Tag: mindsets

Procrastination is a common struggle many people face, particularly in the context of modern, mentally demanding jobs. But what is the underlying cause, and how can individuals effectively address it?  

This term, defined as the act of delaying or postponing tasks, often manifests as a form of dread when faced with a task, leading to the creation of excuses to delay in favor of something seemingly more urgent. Contrary to popular belief, this behavior is not necessarily a fault of character or a lack of productivity. Instead, it can be understood as an issue of emotional regulation; which refers to the ability to manage and respond to one’s emotional experiences in a healthy and productive manner. When faced with tasks that evoke feelings of stress, anxiety, or overwhelm, individuals may struggle to manage these emotions effectively, resulting in procrastination as a coping mechanism.  

 Adam Grant, among others, has framed the Procrastination tendency as a problem of managing emotions rather than a deficiency in motivation or drive. This perspective is particularly relevant for knowledge workers who frequently encounter challenges in maintaining concentration and avoiding delays.  

 Procrastination and Stress  

 Like stress, postponing tasks can have both positive and negative aspects. A small amount of stress can be beneficial, providing focus and energy to tackle priorities. Similarly, delaying tasks can sometimes be strategic, allowing time to gather necessary information before making a decision. However, when this tendency extends beyond these limits, it becomes counterproductive.  

 Understanding the root causes of procrastination is crucial. These can include:  

  • Emotional Overload: When the emotional burden of a task is too high, it can lead to avoidance behaviors.  
  • Cognitive Overload: Complex organizational structures, such as matrix organizations with conflicting directives, can overwhelm individuals, leading to delays.  
  • Structural Issues: Sometimes, the practical set-up of tasks or the lack of clear guidance can contribute to delays. 

How Do Procrastination and Stress Impact Work Culture and Team Performance?  

The culture within an organization plays a significant role in addressing procrastination. A culture that prioritizes emotional regulation, stress management, and a player mindset fosters, in the long term, high-performing teams. This is crucial for leaders that wish to achieve their team’s full potential.  Such a culture encourages individuals to view tasks not as sources of stress but as opportunities for growth and learning. This shift is important for transforming procrastination from a habitual response into a manageable and even avoidable issue.  

 Practical Strategies to Combat Procrastination include:   

  • Physical Exercise: Engaging in regular aerobic exercise can boost energy levels and interest, making it easier to tackle tasks.  
  • Mindfulness and Meditation: These practices help improve focus and reduce emotional overload, providing a clearer mental state for approaching tasks.  
  • Reframing: A technique from behavioral therapy, reframing involves changing the perspective on a task. For instance, instead of aiming for perfection, individuals can focus on making progress and learning from the process. This shift can reduce the pressure and make it easier to start and continue tasks.  

 Perfectionism often contributes to procrastination, as individuals fear not achieving perfect results. By reframing tasks as opportunities to make progress rather than prove perfection, individuals can break free from unproductive thought patterns. This approach encourages a mindset of continuous improvement rather than one of stagnation due to fear of imperfection.  

To address these issues, it is essential for leaders to view the brain as a critical organizational asset. By understanding and prioritizing brain health, leaders can enhance productivity, innovation, and overall well-being within their teams. This leads to the crucial areas of focus for brain health:   

The Brain as an Asset  

As a leader of a team or company, focusing on brain health for your team can significantly enhance productivity, innovation, and overall well-being. When considering brain health as a priority, as we covered before, Physical Exercise, Reframing challenges and Stress Regulation are crucial for performance success.  

But before diving into these priorities, the most crucial step as a leader is to allocate your attention to what matters most. If brain health is the current priority, commit fully to this conversation and action plan. If an immediate business need takes precedence, focus on that, and revisit brain health when appropriate.   

 The ability to prioritize and allocate attention effectively is the foundation of strong leadership.  

Investing in brain health is not just an individual benefit; it is a strategic organizational asset. By prioritizing physical exercise, reframing challenges, and regulating stress, you can create a more resilient, innovative, and productive workforce.   

 Encourage your team to engage in regular physical exercise, adopt a growth mindset towards challenges, and practice stress management techniques. Your leadership in prioritizing brain health will pave the way for a thriving, high-performing organization.  

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Finding Meaning in Challenging Times

In our recent webinar, Leading with Purpose , Teryluz Andreu and Michelle Hollingshead addressed the challenges of finding significance in work, particularly during tough times. While motivational quotes like “Follow your passion” are easy to share, real life often requires enduring stress, change, and the need to provide for one’s family. Michelle offered her insights on how individuals can find significance in their work, even when they can’t immediately pursue their dream jobs.

