Category: Team effectiveness

Last time we talked about the magic of leading tough meetings, right? This time, let’s get our hands dirty with what really sets the stage for those breakthrough moments . If the first article was our map to the territory, consider this your compass—guiding you through the nuanced art of connection before diving into the context and content that define the journey of any high-stakes meeting.

In the realm of facilitating meetings that matter—the kind that shape futures and forge new paths—there lies a golden rule: Connection before Context, and Context before Content. It’s a principle that, in my 26 years of coaching, has proven to be the linchpin of success in meetings where stakes are as high as the mountains to climb.

The Golden Rule Unveiled

At the heart of every transformative meeting is the initial, often understated act of connection. Before I delve into the meat of the matter, we engage in a ritual: the Check-in. This is where each participant, in a moment less than a minute, shares a slice of their current state, their expectations, and their intentions for the gathering. It’s a seemingly minor act, yet it lays the groundwork for a shared understanding and a unified front. In meetings poised to reshape mindsets or redefine strategies, I take this a step further. I prompt participants to reflect on a personal level: “For me, this meeting will be a success if…?” The responses, as varied as they are insightful, allow us to not only align our goals but also to tailor the journey that our meeting will take. And as we wrap up, these very insights become the benchmark by which we measure our success at the check-out, providing a bookend to our narrative.

Embracing Mindfulness for Focus

In my toolkit lies an often-overlooked instrument that I’ve come to regard as my secret to unlocking true presence: mindfulness exercises. Whether it’s through a brief session of cardiac coherence breathing or a guided meditation, the power of shared silence is profound. Participants emerge not only relaxed and at peace but also more present and engaged. It’s in this unified state of focus that the true work can begin—where each voice finds its place, and the collective wisdom of the room is harnessed.

Crafting Ground Rules: Ownership and Accountability

Moving beyond the connection, we establish ground rules that go beyond the mere mechanics of meeting etiquette. These are the principles that anchor us to the Conscious Business mindsets—a shared agreement on how we will navigate the waters ahead. I introduce tools such as the Bulldog Meter, allowing each person to state their preference for the level of challenge they’re willing to embrace, fostering an environment where constructive confrontations and genuine dialogues are not just expected but encouraged.

Debating with Intention

As debates unfold, I encourage participants to:

  1. Clarify: Define key terms to ensure a shared language and understanding.
  2. Diverge: Embrace a variety of perspectives before converging on a decision.
  3. Commit: Ensure every decision made is one that all can support, having given everyone the floor to voice their views and concerns.

Conclusion

The dance of a difficult meeting is intricate, where each step counts, and the rhythm is set by the collective pulse of those present. As we lay down the ground rules and establish our connection, we create a space ripe for transformation. But the journey doesn’t end here. In our next piece, we’ll dive into the pulsing heart of these meetings—the dynamics that bring our carefully laid plans to life, where the alchemy of facilitation conjures outcomes that often surpass our wildest expectations.

Stay tuned as we continue to explore the nuances of facilitating meetings that are not just necessary but truly essential. The path is laid out; the compass is in your hands. Are you ready to lead the way?

Meetings are the vessel where ideas are forged, plans take shape, and futures get decided. However, not all meetings are smooth sailing, especially when a diverse set of opinions, personalities, and competing interests are at play. Difficult conversations, whether addressing performance issues, negotiating contracts, or managing team conflicts, are an inevitable part of the business landscape. How these meetings are moderated can be the difference between success and stagnation.

The stakes of certain meetings are elevated due to the significant topics they cover, the crucial decisions pending, and the seniority of the attendees. With over 26 years as a strategy consultant for senior leadership teams, I can attest that facilitating these high-stakes meetings is both the most intriguing and demanding aspect of my role.

So, What Makes a Meeting Difficult or Transformational?

In my experience, the way I describe it’s basically those gatherings where decisions and actions concerning complex issues – be they problems or opportunities – need resolution. Situations where conflicting opinions, varied interests, and occasionally hidden agendas come to the fore.

Another breed of challenging meetings are those with the goal of transforming mindsets, reshaping behaviors, and redefining ways of working and leading collaboratively within a team. The way I see it is that more often than not, this transformative journey commences with a singular, challenging meeting.

