Have you ever lived a glorious leadership offsite, where you felt in your bones the newly forged bond with your peers, your mission as a company, and your dreams about the constructive culture you were going to lead by example? How long did that euphoria last? How far did that momentum take you and your team before the friction of ‘business as usual’ slowly and painfully eroded enthusiasm and brought you back to the grind? Were your commitments to each other strong enough to endure the first breakdowns post-summit? In this second article of a 3 part series, we explain the focus of the next 100 days of the new leadership team in its safe descent back to base camp.
In the first article of this series, we laid out what we believe makes a clear roadmap to success for the first 100 days of a CEO and the ‘new’ leadership team that results from the appointment. We shared the lessons gleaned from accompanying team members through five stages, along individual and collective tracks, all the way from base camp to the peak. We find the metaphor of a climbing expedition a fair reflection of the effort it takes to build trust, manage conflict, reach commitments, uphold accountability and focus on collective results. Good expeditions reach the summit and celebrate that feat, for sure. However, great expeditions believe that reaching the peak is but another step in the journey.
Given the importance of the next steps and inspired by Fred Kofman’s Four D’s, which he described in his book “The Meaning Revolution”, we work to ensure that teams return to business as usual in a masterful way.
 

DEFINE the standards of behavior

next 100 days of the new leadership teamOne of the first outcomes of the leadership team journey described in the first article is that participants can clearly articulate who they want to be and what they are going to do differently. How would they achieve better results if they simply continued to do the same old, same old? The norms about how people are expected to behave at an organization are what we call their desired culture. Therefore, explicitly stating how everyone is expected to act could be considered their cultural manifesto.
 
How are leaders expected to lead in this culture? The honest, specific response to this question by the top leaders defines their so-called leadership manifesto. These are just two examples of how a leadership team can explain the standards, so their aspirations become something they can measure, discuss, and disseminate. These need to be more than just posters on a wall.
 

DEMONSTRATE the standards of behavior

The shadow of the leader is long; therefore, the leadership team needs to walk the talk. Declaring how they expect to act is one thing, while actually doing what they declare is another. Paraphrasing Gandhi, the team that reached the peak needs to become the change they wished to see when they defined the behavioral standards for the company. They must be willing to share their struggles and their accomplishments as they learn to live and embody the defined standards. To this day, we found nothing more powerful than leading by example.
 

DEMAND the standards of behavior

The standards that the leaders defined are of no use if every single member of the team does not uphold them. As standards usually express an aspiration, there is typically a gap between where they are and where they want to be. That is OK if they show curiosity about the impact that having that gap has on others. It becomes part of the learning process as long as they explicitly link their actions to their attempts at bridging that gap. Holding people accountable shows that they are serious about their manifestos. They can do this by discussing breakdowns to learn from struggles and actively catching people doing the right thing.
 

DELEGATE accountability for the standards

When everybody holds everyone else (including the leaders) accountable for behaving according to the set standards, there is an intentional ripple effect. Leaders who take this return to base camp seriously grant everyone permission to call them out if they do not behave according to their leadership manifesto. There are no double standards. The culture manifesto naturally becomes ‘the way we do things around here’ without a second guess. The expected behaviors become the norm. Aspired culture becomes the actual, current culture. Another way of calling this D is “Disseminate”, as it empowers more leaders to be culture carriers and scales up the new leadership standards. It means facilitating an environment where others can empower themselves to shape the culture and become responsible for propagating it by repeatedly demonstrating, demanding, and delegating accountability in a virtuous cycle.
 
These four D’s are a simple-to-understand, challenging-to-execute process for establishing or revamping culture norms at your company. Stay tuned for this series’ third and last article to learn what happens to this new CEO and leadership team in their Next Normal. See you there!

A lot has been said about COVID-19’s impact on mental health. Research shows that rates of depression, stress, anxiety, and post-traumatic stress have risen significantly in the last year. While we have not yet recovered, some places are slowly recuperating their lost freedom, and others are still finding their way forward. We have all been affected by the pandemic. We have suffered losses in this exhausting process: from loved ones, to jobs, to our own health, opportunities, connection. And we are still mourning and longing for our losses. As organizations and leaders, how can we provide the support our people need and access our own emotional intelligence in times of COVID-19?
In this fast-changing environment where we are permanently looking for instant gratification, we often struggle. We find it challenging to connect with our own emotions and open ourselves to others’ experiences and requests for help and support. It takes a lot of courage to inwardly listen to our emotions instead of sweeping them under the rug and accepting them with compassion and without judgment.
Organizations are starting to take this issue seriously. They want to help people improve their quality of life and their working experience. They recognize the impact wellbeing and work-life integration have on midterm performance and effectiveness. In the last year, we have seen organizations deploying multiple initiatives spread across all levels, offering a complete menu of tools and skill learning to support people through these challenging times.
 