She reflected on her own journey, highlighting the importance of understanding why one is willing to take risks in pursuit of meaningful work. Defining work as contributing to society and emphasized the need to focus on what is important and how one can contribute through their job. From her research, she identified four ways to find significance in work, which align well with the key stages of adult development:

  • Work as Just a Job: For many, especially young professionals, their job might not feel inherently meaningful. Leaders can coach their employees to connect their jobs to what is most important for them in their current life stage, such as providing for their families or accessing desired experiences. This approach encourages employees to recognize and utilize their gifts and strengths in their work.
  • Work as a Stepping Stone: This perspective is highly motivating for high achievers. Leaders can support their employees’ career progression by helping them see their current role as a critical step in their development. Connecting their work to skill acquisition and future aspirations can provide significant motivation.
  • Work as Purposeful: For those who have the privilege to align their work with a deeper purpose, it involves being drawn to something greater. This stage is about finding work that resonates deeply with one’s values and aspirations.
  • Work as Progress: Some individuals are driven by the desire to solve complex and challenging societal issues. Recognizing and supporting these employees’ orientation towards making significant progress can help them find deep significance in their work.

Michelle emphasized that leaders listen with curiosity and understand that not everyone will be motivated by the same factors at any given moment. By considering these different perspectives, individuals can find significance in their work regardless of their current circumstances.

Finding Significance in Any Job

During the conversation, the speakers explored how managers can help employees find significance and meaning in their work through thoughtful reflection and coaching. It was mentioned the importance of asking insightful questions and creating a supportive environment.

One key question highlighted by Michelle was “How is your work connected to what is most important to you now?” This question encourages employees to reflect on the current relevance of their work to their personal values and goals. It’s crucial for managers to see themselves as coaches and engage in regular, meaningful exchanges with their team members. Citing Gallup research, she noted that 15 to 30 minutes of meaningful interaction each week can have a significant impact on an employee’s engagement level.

To foster these meaningful conversations about meaning, managers should focus on:

  • Consistency: Regularly engaging in reflective conversations helps build a habit of focusing on what matters most. This ongoing dialogue is essential in a dynamic and ever-changing work environment.
  • Psychological Safety: Creating a trusting and safe environment is crucial for employees to openly share their thoughts and feelings. Managers must invest in building strong, quality relationships to encourage openness and exploration.
  • Attention to Change: Acknowledging that employees are often overwhelmed by constant change, managers should help them navigate these shifts by maintaining a steady focus on what is important now.

By asking reflective questions and fostering a supportive atmosphere, managers can help employees find significance in their work, even amidst challenges and changes.

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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.

What would the corporate world look like if there was no curiosity at work? What if we stopped being inquisitive about the world, others, and ourselves? In times of disruptive change, individuals and leaders need to embrace both: running the present and preparing for the future. Those who are good at both will thrive in the 21st century. Curiosity is preparing for a comeback. According to LinkedIn data, there has been a year-on-year 90% growth in the use of the word curiosity in job advertisements.

As many leaders can attest to, there is a difference between complicated and complex problems. Complicated problems are what dominated our 20th century — they could be solved with technical expertise, in a methodical and relatively more linear fashion. The reality of the 21st century is that our world, and our problems, are VUCA — that is, volatile, uncertain, complex, and ambiguous. We cannot solve our problems with just the expertise and experience of the past because the variables are constantly changing. Solving complex problems require openness to new realities.

Due to these factors, the human dimension of life and work has become even more profoundly important. While humans have always mattered, the focus in the 20th century was on efficiency and production. Now, due to the complexity of our problems, there is more focus on the greyer area: the human dimension, of which curiosity is one of the central drivers of.

Today, research by SAS.com has discovered that nearly three quarters (72%) of managers believe curiosity is a very valuable trait in employees, with more than half strongly agreeing that curiosity drives real business impact (59%) and that employees who have more curiosity are higher performers (51%). Other research by SurveyMonkey found that the key ingredients for companies to weather economic downturn during COVID-19 were Curiosity and Agility. At a personal level, the Global Curiosity Institute (GCI) has established that curious professionals and leaders make faster careers and take home higher salaries. GCI has also found the need for a symbiotic positive relation between curious professionals and curious organizations. Curious organizations are those who embrace curiosity intentionally and ensure curiosity is celebrated throughout through their positive culture, processes and practices.