The Essence of a Successful Difficult Meeting

I’ve witnessed many successful meetings and for me what stands out, is that there’s a collective commitment to the decisions made and actions charted. It’s where opinions are openly confronted, conflicts of interest tackled head-on, and the “elephants in the room” addressed. Additionally, it’s where participants truly agree and begin to think, act, and engage in a renewed, intentional manner.

Unpacking the “Magic” of Facilitation Success

As someone who’s often at the helm of challenging meetings, particularly with Global ExComs or within non-collaborative matrix organizations, the “alchemy” of steering such meetings to success always astonishes me.

There are myriad ingredients at play here, each vital in its own right. The foundational principle hinges on curating an environment of trust and safety. An atmosphere where each participant:

  • Can voice their truths
  • Feels and ensures understanding from others
  • Is willing to build from confrontations and conflicts
  • Fully commits to final decisions, even if they were initially opposed
  • Sincerely wants and pledges to evolve their mindsets, behaviors, and capabilities as conscious leaders.

For those of you who’ve had a brush with our Conscious Business & Leadership model, some of this might ring a bell. In our meetings, we’re all about diving into these mindsets and behaviors. It’s like shifting from being a ‘Player’ rather than a ‘Victim’ or embracing the ‘Learner’ in us rather than the ‘Knower’. It’s about making requests and commitments that are spot-on impeccable. And hey, mastering our emotions and conflicts? That’s the name of the game. Not to mention, championing genuine communication and collaboration. It’s all part and parcel of how we roll in these sessions.

The challenge lies in fostering this environment and nurturing these growth mindsets during transformative meetings.

Even with high-functioning, cohesive, and aligned teams, managing challenging meetings is no easy feat. Is there an element of magic involved? Perhaps.

We’ve only just scratched the surface of this multifaceted topic. So, if your curiosity’s been piqued, I promise there’s plenty more to delve into. In my next piece, I’m going to unravel the intricacies of these meetings, specifically focusing on the art of understanding, aligning, and wholeheartedly committing to rules. And trust me, when we talk about rules, it’s not just black and white—there are shades and dimensions you might not have considered. So, get ready for a deeper dive and keep me on your radar. See you soon!

Are you caught in the constant routine of a hectic work life, drowning in a sea of endless tasks? Are you back from vacation only to find yourself plunging back into complaints about overwhelming projects, unmet objectives, and unsparing stress impacting your mental and physical well-being? Does the thought of switching jobs frequently cross your mind?

If these situations seem all too familiar, you’re not alone. As a seasoned coach and consultant, I’ve encountered this scenario repeatedly.

However, what if I told you there’s a remedy within your reach? It starts with ditching the complaints and adopting a player’s mindset over a victim’s—embracing the philosophy of Essentialism.

Essentialism is more than just a productivity tool—it’s a philosophy for life. It’s about cutting the clutter and focusing on what truly matters, allowing you to lead a more fulfilled and balanced life both personally and professionally.

As Greg McKeown has written in his book titled “Essentialism” it’s not about doing more things in less time but doing only the right things right. It’s the constant pursuit of less but better, which involves discerning what’s essential and really eliminating what isn’t.

In embracing essentialism, the power of choice is our foremost ally. It’s crucial to recognize our ability to choose, to realize that not everything is an obligation or a “No-Choice”. Essentialism is not about getting more things done; it’s about getting the right things done and well done. It allows us to discern, to choose wisely where to invest our time and energy, and empowers us to focus on what truly matters.

In a world cluttered with tasks of little importance, discerning the trivial from the vital becomes a critical skill. Most of what consumes our time and energy doesn’t contribute significantly to our lives or the lives of others. By learning to distinguish the meaningful from the meaningless, we can allocate our resources to endeavors that genuinely impact and enrich our lives.

A simple word, “No”, becomes a powerful tool in our pursuit of essentialism. Saying no isn’t a rejection but a necessary decision to prioritize what is crucial over what is not. This seemingly simple act creates the space, the breathing room, for us to focus on what holds real value and meaning. But mastering the art of saying “No” goes deeper. It starts with self-awareness: understanding your priorities, limits, and values.

