If organizations want or need to do this for their employees and believe that it is a worthy investment, awesome! I just think there is a need to return to the idea that employer and employee are two partners which exchange services for compensation. If there is to be a powerful partnership, then all themes to retain this partnership must be bilateral.
A couple of years ago, I wrote this initial blog. It was in response to a client that seemed to have a "class" issue. Not that didn't have class but rather certain classes of people dressed and responded to casual days in different ways. I thought it would be good to revisit this post, make a few updates, and reblog it.
A while ago, I read a book and a short white paper that fit both of my user story needs. The first was about how leadership can apply agility at the executive leadership level. The second was about how we must change to get the right talent in our current Agile environment. Both brought up key Holistic Agile concepts that I constantly attempt to apply in Agile adoptions and transformations at MATRIX. When it happens successfully, the initiative seems to “take a turn” for the better as the organization (not just IT) “gets it.” When these practices are not applied to senior leadership, there is a chasm that drags Agile transformations to a halt. Without Holistic Agility, organizational change will fail. These practices and principles are building teams, being responsive, and self-management.
It's Agile2017 time again! Woohoo!. Everyone from developers and scrum masters and lowly vendors to the "stalwarts" of the agile movement is here. Over the next week, we will listen to speakers talking about principles, application of agility, tools, systems, and even the new shiny stuff that is all around. But it tells me something about where we are headed as a "philosophy" when the first keynote speaker, David Marquet, doesn't speak of principles, tools, processes, or practices, but instead speaks of "leadership."
Originally posted on LinkedIn here. I admit it - I am an agile coach. I walk teams through starting up, I work with Product Owners on building backlogs, I work with organizations on agile adoption, I help people and companies get more "awesome." And now I am going to tell you three reasons why you shouldn't hire me, or anyone like me! Now, this doesn't mean every organization should never hire coaches, but over the years I have witnessed scenarios where coaches could not be successful.