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[\/vc_column][\/vc_row][vc_row padding_top=”0px” padding_bottom=”0px”][vc_column fade_animation_offset=”45px” width=”1\/1″]\n Agility for Reinventing Management with Oana Juncu<\/h1>\n <\/header>\n [\/vc_column][\/vc_row][vc_row inner_container=”true” padding_top=”0px” padding_bottom=”0px” bg_video=”” class=”” style=””][vc_column fade_animation_offset=”45px” width=”1\/6″]
[\/vc_column][vc_column fade_animation_offset=”45px” width=”2\/3″][vc_column_text]\nAgility for
\nReinventing Management <\/strong><\/h3>\nOana Juncu for the Octave webmagazine\u00a0<\/em><\/p>\nThe Agile Manifesto and the Agile Manager<\/span> <\/strong><\/p>\nA group dynamics is build on two pillars: \u201cachieving together\u201d and \u201cbeing together\u201d. The \u201cachieving together\u201d part holds the meaning of our common contribution and is crystallised by a shared outcome, that is recognised as useful by clients and all other stakeholders. The \u201cBeing together\u201d is built on the quality of interactions between people, and by the place that everyone holds within the groupe. In today\u2019s economic ecosystem, enterprises are still driven by the strong culture of the 20th century that defines prosperity by productivity. This paradigm motivates organisations, and the related management behaviours, to focus and reward capacity of delivery in priority. The ecological and social challenges enterprises face today, make them increasingly aware of the collateral effects of the unique focus on productivity; a world that is exclusively at service of \u201cproducing\u201d exhaust ressources and ends by creating waste. The importance of well-being in the workplace is recognised today as a powerful way to step out of the exhaussement caused by the \u201cproductivism\u201d culture. 20 years ago, Agile was introduced as a set of principles that underline the importance of balance between the capability to build products and the quality of people dynamics.<\/p>\n
Among the 12 principles of the Agile Manifesto, I quote here three key ones;<\/p>\n
– Interactions between people rather than applying a process
\n<\/em>– Collaboration with the client rather than negotiate a contract
\n– Adapt to change, rather that following a plan<\/em><\/p>\nWhile the Agile Manifesto was initially defined for Software product development, it is recognised now as widely meaningful for all domains. By following the principles of the Agile Manifesto, the mission of the Agile leader is to re-build and hold the balance between \u201cbeing together\u201d and \u201cachieving together\u201d, to nourish both pillars by the example of her own behaviour.<\/p>\n
Agility with Intention\u2026 <\/span>
\n<\/strong><\/p>\nWhen a group commits to a shared purpose, then it can self-organise to reach it. Clearer the goal is, higher will be the capacity of the group to self-organise. The Agile way of \u201cachieving together \u201d is built on this principle. In a Volatile, Uncertain, Complex and Ambiguous (VUCA) world, a shared vision is the grounding 2root a team relies on, while it can evolve and adapt. We often refer to transformation programs, but in reality, life is essentially in continuous transformation, as there is no life without change. Entreprises, are also living organisms that change continuously in response to their surrounding reality. It\u2019s not really accurate to say that companies need to \u201clearn to adapt\u201d in the current economic ecosystem. They already adapt themselves by default. Enterprises, just as living organisms, react to reality given their skills, knowledge and habits. The way they act and adapt in front of the changing reality is driven by the the enterprise culture, that is a collection of beliefs and shared behaviours. Unlike the \u201cadapt by default way\u201d, adapt with intention is driven by a choice made with awareness of the impact we want to see. To step out from the \u201cadaptation by default\u201d and succeed the Agile transformation we want to see , the Agile Manager holds the responsibility of the intention of that transformation. Every intention is made concrete by the teams achievements impacts on their stakeholders: clients, partners, pairs, etc. The shared vision is co-created by the Agile managers and <\/em>their teams. If the project changes, the shared purpose is the grounding element of the group. When people define actions that lead to impact, rather than execute actions distributed by an external authority, they become naturally responsible. For the Agile Leader, being at service of the co-creation of purpose is the most powerful way to empower their teams. Both user-centric and frugal approaches like Design Thinking, Jugaad, Lean Start-up 3will be effective ways of \u201cachieving together\u201d, only if the impact of decisions is highlighted by answering a set of questions like : How do our decisions support our shared purpose and the impact we want to see? How will our actions contribute to improve the life of our stakeholders? \u00a0<\/em>By asking these questions, the Agile manager embraces a coaching attitude and empowers the \u201cAgility with Intention\u201d, by supporting the \u201cachieving together\u201d pillar of Agile teams.