To enable this, what sort of culture must be created? People cannot be afraid of being wrong. They cannot be afraid of telling difficult truths. And they must feel psychologically safe. In other words, there must be cultures of learning, and where a player mindset is safe and encouraged. A player mindset is when faced with a situation, we concentrate on our own behavior and our ability to respond — focusing on factors within our control and what can be done to improve the situation. In a mindset like this, we are naturally curious, because we are constantly aware of our own actions and reactions, and can take positive action. The opposite of a player mindset is a victim mindset, where we hide behind factors outside of our control. Cultures where blaming abounds encourage victimhood, which drives curiosity and learning away.

A second mindset linked to curiosity and conscious business is key: “the learner mindset”, as opposed to “the knower mindset”. Being a knower is not about being knowledgeable, but about the concept of Truth and how we interpret the reality around us. The knower thinks the way that they perceive reality is THE Truth. The learner, on the other hand, understands that their perception is ‘their’ truth, and that other truths may also exist. Being a learner is about accepting different perspectives: the knower holds expertise with certainty, while the learner may have expertise also, but holds it with curiosity. These are not permanent tags; a person can shift from one mindset to the other at will. In a learner mindset, being curious does not mean we become unproductive or indecisive. On the contrary, engaging in difficult conversations as a learner instead of a knower is more effective.

So how do you start the journey of culture change?

Anabel Dumlao; Partner, Axialent: People who belong to a culture act how they think they are supposed to act. They will try to belong, or leave the culture if they feel stifled. The first step is to realize that culture is built — that levers do exist. In other words, it starts with awareness. If you don’t realize this, you will end up with a culture by default and not by design. Culture changes when behaviors, symbols, and systems change consistently over time. When it comes to curiosity, this means that you will observe behaviors like leaders asking sincere questions, symbols like people whose ‘productive failures’ get them promoted and not expelled, or systems like learning and development that track what people learned more than the hours they spent training. The culture designed should be one where people can thrive and delight customers. And we must remember, the shadow of a leader is long. Leaders who lead by example and show up with curiosity, invite the team to follow their example. Those who don’t, stifle the team.

Stefaan van Hooydonk; Founder of the Global Curiosity Institute: Awareness is indeed the first step towards action as it paves the way for taking positive and intentional action to do something about the status quo. Intentionality is therefore crucial for companies to embrace a culture which celebrates both exploitation and exploration, both celebrating the past and embracing the unknown future. Curiosity can be measured and be managed. You can measure the status quo, and derive action plans from there. When it comes to training people, some companies focus on changing their environment, while others focus on training mindset and habits, some do both. In any case, C-suites are becoming acutely aware that what worked in the 20thcentury does not necessarily work in the 21st century. The 20th century was stable, and we didn’t require too much focus much on creativity, curiosity, or innovation. Companies like Microsoft have changed the paradigm with leaders like Satya Nadella, who inspired his management team to shift from “know it all” to “learn it all”.

Our awareness and how we approach change makes the difference between how reliant we are on past solutions, versus how curious and adaptable we can be to this VUCA world we now live in. Today, we need to be learners and problem finders. Problem-solving is when we use our current skill set to find a solution. Problem-finding is when we predict what could go wrong, which requires a much more open, curious, and imaginative mindset.

I was lucky enough to catch a glimpse of the pandemic a few weeks in advance and to be able to act based on the signs, intuition and experience to face a challenge that we did not even imagine what it would finally be like.

The signs were the cancellation of a project in Germany and the anger around the Mobile World Congress in Barcelona. The intuition, that we were facing something unknown and devastating. The experience was that of my colleague Thierry de Beyssac warning me that in the face of real crises, the “worst-case” had to be “really” a nightmare scenario.

Today, two years later, I know that surviving would have been impossible without the trust of our partners and the support and ability to sacrifice of all of us who comprised of Axialent in March 2020. Practically our entire operation was face-to-face with our clients, and involved travel throughout Europe and America that was cut off to prevent the spread of Covid-19.

That was the situation.

The first thing I perceived was fear — fear in our people, fear in our clients, fear in our families. And I understood that the first thing we had to do was to overcome fear.

I set myself three priorities to transform fear into hope.

