superficial implementation that doesn't deliver the expected benefits.

8. Impatience for Results: The transformation is a long-term journey, not a quick fix. Organizations that expect immediate results can become discouraged and abandon the transformation when they don't see rapid benefits.

These are like high ‘Elephants in the Room’ that remain undealt on most transformations.

The truth is most scaling methods don’t take care of the Elephants.

May I introduce you to ICAGile’s Lean Portfolio Management course? Over the last few years, I’ve come to believe that it’s our best hope for helping agile Transformations succeed. Here’s why

ICAgile's Lean Portfolio Management (ICP-LPM) course provides participants with the knowledge and skills necessary to establish, manage, and govern portfolios using Lean-Agile principles and practices.

This course is designed for senior executives and leaders, thus helping to ensure that top management understands and supports the transformation.

The course teaches how to create a Lean-Agile culture across the organization, which can help overcome resistance to change.

It gives a comprehensive understanding of Lean-Agile principles and practices,and covers topics such as Lean-Agile budgeting, Lean-Agile program management, and Lean-Agile governance, all of which are crucial for successfully scaling the transformation across an organization.

You learn how to align strategy with execution by connecting the portfolio to enterprise strategy, enabling organizations to deliver the most significant value.

Participants learn how to establish a Lean-Agile governance model and how to evolve traditional portfolio management processes, helping to overcome resistance to changing existing structures and processes.

While the course covers various tools and techniques, the focus is on Lean-Agile principles and practices, emphasising people and interactions. This makes it very different from teh SAfe LPM course.

Finally, the course teaches how to implement Lean portfolio management incrementally, enabling organizations to realize some benefits early while understanding that full transformation is a long-term journey.

If the above are true, then I'm a fan, and the following happens:

1. Skill validation: Certifications demonstrate that you possess a certain level of knowledge and skills in a specific field. This is essential in an industry with lots of cowboys.

2. Career advancement: Holding a certification can make you more competitive in the job market by showing employers that you are committed to continuous learning and professional development. This can lead to promotions, higher salaries, or better job opportunities.

3. Networking opportunities: Pursuing a certification often involves joining a community of like-minded professionals, allowing you to expand your professional network. These connections can lead to collaborations, job referrals, or simply learning from the experiences of others in your field.

4. Increased confidence: Earning a certification can boost your confidence in your abilities, as you have met a recognized standard of knowledge and skills. This can improve your performance at work and make you more comfortable taking on new responsibilities or projects.

5. Industry recognition: Some industries or job roles require specific certifications to ensure that professionals adhere to established standards and best practices. In these cases, having a certification can increase your credibility and recognition within your field, making you a more attractive candidate for employers and clients.

Our next ICP-LPM course is just a few days away.

Click here to find out more., or simply send this to a friend.

Lean Portfolio Management | ICP-LPM

November 20, 21, 22, 23 (8 am - 11:30 am EST | 1 pm - 4:30 pm UK Time) Trainer - Ian Banner

Are Agile certifications the magic ticket or just a shiny illusion?

I used to think they were just a shiny illusion.

The truth is some are, and some aren't.

I've learned it depends on a few things:

1. Is the course truly giving you knowledge you can apply across a broad spectrum of jobs?

2. Is the course tutor someone you believe 'has all the scars' from doing the job?

3. Are the course learning objectives and topics set by an industry-wide body without vested interests?

4. Is the course framework-agnostic?

If the above are true, then I'm a fan, and the following happens:

1. Skill validation: Certifications demonstrate that you possess a certain level of knowledge and skills in a specific field. This is essential in an industry with lots of cowboys.

2. Career advancement: Holding a certification can make you more competitive in the job market by showing employers that you are committed to continuous learning and professional development. This can lead to promotions, higher salaries, or better job opportunities.

3. Networking opportunities: Pursuing a certification often involves joining a community of like-minded professionals, allowing you to expand your professional network. These connections can lead to collaborations, job referrals, or simply learning from the experiences of others in your field.