Saying “no” effectively is about clarity, understanding, and empathy. For instance, when a colleague requests you to take on an extra project, it’s not about bluntly refusing but finding a nuanced approach. You might say, “I understand this project’s importance, but with my current workload, I wouldn’t be able to give it the attention it deserves. Is there another way I can assist or a different timeline that might work?”
Another scenario could be a friend asking you to join them for a weekend trip when you have prior commitments or simply need some personal downtime. A thoughtful response could be, “I’d love to spend time with you, but this weekend I have some commitments I can’t push. Can we find another date that works for both of us?”

In these conversations, you differentiate between the task and the individual making the request. You’re showing respect for their needs while also asserting your own boundaries. And, if for some reason you can’t fulfill a commitment, take responsibility. Address it, apologize, and find ways to make amends.

The implementation of consistent routines can also facilitate a life oriented towards the essential. It enables the essential to seamlessly integrate into our daily lives, alleviating the mental load of constant decision-making. Through clear and focused intention, through prioritizing and simplifying, we, along with our organizations, can live with a more defined sense of purpose, with clarity in our lives.

But, how do we embark on this journey of reflection and discernment? Firstly, a clear understanding of our mission or purpose at work, our Clarity of Purpose, is essential. A set of questions guide this exploration: What really inspires me? What gives me energy? What unique contribution do I aspire to make? These inquiries act as the compass directing our journey towards essentialism.

Time management plays a pivotal role in steering this journey. Start by assessing your recent months’ agenda: the tasks you took, with whom, and how you invested your time.

Categorize each as either one of your top 2 essential priorities or not. Now, reflect: Are you satisfied with how you’ve invested your time? Is there a disparity between where you want to invest your time and where you actually are? When new opportunities knock, don’t just ask if they bear some benefit, but if they present a GREAT opportunity and if they truly align with your mission.

Adopting a lifestyle of essentialism also involves practicing the act of selecting, consciously choosing among the myriad of options life presents. This practice aids us in avoiding ‘autopilot’ mode and maintaining our focus on our priorities.

Asking the essential question, “What is the most important thing I need to do right now?” regularly, helps maintain this focus, and regular reviews of our activities and commitments allow us to assess if we are genuinely progressing towards our goals or entangled in the web of the non-essential.

Learning to decline tasks or commitments that do not align with our focus, while maintaining respect and understanding, is also crucial. Instead of measuring success by the volume of tasks completed, our focus should shift to the value these tasks bring, highlighting the importance of effectiveness and efficiency over sheer productivity.

This shift in mindset and practice, this pursuit of the essential over the numerous, can lead to greater clarity, reduced stress, improved performance, higher professional satisfaction, and a balanced life.

Are you ready to step into a life of purpose and clarity? To pursue what’s truly meaningful, to say no to the ‘good’ so you can say yes to the ‘great’? It’s about achieving better by doing less but doing it right. The journey may not be easy, but the rewards—optimizing results, minimizing stress, achieving balance—are well worth it.

I challenge you, could you soon be in a position where you can confidently tell your boss, “I’m focusing on the essential, doing much less but better, optimizing my results, minimizing my stress, and achieving a balance between work and personal life?” The time to act is now. Start by reflecting and responding clearly to all the above questions. Choose wisely, choose essentialism, choose a life with fewer, but the right things. The challenge awaits you.

*Test test test

Michelle doesn’t eat broccoli. She says that “it’s ugly.” Marcelo refuses to discuss an issue with Gustavo. He says that he “he’s an idiot”. The difference between Michelle, my five-year-old daughter, and Marcelo, my 45-year-old client, doesn’t seem that big. But in the case of Marcelo, marketing manager for Latin America of a well-known multinational, the consequences are much more serious. Gustavo is the executive in charge of the most important product line in the region of that same company. If Marcelo acts unilaterally, he will make a mess. He will not only create operational problems; he will also jeopardize relations between his show and Gustavo’s division.

