Viewing entries tagged
engagement

Push/Impose vs. Pull/Invite vs. push+Pull/Inspire

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Push/Impose vs. Pull/Invite vs. push+Pull/Inspire

Dan Mezick wrote about the Agile Industrial Complex in this article. It’s inspired me to respond with this one.

Personal Aside

I really like Dan’s work. It’s truly inspirational to me. There are folks who are leading some different thinking in the agile community, swimming upstream if you will, and Dan is certainly one of them.

Dan is expert in Open Space. He’s also introduced the notion of Open Space Agility as a means of introducing agile to organizations. One of the hallmarks of OSA is the aspect of invitation. In OSA, folks are not told to be agile, they are invited to be part of crafting the organization transformation to agility.

In other words, they’re a part of it. It’s inclusive.

Now moving on from my bromance with Dan…

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Engagement vs. Disengagement

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Engagement vs. Disengagement

There is the notion of – The ONE Metric that Matters. I want to translate that metric into the agile transformation space. 

You could also replace agile transformation with:

  • Lean Change Initiative

  • Agile Adoption

  • Digital Transformation

  • DevOps Strategy

  • Organizational Agility

I know, you’re heavy with anticipation. What IS the ONE Metric?

It’s engagement vs. disengagement. That is, how are your leaders affecting the engagement of your teams as they shift the organization towards more of an agile approach? 

Another way of looking at it is this,

  • If the leaders are engaging and pulling their team members into the process of the transformation. Asking them instead of telling them, then they are engaging;

  • However, if the leaders are more telling them what to do, deciding which specific agile frameworks and tools will be used, and then telling them from “on high”, then they are disengaging.

Of course, it’s not quite as simply as this, but you certainly get the idea.

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Employee Engagement AND Measurement

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Employee Engagement AND Measurement

I had to share this post because I think it hits on two pet peeves of mine.

First, instead of trying to measure employee engagement (morale, happiness, etc.) leaders should instead have face-to-face conversations with their teams to determine it.

We’ve sort of forgotten that old strategy of (management by walking around) which is STILL incredibly effective.

And second, it provides a sound reminder to be careful as to what you try and measure. 

In my perfect world, leaders would only measure a handful of things (1-5) that were both qualitative and quantitative. Then stay laser-focused on guiding the organization by them.

Stay agile my friends,

Bob.

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