The Importance of Emotional Intelligence in Times of COVID-19

 
Emotional Intelligence in times of COVID-19
Of all the skills we can learn, developing emotional intelligence might be the “make it or break it” key capability for this new era. It is the key skill all leaders need to cultivate to lead effectively, caring for their people. And it has never been so collectively relevant.
Emotional intelligence refers to our ability to recognize, understand, and manage our own and others’ emotions. When we can manage our emotions, we respond more effectively to any given situation vs responding instinctively in a fight, flight, or freeze mode (behaviors led by our reptilian brain).  It helps us deal with stress and see clearly, making better decisions in our life. It builds up our resilience: the ability to bounce back in the face of setbacks.
Developing emotional intelligence also helps us improve our relationships and increase collaboration. It helps us empathize with how other people are feeling, putting ourselves in their shoes and feeling in our own body how others are feeling.
While many of us agree that emotional intelligence is a key skill, most leaders lack it. The good news is that we can train our brains to master our emotions.
 

Increasing Emotional Intelligence

 
Recognize:  The first step is to acknowledge what is happening. Listening to the emotions in our body, mind, and heart, connecting with the feeling it brings along, and sustaining its discomfort. Naming our emotions can help surface them and bring some perspective.
Understand: Our emotions are feelings created by conscious and unconscious thoughts and interpretations and they all are impulses to act. Every emotion has a message and requests an action from us. Self-inquiring uncovers meaning for our emotions and the story underlying the emotions.
Express /act constructively: Regulating our response our to own emotions and others’ emotions is crucial (it is thinking before reacting). It is about being able to share our interpretations and the thoughts underlying our emotions with honesty and respect. Sharing our core truth, expressing what really matters to us, in an impeccable and effective manner, without hurting our relationships and being true to ourselves.
COVID-19 has been emotionally devastating for many of us. It has put us to the test and has reinforced the need for and importance of developing our emotional intelligence to navigate in these unprecedented times effectively caring for ourselves and others.

The first 100 days of any CEO are usually a watershed moment for the new incumbent, the leadership team, and the company. In this article, first in a series of three, we lay out what we believe makes a clear roadmap to success. We have accompanied numerous executive committees through this new leadership team journey. Their powerful testimonials about its contribution to achieving extraordinary business results, improving team cohesiveness, and growing as individual leaders, inspired us to share the approach more broadly for others who may benefit from the lessons learned.
This unique journey is like a climbing voyage, with all eyes on the summit. However, the climb starts at base camp, that meeting place where we begin the expedition and prepare for a daring feat. Here is where we encourage them to discuss crucial questions in a metaphorical fireside chat:
▶️ To whom are we roped? new leadership team journey
▶️ What are we climbing for?
▶️ What unnecessary weight can we leave at the foot of the mountain?
▶️ What will we hang on to when things go awry?
The answers to these questions set up the expedition for success. But before they start, the team needs to carefully choose what they will take in their backpacks and what to leave behind. So load doesn’t turn to burden, each member of the team needs to ask themselves the following:
▶️ What skill sets can I contribute to this expedition?
▶️ Which abilities should I acquire or enhance?
▶️ What baggage am I carrying that can become a liability?
▶️ Which frameworks, experiences, and techniques can be helpful?
Once the leader’s backpack is ready, it is vital to help the team get their own ready as well. This may be the moment to consider finding trustworthy guides to lighten the load and get well equipped for the climb. At Axialent, you will find seasoned ‘Sherpas’ for journeys like this, who ascend alongside each individual participant and equip them with the necessary tools that will help them identify their own assets and liabilities as climbers.
 

Then they are ready to climb!

At Axialent, we’ve increasingly set out to reach the leadership team summit in five stages, inspired by the work of Patrick Lencioni on cohesive teams:

  1. We always begin with trust. Without it, the way forward will be overly cumbersome. Building trust will help us every step of the way.
  2. When there is trust, we can deal with conflict constructively. We see conflict on a spectrum, where both extremes (denying conflict out of avoidance, to downright explosion) are unhealthy.
  3. A team that manages conflict constructively can truly commit. Authentic commitments require a clear request, an equally explicit acceptance of the request, and all team members’ buy-in.
  4. Practicing accountability is the next stage. The team embraces it to ensure their commitments are honored, even (or especially) when they cannot fulfill them.
  5. The expedition reaches the peak when it can focus on its collective results rather than the individual goals of its members.

