olufunkeadio

  My journey in  #agility  wasn’t planned at all. It all began a couple of years ago when in my line of work as trainer and facilitator, I was invited to lead a  #leadership  focused learning session themed ‘Leading Agile Teams.’ I found the topic fascinating and decided to do some research. Even though I had facilitated many leadership sessions up until that time, I needed to understand why a team would be described as ‘Agile’. Once my research began, I was instantly drawn to the subject! I kept digging and couldn’t stop.

Lack of Respect The barrier of a lack of respect forms the foundation for many of the other barriers to collaboration. To foster respect, be respectful of the ideas and view points of others regardless of where they stand in the organizational cadre  .

  Lack of Trust Building trust is such a delicate art. Owing to its rarity in workplaces and general human dynamics, people instinctively try their best possible to navigate. In the process, much otherwise productive energy is dissipated, stress levels are generally heightened and unintended consequences is lowered productivity. *To foster trust and improve collaboration, focus on psychological safety, inclusion and equity.*

Closed Mindedness Effective collaboration especially in a complex environment will be difficult if you’re constantly opposed to new ideas and prefer same old approaches. Just like I said in a recent post: “Complex problems do not necessarily respond to expertise. They’re resolved through the harnessing of collective intelligence, creative exploration and collaborative innovation.” To improve on open mindedness and foster collaboration, learn to stay  #curious . #open -mindedness #curiosity #collaboration #agility #agileculture

DESTRUCTIVE INTERNAL COMPETITIVENESS This one could be tricky. Which would you reward: individual, team performance or both? Often many organizations that reward individual performance at the expense of the team are left to grapple with the unintended consequence in loss of team cohesion and  collaboration. To foster collaboration and minimize destructive internal competitiveness, endeavour to find a balance between incentivizing individual performance and team results. #collaboration #teamworks #agility #agileculture

  EXISTENCE OF ORGANIZATIONAL SILOS Isn’t it interesting how organizations start out and then grow by leveraging their collaborative postures to innovate and create amazingness? But overtime and in response to growth, this same organisation begins to create structures and functions which then begin to threaten the once laudable collaborative posture.   With functional silos now increasingly entrenched, it becomes expedient that the organisation begins to learn again collaborative skills. This time, within siloed contexts.   To increase collaboration and minimise silo effect, endeavor to creatively foster cross-functional team efforts and initiatives. #mindsilos #agileculture #agility #collaboration

Surprisingly many organizations have RESPECT as a core value. When you dig deeper though, chances are the definition of the word would differ from one person and/or demographic to another. For older demographics, the term RESPECT could mean, “Older folks are to be hallowed around here”. For a younger demographic it could mean “Value and contribution should be reverred around here”. Overall, what is critically important, is for organizations to not only clarify what aspirational values mean for their organisations but to also clearly articulate the consequences of not getting it right. For example, a culture where disrespect is a norm could illicit a pattern of wastages. Wastage of energy by targets/victims in focusing more on: 1. Getting back at the offender, thereby dissipating otherwise valuable and productive energy. 2. Avoiding the offender even at the expense of deliverables falling through the cracks. 3. Turning frustrations on customers as a means of releasing pent up ugly energ...

“Do you know my age?” If you’ve never been asked or ever heard this question before then, its either you work with a multinational with entrenched practice of ‘First Name Basis’ or you simply reside within a culture where age isn’t particularly weaponized.   Quite frankly, its much easier for older demographics to accept the first name phenomenon where the practice is already in existence prior to their joining an organisation. Problem however arises where a business decides to transition to that practice after having a contrary posture prior. It can be difficult mehn! Popular premise triggering such moves (amongst others) is the need to foster contribution, collaboration, innovation and all that good stuff without the impediment posed by the ‘Do you know my age?’ posture. Have you noticed though how younger demographics rarely ever have reservations with jumping on the first name phenomenon; even where they’re addressing older persons? (Associated premises is topic for another day...

For those who undermine the value of respect in their organizations, choosing rather to look the other way or underplay the unsavory impact of disrespect as a cultural norm, Training Industry’s PSYCHOLOGY OF LEADING WITH RESPECT survey shows that culture of disrespect within organizations resulted in: 1. Decreased Productivity 2. Lost time 3. Additional Costs. My take is that discerning leaders will do well to courageously address norms of disrespect. They will as a result save their organisations from attendant and perhaps unintended but sinister consequences. Do look out as I share my thoughts on the subject of RESPECT in the workplace for the rest of the week! But meanwhile, you can watch snippet of my presentation on IMPACT OF RESPECT & CULTURAL NORMS IN AGILE at the Women in Africa Conference (WIA) 2022. https://lnkd.in/dJk6-eZx

Feedback for some is only within the context of managing performance. Specifically where line managers employ the sandwich approach to deliver performance focused feedback. Viewed more holistically though, an organization can actually have a culture of feedback that stretches beyond this basic concept; with a broader focus on mechanisms for engaging internal & external customers along with other stakeholders. I recall once checking with an HR leader what the feedbacks were from a set of newly instituted initiatives. This person seemed clueless as to what that was meant to achieve. And this isn’t just HR, the same sometimes apply to other functions as well…. Truth is, at the root of any feedback culture is a strong service posture. Take that away, and what remains is a collection of effort cum motion that ultimately leads nowhere! Without a doubt, meeting and exceeding customer expectations within and outside the organisation requires both a strong and vibrant feedback culture.