Both Michelle and Marcelo suffer from the same malady: ontological arrogance; that is, the belief that our experience defines reality. “What seems to me,” thinks the arrogant ontologist, “is so.” Consequently, “if someone does not seem the same as me, they are wrong.” Marcelo calls Gustavo an “idiot” because she doesn’t think the same as him. Like all those infected by the “virus” of ontological arrogance, Marcelo considers himself the owner of reality. He believes that his opinions are “the” truth, rather than “his” truth about him.

Jean Piaget, the famous psychologist of cognitive development, was conducting a fascinating experiment with children. He would give a boy a cube painted half red and half green to familiarize himself with. Then she would sit in front of him and, holding the cube in his hands, would ask him: “What color do you see?” “Green”, the boy answered correctly. The next question was: “What color do you think I see?” The four or five year olds answered without hesitation: “Green”. But Piaget found that, between the ages of six and eight, they developed the cognitive ability to take a different perspective.

productivity

From what I have seen, more than people who are 45 years old, many executives have 40 years of experience in being five years old. “The client is an abuser”, “The computer science people are unbearable”, are some of the phrases that reflect the ontological arrogance in organizations. These phrases and, especially, the ideology they contain, prevent productive dialogue. Arrogance generates conflicts and lack of communication that hurt the effectiveness of the task and work relationships.

Since it is impossible to trade without opinions, what is the alternative? How to give an opinion without becoming arrogant? The key is to adopt a posture of humility; accept that my perspective of things is not the only one possible. That my opinions reflect my reaction to the facts and not the facts themselves. This reaction is conditioned by my information, my interests and needs. If other people have different information, needs or interests, even when faced with the same facts, their opinions will be different.

The language of ontological humility is based on the appropriation of my opinions and the consideration of the opinions of others. In order to establish a dialogue of mutual acceptance and respect, I must not only learn to express my opinion, but also the reasoning behind it and its consequences. Likewise, it is necessary to learn to investigate the reasoning behind the other’s opinion and the recommendations derived from it. These are fundamental competencies that most professionals never acquire.

… it is necessary to learn to investigate the reasoning behind the other’s opinion…

The maturity of the human being is reflected in his ability to integrate different perspectives. To do this, we must overcome the attachment to our own perspective and accept the perspectives of others. Dialogue is richer and more productive when all opinions are considered; that is, when none is presented as the only truth.

The problem is that the more permission people have to speak frankly, the more diversity of opinion arises, and the more conflicts appear. It is essential, therefore, to learn to deal with these conflicts, productively and respectfully. Exactly, the subject of the next article.

impeccable commitments

In the last article, we covered decision-making. Once a decision has been made, how do we effectively implement it? It is important to remember that deciding in itself doesn’t mean doing. From decision to action there is a long way. Implementation encompasses an understanding of who will do what by when, accountability, and then taking action. These should ideally be decided when the decision itself is made. Then, for implementation to happen, it is critical to learn how to establish better commitments and how to always honor them, and what to do when unexpected things get in the way. 

So, how can we create impeccable commitments? 

A commitment is a two-way contract that includes a request and a promise. It looks like this:

  • In order to accomplish A, B, C… 
  • I request you to do X by Z (date). 
  • Can you commit to that? 

This clarifies who will do what, by when, and why.

When it comes to committing, there are only two acceptable possible answers:

  • Yes, I commit.
  • No, I do not commit.

While there are three we can accept until one of the above emerges from the process:

  • I commit to respond (by a certain date).
  • I need clarification (on any of the elements).
  • I counter-offer (on condition of my acceptance).

But let’s also remember that things can be unpredictable, and oftentimes circumstances change. Still, we can always honor our commitments, even when delivering is at risk. So, how do we assess integrity in commitments?

impeccable commitments

Sincerity in commitments is only making promises you intend to keep. This means:

  • You believe you understand the commitment.
  • You believe you have the resources and skills to fulfill it.
  • You intend to apply your energy to the task (will).
  • You have done substantial planning to mitigate risks.

Honorability in commitments means honoring your promises, and unconditionally fulfilling them whenever possible. If the commitment is at risk:

  • Alert the creditor immediately.
  • Apologize and offer an explanation.
  • Inquire about potential damages and offer reparation.
  • Recommit.
  • Learn for the future.