 

Two tracks across the five stages of the leadership team journey

We like to say that we climb these stages with the CEO and their team following two distinct, yet interwoven paths: the individual and the collective tracks. Each leader works individually with a personal coach (who we called Sherpa above) on their development goals. In the collective track, the leadership group participates in team coaching to work on their dynamics and interactions as a group. These collective sessions are often co-facilitated by the different Sherpas assigned to the various members of the team to allow for diverse vantage points for richer observation and broader context.
We approach each of the five stages based on the following premise: as experts, we reserve the professional judgment to draw on the frameworks, distinctions, and techniques that will build the skills and capability that each team requires at a given point in time. How do we know? By running individual and group diagnostics upfront and at the end of each journey. This provides rich context to draw on, thus shaping the content to fit this particular team like no other.
At Axialent, one of our deeply held principles is believing in context before content. We go one step further. We also believe in connection before context. Therefore, when we accompany a leadership team in their first 100 days to the summit, we make it a point to start with a virtual coffee where each expedition member meets and greets the Sherpa who will be ‘climbing’ with them.
In the next couple of weeks, we will share the next article of this series, where we explain what happens at the peak and how the new CEO can tackle the leadership team’s safe descent back to base camp. Stay tuned for the Next 100 Days of a new CEO!

Making the decision to become Agile is not an easy one. It requires getting your people out of their comfort zones. You have to ask yourself if you REALLY want to work on it. To do things that differently? To get your people and organization out of their comfort and stable zones while already dealing with so many other challenges? If the answer is yes, one of the key things you will need moving forward is to adopt the Agile mindset.
There are two notions of Agile: The Organization/Team and the personal/individual. In each, there are two dimensions: DOING Agile (use of tools/framework) and BEING Agile (mindsets & behaviors). They are all closely embedded, but first, it’s important to embrace an Agile mindset and way of thinking.
 

What is an Agile mindset?

  • The Agile MindsetIt is about PROACTIVELY CREATING change in uncertain and disruptive environments. Different from resilience, it is about REACTIVELY RESPONDING to change in a constructive way.
  • It is about analyzing how to understand what’s going on, identifying what uncertainty you are or will be facing, and figuring out how to create new opportunities as you go along.
  • Rather than merely responding to change, Agile employees anticipate the future and proactively create change.
  • Organizational agility is the capacity to spot and exploit opportunities in fast-changing environments.
  • Research shows that employees who create change are 43% more effective than employees who merely respond to change. They also have greater career satisfaction and an enhanced sense of personal power and influence.

So, how do you adopt an Agile mindset? Here are some concrete examples of how to become an Agile thinker every day:

  • Become aware of your thinking patterns.
  • Choose to shift your thinking patterns…yes, this is possible!
  • Regularly take the time to just stop doing and think.
  • Adopt the Victim vs Player and the Knower vs Learner
  • Essentialism: Cut through unnecessary thinking/work and focus on essential things (don’t waste what you learned from the current crisis about focus).
  • Remain calm under stress and pressure…Easier said than done? The more you practice this, the easier it will be.
  • Move away from any tendency to use a Command & Control leadership style and adopt the Coaching Leadership strategy. Delegate decisions and control to the closest point of action. Foster collective intelligence and empowerment with accountability and purpose. Make impeccable requests, which demand impeccable commitments.
  • Practice authentic communication skills and techniques. Speak your truth and allow your people to do so as well by creating a psychologically safe environment.
  • Accepting change is not comfortable but it is safe.
  • Think customer and outcome.

 

Being Agile

There are many reasons why a company might want to invest in Agile. They may want to be a more efficient learning organization that quickly and effectively adapts to change, as well as generates new opportunities in a VUCA World. It may stem from a need to support “Customer Centricity” as a part of the core business strategy or culture. Or perhaps they want to make their people stronger and more comfortable with change and uncertainty with minimum stress and maximum efficiency for their mental and physical energy/health.
Whatever the reason, adopting an Agile mindset is a key part of setting out on the Agile journey. BE the agility you want to see in your organization. Agile is not a destination, it is a mindset and a way of working together.