The first: guarantee the survival of the company. We did it by renegotiating the financial structure, expanding the capital base and applying very tough cost management that included pay cuts up to 50% in the highest salaries and eliminating all non-essential expenses.

The second: talking to people, honoring our values and proposing a pact to socialize sacrifice so that no one would be left behind in circumstances in which uncertainty and vulnerability were total. The tsunami had hit us in the middle of the sailing and all of us on the Axialent ship deserved to reach port together, safe and sound. So we agreed, so we did. It is what I am most proud of as CEO.

The third: to talk to our customers and offer help and support with the ship afloat and the crew weathering the storm. They were just as scared and perplexed as we were. It was the best we could do — we helped each other. We designed new services together that helped them in a complex and challenging scenario, and because of this we were able to reinvent ourselves beyond what we would have dreamed of without the pressure of the coronavirus.

The implementation of these three priorities brought us an unexpected gift, which was to accelerate innovation. Almost without realizing it, we began to do remotely what we were doing in person. The need helped us to make possible what we previously saw as impossible — and for which we had brought a team to the company whose presence at that time was critical. Thanks to this, we found ourselves giving new answers to the new problems that the pandemic brought to the table. At the same time, none of this was easy. And although today I see these two years as a vital and invaluable learning experience, the truth is that we all suffer a lot and still continue to suffer consequences of COVID-19.

At some point, we used the tools we use with our clients to see how we were working in the midst of chaos and the result overwhelmed me. I heard things that I did not like, and it helped me to see things that I did not see. All of this helped us to correct course, and taught me how the humility to admit mistakes is the best ally to create the confidence that is needed to act and lead in uncertainty.

When they ask me what my keys as CEO were for Axialent to survive, I answer that I listened a lot and made quick decisions at the service of the people. Decisions to empower, remove obstacles and protect with an armored umbrella those who were on the front lines helping our clients, containing the budget, or reinventing our services. And underneath the armored umbrella manage the storytelling without essentially missing the truth and remembering that “a team is a state of mind” as my friend Jorge Valdano says. I considered that some bad news or explaining in detail the size of certain obstacles would only serve to increase the distress and discouragement of the team in the midst of the greatest challenge most of us had ever faced in our lives. I sincerely believe that this selective transparency, and sometimes with an optimistic bias, helped us stay on course and reach port.

The pandemic brutally showed us the difference between what we can control and what we cannot. Knowing how to make this distinction and focus energy on what is under our control is what we call at Axialent “unconditional responsibility” which, next to caring for people, are the keys to getting out of a crisis like the one we are experiencing with more awareness and wisdom. Is important to know it now since we also know that this is not last crisis we will have to live.

No one would argue that work landscape has changed significantly in the last years due to covid-19.
According to a Mercer report, 71% of employers said last year they were going to adopt a hybrid model. And, an Accenture report noted that hybrid workforce models are embraced by 63% of high-revenue growth companies.
Although there is no exact definition and it can vary according to each organization, hybrid work is understood as the possibility of alternating (fixed or flex way) working from home, from a remote location and a central hub or office.
While there are many advantages for organizations and employees in adopting a hybrid model, it needs to be planned and consciously managed to offset some of the disadvantages hybrid work has revealed in the past years. Let´s look at the main drawbacks people have expressed after forcefully adopting this new way of working.

  1. It diffuses Human Connection: although technology platforms and collaboration tools have taken a quantum leap facilitating access to virtual experiences, human connection and sense of belonging have been diluted. In a virtual configuration, we tend to jump from meeting to meeting focusing on the task and results while investing little time on hanging out and mingling. Some people tend to experience weariness, loneliness, and disconnection.
  2. If not carefully planned, cross group collaboration can drop dramatically, and organizations might become more siloed: some organizations are already reporting an impact on sharing collective wisdom and innovating. Although spending face to face time is a possibility, it´s not always assigned to becoming more collaborative.
  3. Remote vs On Site Mindset: There are different shared beliefs by remote workers vs on site workers. Often people working from home can feel their career development is being impacted due to a lack of connection with their peers and/or leaders. We sometimes tend to believe we need to be “visible” to be considered by people who have decision making power in our careers. This might drive some additional tension to the implementation of the working model.

Human connection and sense of belonging are key to create a trusted environment and develop a high-performance culture.
So how can we as leaders, foster belonging in a hybrid environment?