Can you imagine living in an organization (and a world) where the above become true? How could our relationships improve? And our customer centricity? And our accountability? Just think of how life would be if we were told something is at risk as soon as it emerges and not after.

Guidelines for Impeccable Commitments

Following these guidelines in implementation helps to ensure that the productivity and effectiveness of meetings, conversations, and decisions made do not go to waste. Further, it adds to the quality of authentic relationships and conversations if we can abide by some standards. That way, even if circumstances change, things are not irreparable. A new way forward can be found, we can take care of our expected outcomes and the relationship can become even stronger because we know we care for each other.

decision-making

In the last article, we learned all about communication. Before we can get to the next two parts of this series, decision-making and implementation, remember that the quality of our conversations is key. Decision-making requires effective meetings with a clear purpose and effective communication among the people involved.

Making effective decisions is surprisingly, and unfortunately, not so common. Things generally could be much better. In order to chart a better path forward, it is useful to have a model that we can easily implement and rely on. In this decision-making model, I am presenting, there are really only 5 possibilities regarding who “owns” the decision: 

  • I decide: when information is mainly held within the person involved and a fast decision needs to be made
  • We discuss, I decide: This is one of the most used models. One person is responsible but wants to make a more informed decision, and other people have relevant knowledge or perspectives. Another reason to implement this is if you need high levels of engagement from people participating in the implementation coming after. For this, you might need a meeting. The more effective it is, the better information and engagement you will find.
  • We discuss, We decide: This is what we many times call “consensus”. We need to use this type when we are discussing topics related to the team itself: our values, operational agreements, and big strategic choices. But let’s be cautious, as people misunderstand what consensus means — it is not 100% alignment, but means we can live with the 80-20 rule. Yes, it is hard to have 100% alignment among 10 or 20 people or even more. Then, we need to go with the flow and what most people are aligned with. When we are not in full agreement we just need to ask if we can still go with the flow, and this should be true unless there is an ethical or legal issue with the decision that was made. If it’s just a matter of different perspectives, we need to learn to let go and respect what the majority is inclined to.
  • We discuss, You decide: this is complementary to “we discuss, I decide”. In this case, we acknowledge that we empower people while still bringing the knowledge and expertise from others.
  • You decide: when someone has the role and expertise to lead this, we should help them do so. It is a clear way to give accountability and decision-making power to someone.
decision-making

Decision-making

What must be done is pretty simple: define who makes the decision, and how, before making the decision. And then, everyone involved should commit to the outcome upfront. A big roadblock that often comes in the way is that we don’t clarify how we are making decisions. Before starting the actual discussion, clarify who is the decision maker, and what is the mechanism. Start the discussion with the decision-making model already clear.

Once the decision-making model is clear, the common issues highlighted at the start of the article are taken care of as well. People know who is making the decision, even if they disagree on the decision or way forward, they have bought into the process (barring ethical or legal concerns), and they are kept in the loop from the start so that they don’t have to fear outcomes after decisions have already been made. When we put together effective meetings, communication, and decision-making, we have added a lot of productivity and relationship effectiveness to our lives. Think about the positive effects this can have on the individuals, the team, and on business results.

effective conversations

In the first instance of this series, we broke down more effective meetings. This time, we will talk all about just that — talking! Many people muse about the difficulty of having effective challenging conversations.

This can be as simple as telling the truth with honesty and respect, and sharing ideas without fear of reprisal or being written off as unrealistic or too “soft”. In order to have productive conversations, where everyone is present in mind, body, and spirit, we need to get to a dynamic that changes everything.

The quality of our communication and conversations has an impact on the quality of our meetings, decisions, and implementation. How? Read along!

First of all, let me introduce you to the I-WE-It model.

We are always meeting because we want to achieve something (IT). And whatever we are doing, we need to do it together. Plus, this might not be the last time!

So, remember: every conversation is an opportunity to increase or decrease trust (we) and to feel better (or not) about ourselves in the process. The more you create a virtuous circle, the more effective you will be.

The first step, before even beginning to deliver the content or topic of conversation, is to create the connection and context (who, why, and where). We need to connect with people there so that everyone can more quickly listen to others and express their concerns and ideas.