Innovation sounds good, looks good, but it doesn’t always feel good. Why? Because making innovation happen in a large organization is an arduous process. The story we usually hear about this topic is like a mediocre superhero movie. It shows a character that finds a superpower, struggles just a little bit, and then is victorious. By the end of the film, we know we didn’t like it, but we don’t understand why. There were endless fighting scenes and the hero was too tough. What is the problem with this? It doesn’t feel real. We need to see the pain, the characters’ real suffering to believe their journey and value their victories. Embedding innovation into an organization is a lot like this. I used to think that being an innovator was a matter of toughness or inventiveness, but it is not.
 

How is innovation like a flat tire?

 
Bear with me while I share a personal anecdote. The other day, I had a flat tire. I remember getting out of my car, seeing the flat tire and thinking: “Why today?! I can’t get a break”. I was tired. I knew I have insurance to help me to change the tire, but my macho ego was telling me:
– Can’t you change a simple tire? You have to change it with no help –
So, I hung up the call to the insurance company, grabbed the tools, and started to change the tire myself. But I couldn’t catch a break because the nuts wouldn’t loosen, so I got angry. I wanted to throw the tools and start crying. You may wonder: What are you making such a big deal out of a simple flat tire? Indeed, it was not a big deal. What was the problem?
The problem was not the tire. The problem was not that I could not find a solution. My problem was the meaning I was giving to my lack of ability to loosen up a nut. The problem was I was feeling weak and inadequate for this simple task. After my short crisis, I called the insurance company again and asked for their help. I remember telling myself: “A guy will come and laugh at me because of my poor handyman skills.” I was even thinking of creative answers to defend myself from his attacks. In other words, I was mad at someone I had not even met.
He arrived 30 minutes later. I had loosened up two nuts, but I had three remaining and a broken ego. I saw this man in his mid-50s approaching my car with no judgment. He tried to loosen them and he couldn’t. I had mixed feelings at that moment (I was kinda happy). He was very considerate and explained the nuts were hard to remove because they were old. Luckily, he had some tools to solve the issue. He took out another lug wrench, a hammer, and a long pipe and used it as a lever to remove the nuts, and voila. All that I needed was some tools and a simple lever.
 

Embedding innovation in your organization

 
Embedding innovationThis is precisely how innovation in a corporation works. It is a hard job, with multiple tasks and things to do. You might be working on designing a new solution, defining the precise value proposition, and trying to get the buy-in from different stakeholders. Suddenly, an apparently simple problem is holding things up, and you might feel like it is the end of the world. You feel shame. You question your value, your capabilities, your management skills, or even your work.
The problem might seem simple from the outside. Again, it is about the meaning we assign to why we are struggling and feeling like there is a massive wall in our way. In these moments, I have learned that the key to moving forward is to master my emotions and be aware of the mindset that I am using to see the problem. For example, being trapped in a knower mindset makes the issue personal. The dialogue in my head is: “I should know this.” Then everything starts to escalate, and things get out of control. This makes things worse because a knower mindset demands control.
But instead, I can choose a different path: The learner mindset. This requires a humble approach that recognizes that I do not have to know everything. That I can ask for help because there might be a skill or a tool that I am missing to solve the problem. That the person from the other department is not going to laugh at me, and instead, they want the opportunity to help me.
In the end, this is the better superhero movie, with a scared character who is brave enough to keep walking in the darkness of vulnerable moments. As an innovation leader, you don’t have to do it all by yourself. You do not have to have all the skills to make innovation happen. I believe that is impossible. The nuts in this story may represent an outdated process, a risk-averse mindset, misaligned incentives, or a frustrated team.
If you are developing a new product and feel stuck, don’t panic. Accept vulnerability and ask for help. You might find a person with the perfect innovative lever to loosen up the nuts fixated on an old way of doing things.
 

We expect leaders to move quickly and decisively, demonstrating agility when responding to challenging situations and emerging opportunities. At the same time, they are expected to collaborate effectively across boundaries, actively solicit ideas from others before making decisions, and foster a team culture where every person feels valued, included, and connected. How can we manage the balance between agility and inclusion?

