In the agile project management framework, a ‘scrum’ is where a cross-functional team comes together for a short time, to plan and build (iterating as they go) until the project is finished. The name is based on the rugby scrum where teammates huddle together to talk tactics and plan their moves, and connects to my recent article How to design an agile organisation.
The advice below refers to project management in its broadest sense – you could apply it to a traditional project, or when a team comes together to look at potential business opportunities or to take a deep dive into another topic.
It’s best used when a small team (say, up to seven people) works on a project full-time. The scrum team would probably be in place for up to six months, so they can go in, blitz it, and get out. Any longer, and a more typical day-to-day operational team approach would apply.
“You can’t be agile when you’re knee-deep in mud.”
Organisation design is evolving, and traditional hierarchical models are no longer sufficient on their own.
This article links to last month’s topic How to design an agile organisation; however, the format is a little different. This time, I’ve interviewed Nicholas Creswell, who leads talent and development for the global technology organisation at Thomson Reuters (TR). We met at an event where he explained how internal networks can make your organisation more effective.
After the Q&A with Nicholas are some practical tips you can apply in your own organisation.
In today’s complex, interconnected and rapidly changing environment, it is more important than ever that organisations can respond quickly whilst still achieving efficiencies of scale. A key enabler of this is having the right organisational design, and recognising that the design of yesterday (designed for efficiency and assuming predictable patterns) will no longer work in the digital age, where agility and speed of response is key.
Matrix working – please click to enlarge the image
All your practices need to combine in the service of cohesively driving the business strategy in this environment, and good organisational design does this by taking into account:
- People practices
Nowadays, whilst hierarchy is still present, organisations also model matrix working, cross-functional working and flexible teams. Flexible teams, in particular, are key to enabling the agility required to compete – coming quickly together and then disbanding quickly.
In addition, I am seeing communities being formed to drive specific agendas and influence their organisation’s culture (e.g. employee wellbeing; building a reputation for innovation; creating a feeling of community at one site where there are disparate functions). This is typically done at site level, but could also be done at functional level.
What this means to you as a leader
When there’s a need to discuss important and complex issues, most people try to meet face to face. Especially with a global team, it’s a really important part of maintaining relationships and commitment to the team and your objectives.
Face-to-face meetings typically get better results, especially when you need to work on something complicated, build commitment to an outcome or to each other, or co-create something such as a vision or mission statement. This is because we’re social creatures – we’re human beings, not human doings! It’s much easier to pick up on each other’s cues and get into the flow when we’re face to face.
However, it’s not always practical for everyone to get together in the same place at the same time. Thanks to technological advances, it is now possible to use video for team meetings, with group conference calls as the next best thing. On those occasions, you might turn to virtual facilitation instead.
In 1984, a New York Times survey on social anxiety found that people’s top two fears were walking into a room full of strangers and speaking in public. Death came third. (That means most people would rather be in the coffin than giving the eulogy.)
Being able to speak in public is an important skill to develop, as it has so much impact on how you are perceived and the influence you have on others. It builds your personal brand, helps you promote your department, and ultimately, benefits your career. It can inspire and shift mindset, and set the path for success by engaging the audience (maybe your organisation) to a new direction or initiative.
Once you’ve reached a certain level in your career, you’ve probably had some training to improve your presentation skills. So you might think you know it all already, But, like anything, best practice evolves over time.
This article explores the latest thinking on presentation skills, and is written in conjunction with one of my associates, Jackie Barrie. A professional member of the Professional Speaking Association UK & Ireland, and co-founder of the South East region, Jackie is an expert in getting your message across, whether on paper, on screen, or face-to-face.
“Everyone you meet is fighting a battle you know nothing about. Be kind. Always.”
Practicing compassion is a powerful way to help others, and is more sustainable than being empathic.
Whilst empathy is a wonderful trait, having too much can leave you feeling drained, because you absorb other people’s pain and distress into yourself. Whereas, by showing compassion, you remain sufficiently detached to show both care and a degree of resourcefulness that enables you to help people.
“If you want others to be happy, practice compassion. If you want to be happy, practice compassion.”
Compassion is the cognitive understanding of how another person is feeling. It’s better for our own wellbeing and that of others. Buddhism calls it ‘Karuna’, meaning you have concern about another, not by sharing their suffering, but by feeling FOR them not WITH them.
Last month, you learned about the award-winning change management project I ran recently together with my associates. This month, you’ll discover how you can apply our unique six-stage methodology to your own change programme, with its focus on yourself and others (know yourself and know/support others).
Note that it’s important to accomplish each phase before you move on to the next, as each step builds on the previous one – if you skip or skim over a phase it’ll come back and bite you!
L to R: Lesley Pugh, Lisa Hancock (client), Rose Padfield, Emily Sun
As you might have seen in my recent LinkedIn announcement, The Padfield Partnership has won an award for excellence in change management, presented by the Association for Business Psychology.
The award was granted for a large change management project I worked on with two of my talented associates. Please read on to understand the work we did and discover the implications for your business.
This links to my article Start with Why: How great leaders inspire everyone to take action
Research often shows the first trait employees want from their leaders and colleagues is honesty. The second trait they want is for their leaders to be forward-looking.
Setting the direction is therefore a key part of your role as a leader.
You have probably heard the expression ‘start with the end in mind’ from Stephen Covey’s Seven Habits of Highly Effective People.
In this article, we look at the points to consider when creating a vision statement. (I have previously shared some exercises to create your vision – see at the end of this article for links to Organisation Development parts 1 and 2.)
Fear of rejection (whether real or perceived) is dangerous because it can prevent you from taking action.
This article explores ways you can be rejected, how that feels, and what you can do about it.