  1. Make face-to-face time count: no virtual experience can replace the physical connection, so plan and invest purposefully your time together — it´s precious and needs to be taken care of. Building and growing your “WE” into trusting and collaborative relationships is the best use of your time. Plan for formal and informal gatherings to strengthen your bonds and get to know each other.
  2. Get to know your people — plan for 1:1s: We all come from different places, are immersed in different contexts, and have different needs. Let´s not approach our teams with a “one size fits all mindset”; ask your team what they need to feel more connected with you, the team, and the organization in this configuration. Make connection and sense of belonging part of your ongoing conversations and periodically assess with each team member their level of connection.
  3. Encourage mentoring / peer sessions: Developing a mentoring program creates a safe container for people to come together and share own experiences, wants, and needs. People feel heard while being challenged to adopt new mindsets. Mentoring has proven to be a great mechanism to help people grow in all 3 dimensions (I / WE / IT).
  4. During hybrid meetings, start with remote workers: Hybrid meetings can be messy and ineffective; it´s harder for remote workers to follow through and for onsite workers to be mindful of those who are accessing virtually. Before starting the meeting make sure you have the right technology in place so everyone can clearly hear the conversation that will take place in the room and in each virtual space. During the meeting periodically pause and check with the team how are they experiencing the meeting. Make sure you always give priority to remote workers to voice their opinion first without being overran by others. Setting clear ground rules is key for leading effective meetings.
  5. Foster vulnerability & authenticity: showing up and being seen as who we truly are with our own strengths and opportunities bring us together. Embracing others without judegment and with compassion creates an inclusive culture. As leaders, we have a key responsibility in role model an inclusive leadership inviting others to do the same.

Implementing a successful hybrid work model requires more than ever creating an inclusive environment where people feel connected and have a strong sense of belonging.
It´s not about making the model itself work, it is about consciously managing our culture and creating the right conditions to enable people develop to their full potential in any given working environment.

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!

compassionate leadership

In high achievement cultures where people are held accountable for delivering on time and their results, there is generally a misconception about what it takes to lead and inspire others. Leaders often believe they need to “be tough” on others to drive results and get the best out of people. If we watch the way these leaders interact with their teams we can immediately know if they are leading by fear or by love. At Axialent, we find leaders who practice compassionate leadership, rather than an iron fist, are more likely to get the results they want.
The first type of leader is 100% result oriented, very focused on the task and the business results. They have a very strong opinion of what needs to be done to expand and grow. Therefore, they generally need to be “in charge all the time”, often using a very directive approach with their teams. They hand out orders to others, correcting people’s behavior on the spot, sometimes providing destructive feedback. Fear of failure (or not delivering results) is so strong and present that they undermine trust, psychological safety, creativity, and innovation.
Although these types of leadership behaviors may achieve business goals in the short term, leaders need to develop a more integral approach to create exceptional sustainable results. An approach that addresses the human dimension as much as the business one. This is what compassionate leadership is all about.
 

Compassionate leadership

 
compassionate leadershipCompassionate leadership does not mean being “soft with people” and not holding them accountable. It certainly does not propose giving up business results in pursuit of caring for people or make them feel connected.  At the heart of compassionate leadership lies the ability to recognize the potential and need of every human being and help them develop and grow in service of the business needs.
It means helping people sharpen their edge with kindness in the service of a bigger goal.
 

Compassionate leaders:

  • Develop a clear and inspiring integral vision.

They strongly provide and thoroughly communicate a clear direction to the desired outcomes and the role teams and individuals are invited to play in achieving the vision.

  • Embrace their own vulnerability and practice self-compassion.

Vulnerability is about showing up and being seen with no control of the outcome (as Brene Brown has stated through her research). Experiencing our own vulnerability and being kind to ourselves is the first step to connecting with others’ vulnerability and feeling compassion.

  • Put themselves in others’ shoes.

They invest time connecting and getting to know their team. These leaders have a genuine interest in them and the challenges they face. They build strong, trusting bonds. Compassionate leaders master the right balance between containing and challenging people to help them get unstuck and carry forward. They understand we all fail and make mistakes, and this is part of our development journey.

  • Speak their truth with honesty and respect.

Compassionate leadership is usually thought of as leaders sugarcoating messages to avoid people getting hurt. They are seen as avoiding conflicts, difficult conversations, or providing any feedback that might challenge people to consider a different perspective. In reality, compassionate leaders do just the opposite. They communicate thoroughly, provide constructive feedback, and have difficult conversations, all in the service of the growth of their people and the business.