“There is more to life than simply increasing its speed.” ― Mahatma Gandhi

This may seem like an impossible ask. Can we invest the time to learn each person’s unique opinions and ideas and meet pressing deadlines? Can we genuinely foster an environment where everyone feels included and valued while moving at lightning speed?This apparent dilemma may have deepened during the global pandemic. Organizations realized that they could move faster, be nimbler, and get things done quicker than they ever thought possible. However, some of this newly found agility and speed was the outcome of crisis management, inadvertently creating insider/outsider dynamics. As we move from crisis management to a more sustainable approach, we should take the time to discuss how to manage the balance between agility and inclusion.
Balance Between Agility and Inclusion
The first step is to acknowledge that there is a natural tension between speed and inclusion. In some instances, a more collaborative, inclusive approach can take longer than the situation will tolerate. However, speed and agility do not have to come at the expense of inclusion. A conscious leader can consider trade-offs and be intentional on the best approach to get things done.
If you are looking to manage the speed and inclusion balance for your team, here are some ideas you can consider:
 

Start by defining your intention

In conscious business, we believe that our actions respond to our mindsets, and our mindsets are shaped by our values and intentions. Being an inclusive leader requires working at the “being” level, as well as the “doing” level. Start by reflecting on what inclusion means to you. How do you want to be perceived as a leader and how your actions are reflecting that intention? Also consider how other values, such as fulfilling commitments and achievement, may be in alignment or in conflict. Check the story you are telling yourself about the situation. Are you creating a false dichotomy between getting things done quickly and being inclusive? Are you inadvertently asking others to choose agility over inclusion instead of finding a balance?
 

Tap into the wisdom of the team

Often, it’s not inclusive behaviors that slow down decisions and actions, but the ways we make decisions and collaborate. Organizational sluggishness is often the result of a lack of clarity around goals and roles in participation and passive-defensive cultural norms where people are expected to agree, gain approval, and be liked by others. If this is the case, the best way to drive change is to call out the problem, bring awareness to the situation, and ask your team and peers for ideas to balance speed and inclusion. Employees understand the need for agility and making decisions quickly. They also value a workplace where people feel that they belong and where their opinions and ideas matter. Ask them for feedback on how well the team is managing the balance and ideas on what can be done to foster more inclusive and agile collaboration.
 

Embed new habits

Identify small, but impactful habits that drive both inclusion and agility and make them part of your ways of working. For example:

  • Conduct check-ins and check-outs in meetings. It makes meetings more productive by aligning participants’ expectations, understanding context, and creating meaningful connections, even in virtual settings.
  • Be intentional about who weighs in on decisions and has the opportunity to participate. You may be inadvertently relying on the same ‘selected few’ because you trust them or like them more, instead of leveraging the talents and experience of every member of the team.
  • Make it a habit to challenge yourself and the team when making decisions. Questions like these can help you do a quick check and foster constructive debate:
    What points of view have we not considered yet?
    Who needs to be involved to get the best possible outcome in the least amount of time?
    How can we simplify or shave off time?
    What are the trade-offs?
  • When launching a new initiative, ensure that there is a project charter meeting and regular check-ins where the team can discuss the following:
    What is the best way to move quickly while keeping everyone in the loop?
    How can we create a safe space for team members to share their thoughts and feelings, even if they are dissenting?
    How will we discuss learnings and share them with others outside the team?

 
To become more agile, many established organizations have adopted the mantra “move fast and break things quickly” from the start-up world. Similarly, the key to finding more inclusive and agile ways of working is approaching the process with intention and a learner mindset. Experiment, learn from it, do it better next time, and foster a safe space for others to do the same.
 

inclusive team culture
We often talk about inclusion in the context of broader conversations about diversity and equity programs and initiatives. It’s true that high levels of inclusion are necessary for diversity practices to positively impact and develop trust in groups1, but an inclusive team culture is generated by everyday interactions.  Inclusion is also applicable to every person in an organization, not just underrepresented groups.  You can have a homogenous team with low levels of inclusion.  Any one of us can experience the benefits of inclusion and the detriments of exclusion at any time. So, how do we create a more inclusive team culture?
To understand the impact that inclusion (or lack of) can have on a team, think about a recent meeting where you didn’t feel heard or comfortable sharing your opinion because your point of view was different from the rest of the team.  How did it feel?  Most likely it impacted your level of engagement with the group and your willingness and ability to contribute to the meeting.

“The strength of the team is each individual member. The strength of each member is the team.”
– Phil Jackson

A team is inclusive when its norms are carefully constructed to promote experiences of both belonging and uniqueness for its members.  According to the National Bureau of Economic Research, we are spending more time than ever in meetings at work since the stay-at-home orders and lockdowns started in 2020.  So, if meetings are one of our most frequent and important forms of interaction with others at work, we should be intentional about how we conduct our meetings to foster a more inclusive team environment.
 