<\/p>\n\u2026 and trust driven collaboration<\/span> <\/strong><\/p>\nBuilding something together in continuous changing world, requires us to embrace an experimenting mindset. By it\u2019s very definition, the goal of an experiment is learning, not guaranteeing a pre-defined result. If accept to fail is part of experimenting definition, our success oriented entreprise cultures have hard times to embrace a positive attitude toward failure. All our education is built on rewarding successes and punishing failures. To transform \u201cwelcoming failure\u201d from a wishful thinking expression to a true learning mindset, Agile Manager\u2019s challenge is to create a trust based space for \u201cbeing together\u201d. Here are two of my favorite practices I find very useful, to shift perspective on failure: 1. Don\u2019t call it \u201cfailure\u201d! <\/em>Instead, name it \u201cresult of our experiment\u201d. Wether we evaluate it as a success or a failure, it is still just a result. The difference lies more in our judgment rather that in that result\u2019s reality. 2. Shift our evaluation mindset from judgment to curiosity. <\/em>The invitation to curiosity that is launched by the Agile Manager, opens the field of new possibilities by exploring questions as: What and who might be positively impacted by the result of this experiment \u2026 that we formerly called\u201d failure\u201d? What are the learnings? Who does benefit form these learnings? What and who is negatively impacted by the results of our experiment? <\/em>Open exploration often reveals that what we call failure is mainly our projection of deceived expectations rather than an outcome with a clear negative impact. The Agile Leader, like a facilitator of group dynamics, sets the stage for the quality of interactions between 4team members, and her engagement is to hold a space where all voices are heard with open mind and open will. We build trust is built when we give it, not when we ask for it. Giving one\u2019s trust is an intentional brave choice, so leaders need to be supported themselves on the path toward the Agile mindset, by their own hierarchy. If managers are called to create a trust space where teams can safely experiment, they should benefit also of a safe space; their own managers are also involved to create a failure-tolerant culture and contribute to the \u201cbeing together\u201d pilar of Agility. Agile mindset needs be adopted at all levels of leadership of the enterprise.<\/p>\nThe Courage Of The Agile Leader<\/span> <\/strong><\/p>\nThe Agile manager is at service of \u201cachieving together\u201d while she builds the Agile dynamics of \u201cbeing together\u201d. Otto Scharmer says, \u201cA system cannot change if it is not aware of itself\u201d. Enterprises, organisations, 5teams, and individuals, as living systems. The manager\u2019s most important step into the journey toward Agile leadership is to acknowledge with tolerance, own\u2019s difficulties to let go of control and top-down management. Demonstrating good will starts with having good will toward oneself. The capacity to show-up vulnerableis an act of exemplary trust and 6 a condition to build a space of trust, a quality great leaders have. Lead by trust rather than by control, gather teams around a shared purpose, rather than state the strategy to follow, the mission of the Agile manager is anything but easy. Even though we recognise that Agility helps enterprises operate in the VUCA (volatile, uncertain, complex and ambiguous) world, we have hard times to accept uncertainty. This is absolutely normal, our brain is programmed to avoid dangers, and uncertainty is often perceived as a threat for our security. Showing one\u2019s vulnerabilities in this complex and uncertain world, accept not knowing and being at service instead of imposing top-down decisions, are acts of courage to which all levels of management are called. The courage to adopt Agile and accept that uncertainty is the only certainty, is a required mindset for all levels of leadership.<\/p>\n
[i]<\/a> https:\/\/agilemanifesto.org\/iso\/fr\/manifesto.html<\/p>\n[ii]<\/a> https:\/\/www.forbes.fr\/management\/environnement-complexe-manager-son-organisation-en-mode-vuca\/<\/p>\n[iii]<\/a> https:\/\/www.huffingtonpost.fr\/navi-radjou\/innovation-jugaad_b_5197010.html<\/p>\n[iv]<\/a> https:\/\/www.presencing.org\/resource\/tools\/listen-desc<\/p>\n
