There is so much to be gained by using positive project methodologies such as scrum or agile. It can positively change organizations when they take on modern project methodologies that turn old ways on their heads.

The problem with these approaches is,
when they become fixed in the business as a methodology,
rather than unleashing what they can being as a mindset.

Let me explain.
If I use an ‘agile methodology’, then I become process bound to do ‘sprints’ and all of the other specific process elements that are described in the agile process.

Sure, I can get a certificate in agile process, and then become rigid around enforcing that process in my business.

I have seen one team that used the scrum ‘daily standup meets’ with all of the hoopla, and a complete disinterest from the staff involved.

However, because it was ‘in the process’, it was put above what could clearly be seen with a single attendance – that it was demotivating, time wasting and simply being done because it was in the ‘manual’.
On the other hand, if I have an agile mindset, then I will take a flexible and curious approach to getting to the best outcome.

If I stay agile on behalf of the client, rather than be wedded to a fixed process methodology, then in the end everyone will win.

This is one of the biggest challenges for leaders, because when something ‘works’ (a new process), we love to hang onto it.

It may have been great to help establish a change from old ways, but when does it become obsolete in its own right?

The important distinction here is one that follows on from any new process improvement in a business – we lose sight of the purpose of the adaptation, and instead become fixated on holding on to the process.

Agile and Scrum, for example, were excellent ways to shift from old, unwieldy projects to faster, more iterative, responsive processes that provided significant benefit in the software industry.

However, simply taking this as the ‘new normal’ is not enough.
If leaders can stay curious, can be open to new ideas, and to allow appropriate experimentation at the edges of their business then they will truly be agile.

As clients continues to shift their expectations and experience requirements, then being truly agile means that we truly have the client at the heart of our thinking, and that with safe experiments, we work out what needs to change in a continuous development process, to keep us relevant into the future.

The solution ? THINK – FEEL – ACT & BE

Fear and habit are the two biggest enemies of any business. To have success in short time with limited resources you have to make daily the agile mindset as fundamental part of the inspiring and outcomes-oriented culture of your working environment.

1) THINK and FEEL DIFFERENTLY
Note where you follow your processes ‘because that is what we have always done’ or ‘that is what it says in the manual’, and take the time to reflect on that from a customer experience perspective.

Who does this rigidity actually serve? And if you were to experiment with an agile and curious mindset, what would be the risk or the potential benefit?

2) ACT WITH A PROTOTYPE
Introduce every day small changes, to get fast results, discussing with your team what it worked out well and what not and reflecting on what it can be done better / in a different way.

2) BE AN INNOVATOR OF CHANGES
How to make this agile mindset as a continuous learning and development opportunity for your team ?
During the last decades I have been speaking and learnt many „success hacks“ from some of the top performing humans in the world, people who for example had changed their areas of study or even pioneered entirely new fields. What they had in common they were adopting mental strategies and tools derived from the Neuroscience of FLOW.

When I joined my new company one year ago, dealing with the building a new team, with team members, incredibly committed in their own work, I was looking for an „agile solution“ which would give me the chance to coach / train them, without stealing too much time from their daily work in the filed for learning and developing tasks.

And so I created a „mini online academy for high performers by Flow“, to open their own mind and help them to learn to apply flow hacks for becoming an high performer for the A-Game, integrating FLOW exercises in the daily routine.

This mini online academy is basically a WhatsApp Group (named „GAME CHANGERS“) which offers the opportunity to share self-produced vlogs, blogs, YouTube-Videos, comments, to test ideas in the group, to recognize the good work done in team, by individuals, to inspire the team for performing in an autotelic way beyond expectations

The participation in the WhatsApp group is 100% optional, there is no pressure to answer and/or to write something. All ideas are considered as good and the general communication principle is built on mutual respect and gratitude.

The involvement in this group is not a a MUST and it is for motivated people, who want to grow their own leadership capability.

We connect to share stories and be inspired by our daily discovering journeys, no matter what definition of success of the single person is.

In my experience after one year this initiative is e.g. helping my team to get “unstuck” in many daily situations, experiencing FREEDOM, MASTERY and PURPOSE.

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Short Bio

MARCO GIANNECCHINI is a pragmatic flow coach who specializes in crafting radical transformations within complex organizational environments.

He is a sought after to help people, teams and organizations break out of where they are stuck, become agile and play a much bigger game. He has many degrees, has worked in over 30 countries and has trained and lectured on 4 continents.

Marco fundamentally believes that the skills and behaviours of getting unstuck from current issues and shifting to high performance and success can be learned, developed and applied in ways which help people make a difference in business, career and private life– and help them play their A-Game.

If you want to know more about shifting to an agile mindset around your business, then contact MARCO GIANNECCHINI now.