Below are some ideas on how to intentionally design and facilitate more inclusive team meetings.
 

Observe patterns

If you intentionally pay attention to your next 2-3 team meetings, you will likely see behavior patterns emerge. Are you spending more time talking than listening? Does everyone have an equal opportunity to participate? Is someone dominating the conversation?  Are people being interrupted? Do people talk over each other? Who is silent or only speaks when prompted?
 

Be clear on the meeting intention

Once you have an informal assessment of how inclusive your team meetings are, try to make the next one better. Start by defining the meeting objective – Is it to inform? To brainstorm? To decide?  Be clear on your intention and determine the meeting agenda according to your objective and desired outcomes.  This will help you define the attendee list and make sure that no one is unintentionally left out.  To make the meeting more productive, share the agenda with the team in advance.
 

Conduct small experiments.

Based on your observations, try some new approaches in your next meeting to be more inclusive. Here are some ideas:

  • Do a quick check-in at the beginning of the meeting. People work better together when they get to know each other as individuals. This may be challenging in virtual and hybrid work settings. To help people be present and share how they are coming into the meeting, do a check-in where each person answers two questions: How has your day been so far?  What do you want to get out of this meeting?
  • Inclusive informing. Discuss with the team, who else needs to know about this? Did we unintentionally leave someone out? How can we effectively communicate this information to others outside this team?
  • Inclusive brainstorming and discussion. If the purpose of the meeting is to brainstorm and discuss ideas, consider breaking the bigger group into smaller groups to increase interaction and allow everyone to contribute. In smaller groups, you can have team members write down their ideas independently before brainstorming and then use a round-robin approach to ensure that each member shares their ideas.
  • Inclusive decision-making. If the purpose of the meeting is to decide, define and communicate upfront who will make the ultimate decision. Do you need more information from the team or do you want the team to decide as a group?  If the former, a good technique is to allow people to vote silently on ideas, so team members are not unduly influenced by the votes of others.
  • No interrupting rule. It’s a simple as it sounds, prohibit interrupting at your meeting. Gently, but firmly, call out when people are interrupting or speaking over others.
  • Do a quick check-out at the end of the meeting. Leave time at the end of the meeting to understand how each participant feels and if they felt that the team accomplished what they set out to do in the meeting. This will give you valuable feedback to see how your experiment went and what you can improve for the next meeting.

 
Culture gets created or reinforced in each and every interaction.​ So, why not leverage the time you spend in meetings to make a difference in driving a more inclusive team?
 
____________________________________________
1Downey, S. N., van der Werff, L., Thomas, K. M., & Plaut, V. C. (2015). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45(1), 35- 44.
 

All organizations are facing disruption within their markets and business models. Most of them are trying to adapt and keep the pace with cutting-edge organizations that are transforming consumer behaviors, creating new wants and needs in the market, introducing exponential technologies, evolving into digital, and raising the bar every day on how to do and conduct business. Transforming a business requires shifting our perception about how we see and understand reality. We need to update our own operating system and cultivate an innovation mindset.
 

Innovation is king in this era, whether we are ready or not

 
When working with leaders and organizations, they often ask: how can we be more innovative? How can we change and transform our business? What will motivate our people to want to try to innovate? How do we develop a culture of innovation in our organization?
Developing an innovation mindsetWhen we start to explore innovation in organizations, we discover that different people have different understandings about what it means and takes to develop a culture of innovation. Digital transformation and innovation are often talked about together, however, innovation is a much broader concept.
There are endless definitions of what innovation is. In the end, what they all have in common is “doing something different that adds value.” In my experience, what organizations mean when talking about innovation is “challenging the status quo.” They are referring to challenging their people to think and do things differently. This can apply to any dimension of an organization. It means bringing to life a disruptive idea that can give them a competitive advantage among the rest of the players in the market.
If you want to embrace a culture of innovation, you have to do more than just communicate it or create a set of initiatives.  It involves creating the right environment for people to believe that they are expected and encouraged to test, learn, adjust, and implement new ideas that will enrich their value proposition.
Innovation begins when leaders successfully adopt an innovation mindset. Mindsets are the set of values and beliefs that underpin our behaviors. They are the filters through which we interpret reality and give meaning to our world.  They guide and condition our behaviors. The first step to innovating is believing we can.
 