\nReinventing Management <\/strong><\/h3>\n
Oana Juncu for the Octave webmagazine\u00a0<\/em><\/p>\n The Agile Manifesto and the Agile Manager<\/span> <\/strong><\/p>\n A group dynamics is build on two pillars: \u201cachieving together\u201d and \u201cbeing together\u201d. The \u201cachieving together\u201d part holds the meaning of our common contribution and is crystallised by a shared outcome, that is recognised as useful by clients and all other stakeholders. The \u201cBeing together\u201d is built on the quality of interactions between people, and by the place that everyone holds within the groupe. In today\u2019s economic ecosystem, enterprises are still driven by the strong culture of the 20th century that defines prosperity by productivity. This paradigm motivates organisations, and the related management behaviours, to focus and reward capacity of delivery in priority. The ecological and social challenges enterprises face today, make them increasingly aware of the collateral effects of the unique focus on productivity; a world that is exclusively at service of \u201cproducing\u201d exhaust ressources and ends by creating waste. The importance of well-being in the workplace is recognised today as a powerful way to step out of the exhaussement caused by the \u201cproductivism\u201d culture. 20 years ago, Agile was introduced as a set of principles that underline the importance of balance between the capability to build products and the quality of people dynamics.<\/p>\n Among the 12 principles of the Agile Manifesto, I quote here three key ones;<\/p>\n – Interactions between people rather than applying a process While the Agile Manifesto was initially defined for Software product development, it is recognised now as widely meaningful for all domains. By following the principles of the Agile Manifesto, the mission of the Agile leader is to re-build and hold the balance between \u201cbeing together\u201d and \u201cachieving together\u201d, to nourish both pillars by the example of her own behaviour.<\/p>\n Agility with Intention\u2026 <\/span> When a group commits to a shared purpose, then it can self-organise to reach it. Clearer the goal is, higher will be the capacity of the group to self-organise. The Agile way of \u201cachieving together \u201d is built on this principle. In a Volatile, Uncertain, Complex and Ambiguous (VUCA) world, a shared vision is the grounding 2root a team relies on, while it can evolve and adapt. We often refer to transformation programs, but in reality, life is essentially in continuous transformation, as there is no life without change. Entreprises, are also living organisms that change continuously in response to their surrounding reality. It\u2019s not really accurate to say that companies need to \u201clearn to adapt\u201d in the current economic ecosystem. They already adapt themselves by default. Enterprises, just as living organisms, react to reality given their skills, knowledge and habits. The way they act and adapt in front of the changing reality is driven by the the enterprise culture, that is a collection of beliefs and shared behaviours. Unlike the \u201cadapt by default way\u201d, adapt with intention is driven by a choice made with awareness of the impact we want to see. To step out from the \u201cadaptation by default\u201d and succeed the Agile transformation we want to see , the Agile Manager holds the responsibility of the intention of that transformation. Every intention is made concrete by the teams achievements impacts on their stakeholders: clients, partners, pairs, etc. The shared vision is co-created by the Agile managers and <\/em>their teams. If the project changes, the shared purpose is the grounding element of the group. When people define actions that lead to impact, rather than execute actions distributed by an external authority, they become naturally responsible. For the Agile Leader, being at service of the co-creation of purpose is the most powerful way to empower their teams. Both user-centric and frugal approaches like Design Thinking, Jugaad, Lean Start-up 3will be effective ways of \u201cachieving together\u201d, only if the impact of decisions is highlighted by answering a set of questions like : How do our decisions support our shared purpose and the impact we want to see? How will our actions contribute to improve the life of our stakeholders? \u00a0<\/em>By asking these questions, the Agile manager embraces a coaching attitude and empowers the \u201cAgility with Intention\u201d, by supporting the \u201cachieving together\u201d pillar of Agile teams.