4. Increased confidence: Earning a certification can boost your confidence in your abilities, as you have met a recognized standard of knowledge and skills. This can improve your performance at work and make you more comfortable taking on new responsibilities or projects.

5. Industry recognition: Some industries or job roles require specific certifications to ensure that professionals adhere to established standards and best practices. In these cases, having a certification can increase your credibility and recognition within your field, making you a more attractive candidate for employers and clients.

If you are an enterprise coach looking to validate your skills, learn some new ones and invest in yourself then I think the Agility In The Enterprise course from ICAgile is great. Here's what you get

1. Enhanced coaching skills: The ENT certification provides Agile Coaches with advanced coaching skills, tools, and techniques specifically tailored to address the challenges and complexities of organizational agility. This enables them to more effectively support teams and organizations in their Agile transformations.

2. Comprehensive understanding of enterprise agility: The certification equips Agile Coaches with a deep understanding of the principles, practices, and frameworks necessary for achieving enterprise agility. This knowledge helps them guide organizations to adapt and respond to changing market conditions, competitive pressures, and evolving customer needs.

3. Credibility and recognition: Obtaining the ENT certification from ICAgile, a globally recognized accreditation body, adds credibility to an Agile Coach's professional profile. This certification demonstrates their commitment to continuous learning and expertise in enterprise agility, making them more attractive to potential clients and employers.

4. Networking and community: Pursuing the ENT certification offers Agile Coaches the opportunity to network with other professionals in the Agile community, facilitating knowledge exchange and collaboration. This can lead to valuable connections, resources, and potential partnerships.

5. Career advancement and growth: Acquiring the ENT certification can open up new career opportunities for Agile Coaches as organizations increasingly seek professionals with expertise in enterprise agility. This certification can serve as a key differentiator in a competitive job market, leading to higher-level positions, increased responsibilities, and potentially higher salaries.

Our next Agility in The Enterprise Course (ENT) is just a few days away.

Click here to find out more., or simply send this to a friend.

Enterprise Agile Coaching | ICP-ENT

November 9, 10 (8 am - 3 pm EST | 1 pm - 8 pm UK) Trainer - Ian Banner

Are Agile certifications the magic ticket or just a shiny illusion?

I used to think they were just a shiny illusion.

The truth is some are, and some aren't.

I've learned it depends on a few things:

1. Is the course truly giving you knowledge you can apply across a broad spectrum of jobs?

2. Is the course tutor someone you believe 'has all the scars' from doing the job?

3. Are the course learning objectives and topics set by an industry-wide body without vested interests?

4. Is the course framework-agnostic?

If the above are true, then I'm a fan, and the following happens:

1. Skill validation: Certifications demonstrate that you possess a certain level of knowledge and skills in a specific field. This is essential in an industry with lots of cowboys.

2. Career advancement: Holding a certification can make you more competitive in the job market by showing employers that you are committed to continuous learning and professional development. This can lead to promotions, higher salaries, or better job opportunities.

3. Networking opportunities: Pursuing a certification often involves joining a community of like-minded professionals, allowing you to expand your professional network. These connections can lead to collaborations, job referrals, or simply learning from the experiences of others in your field.

4. Increased confidence: Earning a certification can boost your confidence in your abilities, as you have met a recognized standard of knowledge and skills. This can improve your performance at work and make you more comfortable taking on new responsibilities or projects.

5. Industry recognition: Some industries or job roles require specific certifications to ensure that professionals adhere to established standards and best practices. In these cases, having a certification can increase your credibility and recognition within your field, making you a more attractive candidate for employers and clients.

If you're a coach or leader seeking to enhance your competency in Agile coaching, the ICAgile Coaching Agile Transitions (CAT) course could be an ideal choice. Here are the benefits you stand to gain:

1. Sharpened transition coaching skills : The CAT certification equips Agile Coaches with refined skills, tools, and methodologies specifically curated to manage and facilitate Agile transitions. This empowers them to effectively guide teams and organizations as they navigate through their Agile transformation journey.