Some key elements of an innovation mindset:

 

  • We can all innovate. “We are not in the innovative team” or “I am not creative” type of thinking kills ideas before they are even born. It prevents us from harnessing the team’s creativity and coming up with and implementing alternative solutions for everyday challenges. With the right toolbox and a safe environment, we can all learn how to innovate and expand our abilities.
  • Innovation: not just good ideas. Coming up with an idea is just the first step of the process. The hardest part is executing those ideas. When it comes to innovation, there are structured processes and methodologies that will enable execution and guide us in the process: from coming up with an idea, designing an MVP (minimum viable product), testing it, learning from its outcomes, and adapting the learnings into a new version of the product before we are ready to scale it.
  • Take calculated risks. Be ready for setbacks. Innovating implies stepping out of our comfort zone and trying new things that we have never done before. It means taking a risk and the associated cost that comes with failure. But failure brings learnings that are crucial to improving and growing. Fostering curiosity, asking questions to learn from other’s experiences, and failure is imperative for innovation.
  • Dream big, start small with ruthless determination. The sky is the limit when envisioning the future. An inspiring vision will fuel your passion and determination. Starting small makes things easier to achieve and helps us conquer quick wins and learning points to keep going.
  • Progress, not perfection: Strive for continuous improvement through repeated experiment cycles. We are not looking to nail it from day 1, we are looking to pursue continuous improvement.

When we think about developing an innovation mindset, it seems like common sense. However, it is easier said than done. In our experience, the biggest challenge to developing a culture of innovation within an organization is the leaders’ inability to develop an innovation mindset.
When we start shifting our mindsets, we start changing our culture.

“Decision making is an art only until the person understands the science.”
―Pearl Zhu, Decision Master: The Art and Science of Decision Making

The average adult makes about 35,000 conscious decisions daily (Sahakian & LaBuzetta, 2013). Considering the amount of time we spend on this, have you ever stopped to think how you could be more effective at making conscious decisions? Even the time of day we make a decision can affect the outcome. So, what is the best time and moment to make important decisions?
Let’s consider an excerpt from a study published in 2011, on how the time of day influences our decision-making ability.
 

Decision Making and Time of Day

 

“Three men doing time in Israeli prisons recently appeared before a parole board consisting of a judge, a criminologist and a social worker. The three prisoners had completed at least two-thirds of their sentences, but the parole board granted freedom to only one of them. Guess which one:

    • Case 1 (heard at 8:50 a.m.): An Arab Israeli serving a 30-month sentence for fraud.
    • Case 2 (heard at 3:10 p.m.): A Jewish Israeli serving a 16-month sentence for assault.
    • Case 3 (heard at 4:25 p.m.): An Arab Israeli serving a 30-month sentence for fraud.

There was a pattern to the parole board’s decisions, but it wasn’t related to the men’s ethnic backgrounds, crimes or sentences. It was all about timing, as researchers discovered by analyzing more than 1,100 decisions over the course of a year. Judges, who would hear the prisoners’ appeals and then get advice from the other members of the board, approved parole in about a third of the cases, but the probability of being paroled fluctuated wildly throughout the day. Prisoners who appeared early in the morning received parole about 70 percent of the time, while those who appeared late in the day were paroled less than 10 percent of the time.

The odds favored the prisoner who appeared at 8:50 a.m. — and he did in fact receive parole. But even though the other Arab Israeli prisoner was serving the same sentence for the same crime — fraud — the odds were against him when he appeared (on a different day) at 4:25 in the afternoon. He was denied parole, as was the Jewish Israeli prisoner at 3:10 p.m, whose sentence was shorter than that of the man who was released. They were just asking for parole at the wrong time of day.”

 

Making Effective Conscious Decisions

 
Our decisions are influenced by external circumstances and the effect these have on us personally.
Making Effective Conscious Decisions
The time of the day is a big one! How rested or tired, how hungry, stressed and/or rushed we are at that time, among other things, are crucial conditions to keep in mind when wanting to make more effective decisions.
Here are my main takeaways about making effective conscious decisions based on different cases, studies, and science:

  • The mental work we do over the course of a day wears down people’s decision-making capacity.
  • As our energy is depleted, the brain will look for shortcuts. One shortcut is to make more impulsive decisions, the other is to postpone decisions. Which do you think is the more effective route?
  • These experiments demonstrated that there is a finite store of mental energy for exerting self-control. That’s why it’s harder to resist temptations at the end of the day.
  • Part of the resistance against making decisions comes from our fear of giving up options. The word “decide” shares an etymological root with “homicide,” the Latin word “caedere,” meaning “to cut down” or “to kill,” and that loss looms especially large when decision fatigue sets in.
  • Once you’re mentally depleted, you become reluctant to make trade-offs, which involve a particularly advanced and taxing form of decision-making.
  • Glucose level influences decision-making. Do not make decisions on an empty stomach.