<\/p>\n \u2026 and trust driven collaboration<\/span> <\/strong><\/p>\n Building something together in continuous changing world, requires us to embrace an experimenting mindset. By it\u2019s very definition, the goal of an experiment is learning, not guaranteeing a pre-defined result. If accept to fail is part of experimenting definition, our success oriented entreprise cultures have hard times to embrace a positive attitude toward failure. All our education is built on rewarding successes and punishing failures. To transform \u201cwelcoming failure\u201d from a wishful thinking expression to a true learning mindset, Agile Manager\u2019s challenge is to create a trust based space for \u201cbeing together\u201d. Here are two of my favorite practices I find very useful, to shift perspective on failure: 1. Don\u2019t call it \u201cfailure\u201d! <\/em>Instead, name it \u201cresult of our experiment\u201d. Wether we evaluate it as a success or a failure, it is still just a result. The difference lies more in our judgment rather that in that result\u2019s reality. 2. Shift our evaluation mindset from judgment to curiosity. <\/em>The invitation to curiosity that is launched by the Agile Manager, opens the field of new possibilities by exploring questions as: What and who might be positively impacted by the result of this experiment \u2026 that we formerly called\u201d failure\u201d? What are the learnings? Who does benefit form these learnings? What and who is negatively impacted by the results of our experiment? <\/em>Open exploration often reveals that what we call failure is mainly our projection of deceived expectations rather than an outcome with a clear negative impact. The Agile Leader, like a facilitator of group dynamics, sets the stage for the quality of interactions between 4team members, and her engagement is to hold a space where all voices are heard with open mind and open will. We build trust is built when we give it, not when we ask for it. Giving one\u2019s trust is an intentional brave choice, so leaders need to be supported themselves on the path toward the Agile mindset, by their own hierarchy. If managers are called to create a trust space where teams can safely experiment, they should benefit also of a safe space; their own managers are also involved to create a failure-tolerant culture and contribute to the \u201cbeing together\u201d pilar of Agility. Agile mindset needs be adopted at all levels of leadership of the enterprise.<\/p>\n The Courage Of The Agile Leader<\/span> <\/strong><\/p>\n The Agile manager is at service of \u201cachieving together\u201d while she builds the Agile dynamics of \u201cbeing together\u201d. Otto Scharmer says, \u201cA system cannot change if it is not aware of itself\u201d. Enterprises, organisations, 5teams, and individuals, as living systems. The manager\u2019s most important step into the journey toward Agile leadership is to acknowledge with tolerance, own\u2019s difficulties to let go of control and top-down management. Demonstrating good will starts with having good will toward oneself. The capacity to show-up vulnerableis an act of exemplary trust and 6 a condition to build a space of trust, a quality great leaders have. Lead by trust rather than by control, gather teams around a shared purpose, rather than state the strategy to follow, the mission of the Agile manager is anything but easy. Even though we recognise that Agility helps enterprises operate in the VUCA (volatile, uncertain, complex and ambiguous) world, we have hard times to accept uncertainty. This is absolutely normal, our brain is programmed to avoid dangers, and uncertainty is often perceived as a threat for our security. Showing one\u2019s vulnerabilities in this complex and uncertain world, accept not knowing and being at service instead of imposing top-down decisions, are acts of courage to which all levels of management are called. The courage to adopt Agile and accept that uncertainty is the only certainty, is a required mindset for all levels of leadership.<\/p>\n [i]<\/a> https:\/\/agilemanifesto.org\/iso\/fr\/manifesto.html<\/p>\n [ii]<\/a> https:\/\/www.forbes.fr\/management\/environnement-complexe-manager-son-organisation-en-mode-vuca\/<\/p>\n [iii]<\/a> https:\/\/www.huffingtonpost.fr\/navi-radjou\/innovation-jugaad_b_5197010.html<\/p>\n [iv]<\/a> https:\/\/www.presencing.org\/resource\/tools\/listen-desc<\/p>\n
\n<\/em>– Collaboration with the client rather than negotiate a contract
\n– Adapt to change, rather that following a plan<\/em><\/p>\n
\n<\/strong><\/p>\n
![\"\"](\"https:\/\/programmeoctave.com\/wp-content\/uploads\/2020\/09\/OanaPhoto1-300x300.jpg\")
Oana Juncu likes to call herself an \u201cAgile Leadership DJ\u201d, who mixes all practices that help<\/em>