For a very long time and for some inexplicable reason, I believed that feedback was a fundamental human right.  So it rattled me un-end in scenarios where I expected feedback & it never came. With my line of work as trainer and facilitator, I have experienced a significant number of instances where program organizers would worry participants about session evaluations but did absolutely nothing with the information garnered much less convey to facilitators! As I grew older however, I had to let go of my beliefs around feedback. And where it really matters I would literally demand it. Over time, I have come to realize that not everyone is as vested in the idea of continuous improvement. Somewhere deep down inside though, I wish that they did care. Why? Because successful people, systems, start-ups, organizations & nations have consistently elevated the quality of value and service delivery largely because of the premium placed on harnessing feedback from service offerings ...

Still on my inclination towards feedback. So I’m that person that instinctively captures improvement elements (from my point of view) in systems, processes, structures, programs, events…you name it! It’s my default setting!  Without even being asked I would note my observations with the hope that if someone cared enough to ask, I’ll have the list readily available for sharing.  My experience with people intentionally seeking feedback? Well, your guess is as good as mine… In an era where competition is increasingly global, it becomes more crucial than ever to consistently appraise and improve on service delivery & product excellence. Choosing to do otherwise is choosing to succumb to retrogressive forces. And trust me, the pull can only go downwards from there.

No doubt the work environment has evolved in major ways. From a focus on control of people & resources in production lines in the industrial era to a more flexible, employee centric environment of the modern workplace. Understanding how these periods differ and the behavioral changes required to navigate will be deeply vital to organizational success especially as it relates to human workplace dynamics. For example, the critical innovation drive of the new era requires the ideals of failing quickly, iterating, retrospecting, adopting design thinking approaches & more. All of these great stuff are of course largely hinged on a healthy culture of feedback. Perhaps you’re wondering why the creative & innovative quotient of your team or workforce is abysmally low or none existent? Then I’ll advise you pay attention to your internal cum external feedback culture. More on Feedback & Innovation Culture Here:  https://bit.ly/3BevxWP

I notice easily the littlest improvements in tech, software, mobile apps etc… Recently I’ve seen how LinkedIn prompts you to connect to persons just based off of the algorithms wisdom.  Also how IG continues to expand connection of its users beyond people they intentionally follow. (I’m aware though of differing views on the impact of the latest changes) Still, just like in Tech & without a doubt, by putting themselves in users shoes & deliberately sourcing user feedback, forward looking organizations can’t help but keep experimenting & improving. So in the spirit of feedback & if anyone reading this works with Google, please kindly help convey a request that they consider eliminating the cumbersome tasks of users taking several actions with respect to liking a Youtube video, turning on notification and subscribing to a channel. Perhaps they could introduce a single button that can achieve all three?!  I confess I’ve been pondering on this for quite sometime no...

When on LinkedIn @ositasap inboxed me about some possible collaboration with a group of Nigerian IT Professionals in Canada NIPCA, I thought he was speaking to the wrong person. Me? How? Collaborate with IT Professionals? What was it on my LinkedIn profile that gave him the impression that I work in IT? Then it came to me! My hashtags! I had included some hashtags in a recent post & erroneously included “Agile Leadership” instead of “Leadership Agility” Oh my! I quickly traced the post, corrected the error & got a clarification note across to him. So here’s the thing; Agile & Agility mean absolutely different things. How?

  Just a gentle reminder that our lives had been disrupted prior to COVID-19. For example, a couple of organisations I’m involved with including #cipmnigeria had several pre-COVID-19 conferences hinged on the subject of disruption. Technology for sure has been a major disruptive force, same with unprecedented competition powered especially by innovative new entrants (& business models) across several sectors – A phenomenon that further reinforced the premise of the unleashing of an avalanche of creative & critical thinking force – which in itself is disruptive in nature.

Respect as a value is deeply ingrained in Agile. To my mind, no real collaboration can happen without it. Collaboration and true progress occur largely where the opinions of all stakeholders are highly valued and respected. It is therefore inspiring to see how Nigerian Agilists #agileforgoodgovernance are looking to drive the agenda in the country. Quite frankly however, its easy to see how tall an order this is just thinking about where we are as a people and as a nation. Still, #WeMove.

  Time is such a vital resource. I am one of those who have an unusual knack for the efficient utilization [or investment?] of this resource. I have shared previously how instinctively I want to ‘fix’ any trace of inefficiency I come in contact with – especially with respect to processes. But not without admitting the stress inducing nature of the same. You know what they say about what you detest the most being a sign of your assignment?! Lol. Perhaps it is on account of this disposition that I am drawn to AGILE? Its underlining and overarching lean philosophy across systems, resources and processes. The very concept of iteration being hinged on an anti-waste ideology and all of these having definite connections to efficiency with time and its effective utilization. Looking at all of the benefits of Agile, one would wish that every system could run just like it is obtained in an Agile environment.  But we know that that is far from being the case! Indeed the culture of ineffi...

Agility as a management concept was thrust into our consciousness during the early days of COVID-19. Evidently, this seemed to have come about on account of the prevailing crisis and the need for people and businesses to navigate and survive the increasingly difficult terrain. The truth however, is that Agility has been a subject of relevance even before COVID-19. The technological and digital disruptions especially with the Artificial Intelligence conundrum were major critical factors driving Agility across business domains. Of course there are other factors such as regulatory pressures, shifting consumer behavior and the challenge of incumbents by disruptors – all vehemently contributing to the Agility quest.

My journey in  #agility  wasn’t planned at all. It all began some five years ago when in my line of work as trainer and facilitator, I was invited to lead a  #leadership  focused learning session themed ‘Leading Agile Teams.’ I found the topic fascinating and decided to do some research. Even though I had facilitated many leadership sessions up until that time, I needed to understand why a team would be described as ‘Agile’. Once my research began, I was instantly drawn to the subject! I kept digging and couldn’t stop.