That way, even if there is a disagreement, everyone can feel like they are in it together. At the “We” level, any conversation is an opportunity to increase trust and collaboration. That way, no matter what the outcome, people can feel connected, respected and empowered.

At the “I” level, it is checking into whether we feel valued and that we can grow and express who we are. This can even be applied to solo time — what is the quality of the conversations you have with yourself?

Sacrificing the “I” or “We” for the short-term “It” creates an unhealthy dynamic, and if there is no inbuilt trust then for the next conversation and negotiation we might need to have sooner than later. It is important also to remember that we cannot control the appearance of thoughts, emotions, and feelings — these just “happen”.

If we voice them literally, we can unintentionally escalate conflict, hurt relationships, and feel bad. If we don’t voice them or tell a “cosmetic” truth, we never address the real problem. The relationship is hollowed and we keep the toxins without ourselves. Often the task is negatively impacted as well — and worse, the “I” energy leaks out anyway. The only way through (and the most effective short and long-term) is to have an authentic conversation. So what does that entail?

Having Authentic Effective Conversations

First, understand that the only reason you have a toxic thought is because something that you care about feels at risk. Once you have acknowledged a toxic thought, you have 3 options:

  • Spill it out (just say it). This is the reactive level — our first reaction.
  • Swallow it (don’t say it). This is the superficial level — what we want others to think about us.
  • Distill it (transform the toxicity into a learning opportunity). This is the core truth — who we really are; our true BE-ing.
effective conversations

Underlying reactivity, there is something of value that is at stake. In order to distill your core truth, you need to ask yourself:

  • What really matters to me?
  • Why is this a concern to me?
  • What is at stake for me?
  • What do I really want?

The core truth is always honesty and respect. Try out these practices above, and watch how much more effective your communication becomes — through the quality of outcomes of conversations, and the quality of your relationships.

productivity habits

How many of us wish we had more productive, effective hours in a day?

From my conversations with leaders around the globe, I gather probably all. That said, there are some very simple things each of us as leaders do every day, that if done more effectively, could free up immense amounts of time and energy.

This series will dive deeper into four areas that we are actually practicing every single day of our lives, that if improved, could increase the quality of all things we do at work.

And through this, it can lessen workload, improve productivity, and empower others. Without further ado, these four things are:

  • meetings,
  • conversations,
  • decisions,
  • and implementation.

Did you realize that every day, we are in a meeting, and/or having a conversation with someone or ourselves, or making a decision (or judging one that was made by someone?) or implementing something (with less or more will and energy)?

productivity habits for better meetings

Let’s start with the one we most feel trapped in at almost 8hs a day: meetings. Through implementing the practices we discuss, you will improve your capacity to be in the right meeting, with the right setting, for the right reason… or decide not to be there consciously!

These facts and figures are pretty staggering, and illustrate just how important this topic is:

  • Employees in upper management spend 50% of their time in meetings.
  • Research suggests that employees spend 4 hours per week preparing for status update meetings.
  • A recent survey found that 67% of employees complain that spending too much time in meetings hinders them from being productive at work.
  • More than 35% of employees found that they waste 2-5 hours per day on meetings and calls, but achieve nothing to show for it.

First, make sure you design the agenda strategically to justify the investment of time you and other people will be making: choose the right topics, information, and people needed, and align time per topics and dynamics to achieve what you want.

3 Types of Meetings

It is important to note that there are really only 3 types of necessary meetings — to inform (to seek understanding), to discuss/debate (to gather input), and to decide (to choose between two or more options), but usually, the one calling the meeting does not clarify this upfront.

When this happens… can you make sure you ask for this to be clarified before starting? After understanding the intention of the meeting, it is key to understand if your participation is truly necessary or important. Many people end up in meetings without knowing why they are there, and without their presence really being needed. Do I need this information? Is my input needed? Do I need to be part of this decision?

Next, check in and align intentions to ensure that people are present and connected to each other, and to clarify what the goal of the meeting is. Clarify the expected outcome for each topic on the agenda, and explain to people how they could effectively participate. Now it’s time to deep dive into the content.