2. Deep understanding of Agile transitions: This certification provides Agile Coaches with a profound grasp of the principles, practices, and techniques required for successful Agile transitions. With this knowledge, coaches can assist organizations in smoothly transitioning from traditional methodologies to Agile, mitigating resistance and overcoming challenges along the way.

3. Increased credibility and recognition: Earning the CAT certification from ICAgile, a globally acknowledged accreditation body, enhances an Agile Coach's professional reputation. This certification signifies their dedicated pursuit of continuous learning and proficiency in Agile transitions, making them a desirable choice for potential clients and employers.

4. Opportunities for networking and community building: The journey towards achieving the CAT certification allows Agile Coaches to interface with other professionals in the Agile community, fostering an environment for knowledge sharing and cooperation. This can result in invaluable connections, resources, and potential collaborations.

5. Career advancement and growth: Securing the CAT certification can unlock new career paths for Agile Coaches, as more and more organizations are on the lookout for professionals with expertise in Agile transitions. This certification can act as a unique selling point in a competitive job market, leading to higher-level roles, increased responsibilities, and potentially greater remuneration.

Our next CAT (Coaching Agile Transitions) is just a few days away.

Click here to find out more., or simply send this to a friend.

Coaching Agile Transformations | ICP-CAT

November 2, 3 (8 am - 4 pm EST | 1 pm - 9 pm UK) Trainer - Ian Banner

The actions you take during your first three months in a new job will largely determine whether you succeed or fail.

Key Takeaways

1. "The First 90 Days" offers a proven roadmap for leaders at all levels navigating the challenging transition period into a new role.

2. Watkins proposes a framework for transition acceleration that focuses on the first 90 days in a new position, a period critical for both short-term and long-term success in leadership roles.

3. The book covers topics such as learning how to diagnose a situation, aligning with a team, achieving early wins, negotiating success, securing vital resources, and driving team performance.

Why is this useful for you?

As a leader in a large enterprise organization, you're often faced with high-stakes transitions, such as taking on a new role, managing a team through a significant change, or stepping into a larger leadership position. "The First 90 Days" provides a comprehensive guide to managing these transitions effectively. Watkins' strategies can help you minimize common risks, avoid costly mistakes, and set a strong foundation for your future success in the role. The practical tools and insights offered in the book can equip you to create a robust transition plan, achieve early wins, build a cohesive team, and establish credibility quickly.

His Acceleration Framework

1. Promote Yourself

2. Accelerate Your Learning

3. Match Strategy to Situation

4. Secure Early Wins

5. Negotiate Success

6. Achieve Alignment

7. Build Your Team

8. Create Coalitions

9. Keep Your Balance

10. Expedite Everyone

Want to take it further?

1. MIT Sloan Alumni - "The First 90 Days, ft. Michael Watkins and Asha Aravindakshan, SF ’17" YouTube Link (56:43)

2. EPM - "The First 90 Days" YouTube Link (19:20)

3. Institute for Management Development IMD - "The First 90 Days® - 5 key questions for your new role" YouTube Link (2:15 )

(I know the first link is an hour, but it will be the best hour your spend this weekend)

The bottom line

I know you are time-poor - that's why I write 3 Minute Skinnies on great books.

Each summary takes no more than three minutes to read or listen to (get the substack app for a listening option) and  includes great quotes and gives you some next actionable steps if you want to take it further, and it is NOT generated by ChatGPT🙂

Subscribe to me and  www.ianbanner.com to get more.

In the world of business, there's often a tug of war between centralized and decentralized decision-making. The traditional model of top-down management may seem the safest, but is it truly the most efficient and innovative? Today, I want to share an intriguing story that might make you reconsider.

In the early 70s, MIT was home to an experiment that continues to resonate in today's business world. This experiment involved two small robots named Attila and Genghis. While they may not have been as fearsome as their namesakes, these robots provided invaluable insights into the power of decentralized decision-making.

Attila was designed with a centralized 'brain' that communicated with each of its 'legs.' On the other hand, Genghis had 'brains' and sensors in each leg, lacking a central brain. Each of its legs had an independent objective: to learn how to walk and maintain stability.

