In 2018 even the last companies tried to jump onto the Agile transformation train. Agile and Digitalization is dominating new titles and people with Agile in their mind became the new heroes. And Agile transformation programs have gained a tremendous momentum and size. At the end of 2019 none of these companies will want to hear about Agile anymore.
Trust is the basis for friendliness and friendship - for getting support and for being loved. Being trusted is giving us a feeling of happiness. But did you ever think in more detail about the origins? It will tell you a lot about yourself. It is to be seen in close relation to success. Growing trust into a business or a relation is seen as a prerequisite to succeed.
A company is a group of individuals, running a business is giving a mutual purpose to them. Purpose is one key factor for motivated employees (other factors are autonomy and mastery). The first person in a company, the entrepreneur, starts a company from a vision. It provides the initial purpose. As people buy-in into the vision, the company grows.
“Intrinsic motivation is essential for high-performing teams. Those leaders who understand the difference between internal and external motivators and know how to harness them will have the edge on their competition, on the field or in the marketplace.” “Praise the effort, not the outcome.”
A vital organization has its own #IDENTITY for growing an understanding of the purpose. A vital organization has objectives driven from a shared #VISION and the collective #MOTIVATION to get there A vital organization considers the possibilities from the #DEMAND, work in #TEAMS, and #BESTPRACTICES A vital organization is about the people and their #CONTRIBUTION, the way #COLLABORATION is working with them, their possibilities to foster #CREATIVITY, and the #SKILLS they develop to address the needs.
Today I will do what others won’t and tomorrow I can do things that others can’t.
When I was starting with agile teams many years ago, my main motivation has been to create more robust delivery processes. When I was looking at the findings, I was realizing, that I was not able to drive change by myself, so my motivation changed to empower the people in the teams to take actions on themselves. Now I realize, that my motivation has to be to foster a joint understanding of values and create room for the teams to take actions. Agile tools belong to the teams and not to me.