So, what does this all mean for making effective conscious decisions? We may not always be able to control the external factors influencing us, but by being aware of them, we can choose to postpone important decisions or take care of ourselves in a better way to make them more effective.
 

If you would like to know more about effective decision making, meetings, and commitments, check out my webinar, Making things happen: improving the way we make decisions.

 
Sources used in this article: Do You Suffer From Decision Fatigue? and “Extraneous factors in judicial decisions” by Shai Danziger, Jonathan Levav, and Liora Avnaim-Pesso

In the first article of this series, we shared the specific challenges we witnessed when launching an Agile Leadership Program at a leading financial services company. In the second article, we shared our thinking around the principles that informed our approach. Now in this third and last article of the series, we share the top lessons we learned alongside the participants and sponsors of this journey.
 

What we would keep doing

    1. Preserve the spirit of wholehearted co-creation. As a consulting firm, we have our proven methods and tools. However, we chose to be highly vigilant and not drink our own Kool-Aid. Show me practitioners who have only a handful of red lines and are willing to adjust everything else on their book, and I will show you professionals who truly put clients first.
    2. When working with top leadership, there is a weight attached to their positions – conscious or unconscious. We genuinely strive to connect from human to human, scrapping all titles. Now we insist more often that leadership journeys begin with coach and coachee sharing a virtual coffee, free from agenda, simply for the sake of connecting.
    3. We will continue to act on feedback as if our lives depended on it. This is no minor task. The distinction between integrating feedback and accepting to do everything your client asks for is not commonly understood. It takes serious preparation.
    4. We will always honor the past AND look forward with curiosity.

Is Agile Shaping Your Culture by Accident or by DesignAllow me to emphasize this fourth lesson for a moment. Agile is often presented as the remedy that will heal all corporate ailments. This is overly simplistic, and some may even consider it an insult to their intelligence. However, the natural tendency of this person is to sway to the other end of the pendulum and negate any benefit of the new way of working. This, too, is foolish.
Many leaders feel trapped in a false dilemma because they think they are facing an either-or choice when we present the gap ‘From-To’. Either we are pro-command and control OR anti-command and control. When we introduced polarity thinking, this subliminal tension dissipated. We honor where we are coming from AND (not OR) acknowledge that moving forward, we need to do some things differently. In Dr. Marshall Goldsmith’s words, “What got you here won’t get you there.” It was no longer a problem with a single solution (agile or bust) but rather a polarity to manage. For leaders, that meant they needed to maximize the time spent on the benefits of agile and the benefits of what preceded it, instead of viewing agile as a new, unquestionable dogma.
 

If we could take a Mulligan…

If you’re not familiar with golf, the term Mulligan means a ‘do-over’. It’s a second try given to a player, without penalty, after a first stroke that did not go well. So, if we were granted a Mulligan, there are some things we wouldn’t have done or that we would have done less.
 

What we would do differently

  1. We are executive coaches, so we didn’t think it was necessary to connect with the agile coaches in the organization. We figured that our work was different. In hindsight, this was a missed opportunity to join forces. In future assignments, we would make it a point to connect the ‘do-agile’ and ‘be-agile’ parties.
  2. We took the sponsor’s brief for granted. Our prototyping, co-creating approach saved the day in the end, as it allowed us to pivot from the original learning journey design. Nevertheless, in the future, we would push for an if-then scenario planning. If the brief is accurate, we will deploy plan A; if it isn’t, we will go with plan B.
  3. We used an in-house feedback tool. We knew it was not ideal and we wouldn’t compromise on it again. A robust feedback tool provides participants excellent traction for change. It is paramount to select it with care.
  4. The preliminary design allowed several weeks between group workshops, and only two individual coaching sessions per participant seemed sufficient. Experience tells us that it is far more effective to shorten the time between team sessions to keep the cohorts focused and on-task. It would also be wise to dedicate a higher number of individual coaching sessions than we had initially planned.

 
These are the lessons we learned behind the scenes of one of the boldest adoptions of agile in a non-tech industry. Are there any lessons that you would like to share around leadership development in an agile context? Have you had similar experiences or were they entirely different? Let us know in the comments! We would love to have a mutual learning conversation with you.