On the surface, Attila seemed to have the upper hand. Its centralized system could quickly navigate through a maze, while Genghis kept tripping and falling. However, over time, Genghis learned from its mistakes, adjusted, and began to complete the maze much faster than Attila. When the maze was altered, Attila was back at square one, while Genghis adapted seamlessly to the change.

This experiment is a metaphor for how teams can operate. The Attila model represents a top-down hierarchy where all decisions are made by a central 'brain,' while the Genghis model represents a decentralized team where each member has the autonomy to make decisions.

But the robots aren't our only source of inspiration. Look to nature, and you'll find the octopus, a creature that thrives thanks to its decentralized decision-making process. Like Genghis, each of an octopus's legs has its own 'brain' and can operate independently. This allows for a fluid, efficient style of movement that a centralized system could never achieve.

So, what can executive business leaders learn from robots and octopuses? Here are five takeaways:

1. Decentralization fosters innovation: Just as Genghis mastered the maze by learning from its mistakes, teams can innovate and adapt when given the freedom to experiment.

2. Patience pays off: It may take time for a decentralized team to find its rhythm, but the resulting efficiency and adaptability are worth it.

3. Don't rescue, enable: Instead of stepping in whenever there's a problem, empower your team to find solutions. This will build resilience and problem-solving skills.

4. Communication is key: In a decentralized team, everyone should be talking to each other, not just to a central authority figure.

5. Set the stage, then step back: As a leader, your role should be to create an environment where your team can thrive, then allow them to do their best work

In the world of business, the concept of planning is quite familiar, but how we approach it can make a big difference. Traditional Big Room Planning often feels like a finite game, where different factions battle it out to see which initiatives get prioritized. In contrast, continuous planning offers a more sustainable, inclusive and collaborative approach.

Imagine this scenario: Fifty people from the business are engaged in a high-stakes competition to see which twelve initiatives get planned. This kind of prioritization planning is a finite game. But let's go a layer deeper. What happens next? With one particular client, the move is on to continuous planning. Success in this context means never having to go through the finite game for hundreds of initiatives again. The aim is for this to be the last one-off build, and for continuous planning to prevail from then on. In this context, continuous planning is seen as an infinite game.

The key to successful continuous planning lies in several steps:

1. Establish a single system of truth: This system should be understood and accepted by everyone in the organization.

2. Create a comprehensive business demand: This helps to ensure that all business needs are taken into account when planning.

3. Use a common currency for estimating: This helps provide a clear and shared understanding of the resources required to execute each initiative.

4. Account for business as usual and change capacity: This ensures that the day-to-day running of the business is not compromised by new initiatives.

When these elements are in place, the business can engage in informed discussions about what to do, identify system constraints and work out how to deliver within these constraints. This collaborative approach empowers and engages the business, shifting the focus from a battle for resources to a shared goal of delivering value.

While big room planning might initially seem exciting, it often devolves into a cage fight. It can be a good learning tool and a way to create connections within the company, but after a few iterations, its limitations become evident. On the other hand, continuous planning loops enable ongoing adjustments and improvements, making them a more sustainable and effective approach.

Remember, continuous planning is an infinite game, a constant process of improvement and adaptation. By adopting this mindset, executive business leaders can foster a more collaborative, efficient, and successful organization.

Five Key Takeaways:

1. Traditional room planning often feels like a finite game, leading to competition rather than collaboration.

2. Continuous planning is an infinite game, creating a more sustainable and collaborative approach to business planning.

3. Key steps for successful continuous planning include establishing a single system of truth, creating comprehensive business demand, using a common currency for estimating, and accounting for business as usual and change capacity.

4. Continuous planning allows businesses to identify system constraints and work out how to deliver within these constraints.

5. Continuous planning loops enable ongoing adjustments and improvements, making them a more efficient and effective approach.

Like listening to Podcasts?

Listen here to a great podcast on this. Evolving to Continuous Planning: Moving Beyond the Cage Fight of Big Room Planning