The Problem of Agile Methods: We humans are "habit animals"
Company have goals - just as every person, every team, every project group is guided by goals. How else should one know in which direction one should move? To achieve these goals, it is not the system or the strategy that matters, but the human being. He alone ensures the implementation and intervenes steering, so that at the end of the checkered flag can be seen, the target band can be run through.
Employees are only too happy to resist when something new or different is to be done. Without some adaptation to innovation, however, it is not possible to steer yourself, let alone others, to support yourself and others in the process of renewal.
Agile leadership - 8A implementation:
This is easier to achieve with the following eight success factors (phases):
1A = Mission: Know where I want to go
No implementation without order. The first step of the 8A implementation method is to clarify the project mandate between client (internal or external) and contractor (manager / project manager).
The fact is: If there is no clear, transparent and measurable target description, there is a high risk of being on the wrong track and thus not achieving an optimal result.
2A = Analysis: Select the results team
The analysis is of crucial importance in the selection and management of the results team for the implementation. The results team reflects the entirety of the specific roles of taking responsibility or involvement in the implementation process to fulfill the project tasks.
For the results team, four roles are defined: Results, Implementation, Process and Assistance.
3A = address: make affected persons involved
If a letter has no address, it can not be delivered. And yet my executives still, they would have to give information just in the round and it will then pick out everyone, what is important to him.
Not even close! It makes perfect sense to personally address the people in the results team personally with the project tasks and thus make them responsible. Only then will affected persons become participants.
4A = Activity: Knowing what to do
Activity is the development of the schedule and schedule for effective and efficient implementation. At the end, the jointly developed concrete activity description for self-control stands with the voluntary approval of the persons responsible for implementation.
The assumption of responsibility in the process enables empowerment, ie employees achieve a higher degree of autonomy and self-determination by being able to represent their interests on their own responsibility.
5A = drive: moving people to implement
One reason for the failure are missing implementation motives. When employees "need" instead of "want" and do not know "why", in their eyes, much is meaningless. Projects and new tasks need drive.
The activation of the individual drivers of all employees involved gives the necessary start motivation. The desire for implementation is just as permanently increased as the enthusiasm for the task.
6A = Execution: Knowing how to do it
In the corporate reality, often only the "what" is discussed, but not the "how". The consequence of this is fundamental frustration among the employees, which is exacerbated by over- or under-demands.
During execution, therefore, the coaching discussion with the employee prioritizes and decides to what extent competencies are available, developed or delegated.
Alignment means navigating successfully - by pooling the power of all involved, resources and activities towards the commonly agreed and desired goal.
Decisive here is the ongoing calibration, the timely adjustment to target values as well as the regulation in relation to the people in the process or project regarding the achievement of the goals. This is the only way to keep performance at a high level.
8A = Automation: Responsibility for Self-Management Living
Automation is an implementation process of the previous phases that is independently controlled by the employee / result team. Ultimately, for the executive coach, it means nothing more than "having it voluntarily implemented" - with the goal that not only does the process run automatically, but that the result is also automatically achieved.
Automation aims at the continuous assumption of responsibility for results at employee and team level. This also includes the further development and improvement of people, method, means, management, machine and material.
Conclusion: What is needed is courage and motivation to go new, agile ways
One thing is clear: Management coaches and employees need courage and motivation to solve the daily challenges, or at least be prepared for them. For this, many leadership coaches have to find their way back to a healthy work-life balance, so that they can show employees a new way.
Finally, both should finally have more fun and enjoy going to the office every morning. Achieving this requires more recognition from and for leadership coaches, more employee empowerment and more opportunities to work together, not just together in a company, but working together on the strategy. Because: Without implementation no success!
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