Make sure you agree on commitments and the next steps before leaving each section of the agenda. Close out the meeting with a “check out” and capture key actions and learnings for the next one.

From the outset, it is important to confirm that the meeting is truly necessary. If the purpose is to inform, clarify if it could have just been an email. If discussion, don’t spend 90% of the meeting just talking about things without any structure or intention. If the meeting is for decision-making, make sure everyone knows how the decision will be made before you engage in the discussion.

5 Key Habits for Effective Meetings

Lastly, there are 5 key behavioral habits for effective meetings:

  • Be a player, speak in 1st person: when sharing your perspective and opinions, own them to make them more relevant and clearer.
  • Be a learner, ask clarifying questions (before sharing opinions): before you make someone “wrong”, seek to understand through thoughtful questions.
  • Reflect back: make sure whoever has just spoken feels understood before sharing your own perspective.
  • Make clear requests: if you have a need, express the request to the right person in a clear and straightforward manner.
  • Give acceptable responses to requests: A response could be acceptance, asking for clarification before accepting, or saying no while explaining why you cannot commit to it — and discussing other possibilities if needed.

Try these out, and watch how much more effective your meetings become. In the next piece of this series, we will discuss decision-making.

agile myths debunked

Not long ago I posted a series of myths and realities about Agile on my LinkedIn account. While many in the business world talk about Agile ways of working, how accurate is the information we think we know? Are you confusing an Agile myth with reality? In June, I shared an article on the Agile Mindset and what a person needs to truly be agile. I would like to follow up by sharing my top 6 Agile myths:
agile myths debunked
 

MYTH #1: AGILE IS A SET OF PROJECT MANAGEMENT FRAMEWORKS

REALITY: Agile is primarily a culture, a way of thinking and acting.

  • The biggest and most common mistake and the reason that many fail at implementing Agile in organizations comes from focusing on the DOING Agile without working on the BEING Agile.
  • Implementing Scrum, Design Thinking, Hackathons, Lean, Kanban and other Agile frameworks will not be sufficient to be Agile.

 

MYTH #2: LEADERS ARE NOT NEEDED IN AGILE

REALITY: True…and false.

  • Agile needs leaders, but not where they might usually spend their time and energy.
  • Their role is to drive and foster the appropriate ecosystem and culture. They must genuinely inspire themselves first and then their people with a compelling Purpose, Vision, and Strategy that can guide decisions and actions. This is not a minor role. An Agile organization could not exist without these leaders.
  • In Agile, coaching leaders to empower their people by decentralizing decisions, control, and accountability to the point closest to action.
  • To put it in other terms, leaders move from the pilot seat to the co-pilot one.
  • Top management is often unconsciously the main barrier or intentionally the key enabler of BEING Agile more than being directly involved in Agile projects.

 

Myth #3: AGILE IS BETTER AND FASTER. Its role is to increase the speed of decisions and actions.

REALITY: Speed of decision and action is part of a predefined daily and weekly planning but is not a goal. Value delivery to customers comes before timing.
 

Myth #4: AGILE IS ABOUT PRODUCING MORE, QUICKER, AND CHEAPER

REALITY: Big mistake. Agile optimizes value delivery and customer satisfaction first, not just productivity and efficiency.
 

Myth #5: AGILE IS PERMANENT INSTABILITY MANAGEMENT

REALITY: Agile’s pre-defined cadence and framework are highly predictable. You know in real-time how the team is tracking against objectives with daily baby steps, one at a time, with clear objectives. This approach makes manageable permanent changes and instability with iterative adaptations, learning and improving from mistakes/successes with clear metrics from customer feedback.
 

Myth #6:  WE DON’T NEED AGILE COACHES. Agile Coach = Scrum Master

REALITY: Agile is about people before processes and the Agile Coach is here to help the team adopt effective mindsets and behaviors individually and as a team: Agile is a way of thinking, acting, and interacting.

  • The functions of a Scrum Master are to carry out all those projects that use a Scrum methodology from the elaboration of the product backlog, sprint backlog, the sprint itself, and the burndown of the tasks carried out and everything that remains pending.

