Yes, and: Check the incentives that the current set of rules provides. Even a great leadership team will not turn things around only by individual behavior. Plus, measure how leaders react once teams make decisions they do not agree with. :)
Great topic. When people aren’t doing what we think they should be doing, it’s definitely worth thinking about what’s behind the resistance. And you’re dead right that it’s not on them, it’s on you. As a leader it’s up to you to re-empower them. And it’s important to remember that just as they didn’t become learned helpless overnight, they won’t become empowered action-takers overnight. Coaching your team to lead and think is one of the most critical roles of a leader.
Love the link to learned helplessness! Lateral thought: what if… *the coach’s flavor* of “Agile” doesn’t fit their perceived needs? FWIW, I’ve learned that a team’s preconceptions about “Agile” (and consultants/coaches selling it) can be mighty blockers in the early adoption phase. I now usually focus on establishing & addressing their perceived needs first (using agile elements, but not advertising them as such) in order to establish trust (in the new process elements, in me, in their ability to shift the process, in their safety to do so, etc) and to make my intention (improving the process, *not* “selling Agile”) clear & tangible.
Yes, and: Check the incentives that the current set of rules provides. Even a great leadership team will not turn things around only by individual behavior. Plus, measure how leaders react once teams make decisions they do not agree with. :)
Totally agree!
Great topic. When people aren’t doing what we think they should be doing, it’s definitely worth thinking about what’s behind the resistance. And you’re dead right that it’s not on them, it’s on you. As a leader it’s up to you to re-empower them. And it’s important to remember that just as they didn’t become learned helpless overnight, they won’t become empowered action-takers overnight. Coaching your team to lead and think is one of the most critical roles of a leader.
Love the link to learned helplessness! Lateral thought: what if… *the coach’s flavor* of “Agile” doesn’t fit their perceived needs? FWIW, I’ve learned that a team’s preconceptions about “Agile” (and consultants/coaches selling it) can be mighty blockers in the early adoption phase. I now usually focus on establishing & addressing their perceived needs first (using agile elements, but not advertising them as such) in order to establish trust (in the new process elements, in me, in their ability to shift the process, in their safety to do so, etc) and to make my intention (improving the process, *not* “selling Agile”) clear & tangible.