  • Are committed to helping people grow and achieve their individual goals.

They will not withhold important feedback that can contribute to others’ development. They’ll own their opinions and express them constructively being true to themselves and being respectful to others.

  • Have a bias for action.

Compassionate leadership is not only about connecting and understanding people’s pain and challenges. It’s also about helping them see what they can and need to do to move forward, overcome adversity, grow their resilience, and encouraging them to do so.
 

Conclusion

How do you choose to lead your organization? How do you want to be remembered? What do you judge to be the most effective way to deliver your business results?
Compassionate leadership is a matter of choice. It helps create a safe container for people to feel cared for, seen, and valued while being supported to stretch out of their comfort zone and learn what’s needed to excel.
 

Have you ever lived a glorious leadership offsite, where you felt in your bones the newly forged bond with your peers, your mission as a company, and your dreams about the constructive culture you were going to lead by example? How long did that euphoria last? How far did that momentum take you and your team before the friction of ‘business as usual’ slowly and painfully eroded enthusiasm and brought you back to the grind? Were your commitments to each other strong enough to endure the first breakdowns post-summit? In this second article of a 3 part series, we explain the focus of the next 100 days of the new leadership team in its safe descent back to base camp.
In the first article of this series, we laid out what we believe makes a clear roadmap to success for the first 100 days of a CEO and the ‘new’ leadership team that results from the appointment. We shared the lessons gleaned from accompanying team members through five stages, along individual and collective tracks, all the way from base camp to the peak. We find the metaphor of a climbing expedition a fair reflection of the effort it takes to build trust, manage conflict, reach commitments, uphold accountability and focus on collective results. Good expeditions reach the summit and celebrate that feat, for sure. However, great expeditions believe that reaching the peak is but another step in the journey.
Given the importance of the next steps and inspired by Fred Kofman’s Four D’s, which he described in his book “The Meaning Revolution”, we work to ensure that teams return to business as usual in a masterful way.
 

DEFINE the standards of behavior

next 100 days of the new leadership teamOne of the first outcomes of the leadership team journey described in the first article is that participants can clearly articulate who they want to be and what they are going to do differently. How would they achieve better results if they simply continued to do the same old, same old? The norms about how people are expected to behave at an organization are what we call their desired culture. Therefore, explicitly stating how everyone is expected to act could be considered their cultural manifesto.
 
How are leaders expected to lead in this culture? The honest, specific response to this question by the top leaders defines their so-called leadership manifesto. These are just two examples of how a leadership team can explain the standards, so their aspirations become something they can measure, discuss, and disseminate. These need to be more than just posters on a wall.
 

DEMONSTRATE the standards of behavior

The shadow of the leader is long; therefore, the leadership team needs to walk the talk. Declaring how they expect to act is one thing, while actually doing what they declare is another. Paraphrasing Gandhi, the team that reached the peak needs to become the change they wished to see when they defined the behavioral standards for the company. They must be willing to share their struggles and their accomplishments as they learn to live and embody the defined standards. To this day, we found nothing more powerful than leading by example.
 

DEMAND the standards of behavior

The standards that the leaders defined are of no use if every single member of the team does not uphold them. As standards usually express an aspiration, there is typically a gap between where they are and where they want to be. That is OK if they show curiosity about the impact that having that gap has on others. It becomes part of the learning process as long as they explicitly link their actions to their attempts at bridging that gap. Holding people accountable shows that they are serious about their manifestos. They can do this by discussing breakdowns to learn from struggles and actively catching people doing the right thing.
 

DELEGATE accountability for the standards

When everybody holds everyone else (including the leaders) accountable for behaving according to the set standards, there is an intentional ripple effect. Leaders who take this return to base camp seriously grant everyone permission to call them out if they do not behave according to their leadership manifesto. There are no double standards. The culture manifesto naturally becomes ‘the way we do things around here’ without a second guess. The expected behaviors become the norm. Aspired culture becomes the actual, current culture. Another way of calling this D is “Disseminate”, as it empowers more leaders to be culture carriers and scales up the new leadership standards. It means facilitating an environment where others can empower themselves to shape the culture and become responsible for propagating it by repeatedly demonstrating, demanding, and delegating accountability in a virtuous cycle.
 
These four D’s are a simple-to-understand, challenging-to-execute process for establishing or revamping culture norms at your company. Stay tuned for this series’ third and last article to learn what happens to this new CEO and leadership team in their Next Normal. See you there!