 

Conclusion

Agile does not have to be a buzzword. It is what you need it to be. don’t copy/paste what others do. Find what works in your organization. BE the agility you want to see in your organization: Agile is not a destination it is a mindset and a way of working together.

The Next Normal of a New CEO

For most executives we know, embarking on a transformation journey at the helm of an organization is thrilling. It’s nothing short of an adrenaline rush, like the climbing expedition we’ve been comparing it to over the last few weeks. However, journeys come to an end, and life -as well as business- goes on. Business as usual, they say. At the foot of the mountain, the heroes of the hike blend with ordinary folks and continue onward. That part of the story typically gets left out of the books because… who wants to hear about the ‘normal’? We revive that story here, in the final article of the series, The Next Normal of a New CEO.
In the first article, we laid out a roadmap for the first 100 days of a CEO and the ‘new’ leadership team that results from that appointment (from A to B in the illustration above). We continued with a second article where we explained the focus of the team’s next 100 days in its safe descent back to base camp (from B to C). We finish the series with the ‘next normal’ of this team (‘new normal’ sounds too definitive for a VUCA world).
The Next Normal of a New CEOBeginnings, or new beginnings, are exciting. They create momentum, but it’s a hard job to keep the flame alive. If the leadership team does an excellent job with the four D’s mentioned in article two, there’s a higher chance that the flame will last longer. However, they will need a sustainable fuel source for that flame because eventually, it will die out. No matter how well-intended the leaders are, their behaviors are not enough to consolidate an evolving or transforming culture. Culture needs to be hinged on systems to endure.
 

Systems and Symbols

What are systems? For us, systems are to the organization what behaviors are to individuals. They are the workflows, procedures, policies, practices (you name it) that shape collective actions. As such, they can be powerful symbols of what the company values, regardless of the words on their posters.
An example of the power of systems and symbols is how top leadership deals with ‘airtime’. What they spend time on, or whom they spend time with, sends a loud message to the organization. Take one of our clients. They decided to end their hierarchical, command-and-control leadership style because their business strategy called for swifter moves that they believed would happen with more autonomous, empowered, and customer-centric teams.
Their leadership manifesto called for them to be ‘servant leaders’. Some took on the challenge of transforming their mindsets and behaviors to become that type of leader. However, their meeting protocols remained unchanged. Front-line employees were still called to provide status updates to top leadership, which meant taking an elevator to the ‘noble’ floor, projecting the same lifeless PPTs as always, as if they were making a case in front of a tribunal waiting for the verdict.
The culture only started shifting when the executives brought the change to another level. No more status updates at the top of the high-rise corporate headquarters. They systematically took the same elevator down, attended the forums where teams did the actual work and asked questions when their turn came. Their leadership manifesto got grounded in their collective rituals, which had a compounding effect on their behaviors.
 

The Road Ahead

Other systems and symbols in an organization are how the budget is allocated (what do they spend their money on?), whom they hire, who gets promoted, what gets celebrated and punished, and how they reward and discipline. These are the infrastructure on which the leaders keep traveling when they return from their climbing expedition. They arrive eager to reach milestones on their ongoing journey toward long-term, sustainable success in the form of robust business results, healthy relationships, and personal fulfillment. Excellent leadership teams realize that:

    1. The road ahead is full of curves. They will arrive at crossroads where the tools they gathered on their way to the peak will come in handy. The good news is that, after a climb, a curvy road pales in comparison.
    2. They can’t let their guard down. Continuing to measure how the team is doing on their levels of trust, conflict management, commitment, accountability, and results is paramount for them to keep working out where they are weaker. No matter how well they’re doing, they know that the moment they quit going to the gym, they’ll get out of shape. Staying at the top of their game is a life-long sport.
    3. They need to get rid of the inappropriate infrastructure that slows their momentum, sometimes to a halt.
    4. They found their fuel – a healthy fuel that keeps the fire (the one they kindled at the fireside chat at base camp) burning and lighting the way. Holding on to their purpose, their true North, they move not for themselves, but for something that transcends them.
    5. There is a legacy to leave behind, and they have decided what they want that to be.

We hope you enjoyed the journey alongside this new CEO and leadership team. Let us know in the comments which part of the journey you found most helpful for your own!