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Bill Joiner
CHANGEWISE
Developing
your Personal Agility
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
• Need for a fresh approach to Agile leadership
• Leadership agility – the core practice
• 4 “types” of leadership agility & how to use them
• 3 “levels” of leadership agility
• How to practice “self-leadership agility”
• Article & “Leadership Agility Accelerator”
CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Agile
Methods
Leadership
& Culture
• Low trust, empowerment,
participation
• Low cross-functional collaboration
• Top leaders not “being” agile
• Insufficient training
• Insufficient sponsorship
• Middle management role unclear
• Lack of Agile mindset
• Sponsor & support Agile initiatives & methods
• Use Agile methods
• “Let go.” Don’t be a traditional manager
• Don’t just do Agile – “be” agile
• Adopt an Agile mindset (principles & values)
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
• Helps you “do” Agile methods as originally
intended
• But is this all you need to “be” agile – to
develop personal agility?
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
• Think?
• Act?
• Develop?
Leadership Agility Simulation
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Focus
Step back
Gain a broader, deeper view
Re-engage, take action
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
LeadershipAgility is ReflectiveAction
Your Project
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Strategic context
Specific problems/opportunities
Yourself
Stake-
holders
Leadership Agility Compass
• Why is change/
improvement needed?
• What is the scope of the
change/improvement?
• What are the intended
outcomes/ success criteria?
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
• Who are the key
stakeholders?
• What are their perspectives
on the change?
• How can we create greater
alignment?
CHANGEWISE
• What are the key
problems the change
needs to address?
• What are their root
causes?
• What solutions best meet
all relevant criteria?
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
1. Set your intention:
Choose your leadership
development goals
2. Practice: Find everyday
opportunities to
experiment
3. Reflect: Learn by
reflecting and seeking
feedback
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
It’s aVUCAWorld
Copyright © 2013 ChangeWise Inc.. – All Rights Reserved
PaceofChange
Degree of Interdependence/Complexity
CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
Today’s New Era
Copyright © 2013 ChangeWise Inc.. – All Rights Reserved
PaceofChange
Degree of Interdepedence/Complexity
CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
Leadership Agility Levels
10%
35%
55%
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Primarily focused on
outcomes
Stakeholder
agility
Limited ability to take others’
perspectives leads to limited
stakeholder engagement and
cross-functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses primarily on one
problem at a time. Opinionated
Sees problems in larger
context. Can change opinions
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses primarily on one
problem at a time. Opinionated
Sees problems in larger
context. Can change opinions
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses on one problem at a
time. Opinionated
Sees problems in larger
context. Can change opinion
based on new data
Self-leadership
agility
Moderate self-reflective
capacity.Tendency to take
feedback personally
Robust self-reflective
capacity. More open to
feedback
From Expert to Achiever
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Expert Achiever
Leadership Authority and expertise Inspire and challenge others
to contribute to larger goals
Context-setting
agility
Focused primarily on solving
discrete problems
Context-aware, primarily
focused on outcomes
Stakeholder
agility
Limited stakeholder
engagement and cross-
functional collaboration
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Creative agility Focuses on one problem at a
time. Opinionated
Sees problems in larger
context. Can change opinion
based on new data
Self-leadership
agility
Semi-reflective. Tendency to
take feedback personally
Robust self-reflective
capacity. Open to feedback
From Expert to Achiever
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Achiever Catalyst
Leadership Inspire and challenge others
to contribute to larger goals
Visionary. Empowers others to
create an agile organization
Context-setting
agility
Context-aware, primarily
focused on outcomes
“Aims through the target”
Stakeholder
agility
Customer orientation, desires
stakeholder buy-in, open to
cross-functional collaboration
Seeks deeper stakeholder
engagement to increase quality
of decisions
Creative agility Sees problems in larger
context. Can change opinion
based on new data
Awareness of assumptions
behind problem definitions and
solution ideas increases creative
problem-solving capacity
Self-leadership
agility
Robust self-reflective
capacity. Open to feedback
Can reflect in the moment on
previously unnoticed feelings
and assumptions. Proactive in
seeking feedback
From Achiever to Catalyst
~55% Expert Capacities not compatible with Agile
~35% Achiever Capacities compatible with Agile
~10% Catalyst Capacities for realizing the true spirit
of Agile
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
Agility Levels & Agile
CHANGEWISE www.changewise.biz
Business
Performance
Organizational
Agility
Leadership Agility
CHANGEWISE www.changewise.biz
Agility & Business Performance
 Revenue growth
 Market share
 Profitability
 Customer satisfaction
• Through reflection and
practice, you can develop new
levels of agility
• As you do so, you retain
capacities developed at
previous levels
• It’s about expanding your
repertoire!
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
The Research Shows
1. Set your intention:
Choose your leadership
development goals
2. Practice: Find everyday
opportunities to
experiment
3. Reflect: Learn by
reflecting and seeking
feedback
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
What do you want to cultivate that you feel would
make you more agile, more effective?
• Pick one “thing” to practice for several weeks
• Write it down
• Be specific about what it would look like, how it
would affect others
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
What are the specific kinds of
situations where you most want to
practice the new behavior?
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
How will you remind yourself to
practice the new behavior in these
situations?
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
3-4 weeks? Whatever is motivating
Do daily “experiments”
• Re-set intention/prep
• Practice
• Reflect
End & re-begin
with sprint
retrospective
Set your intention
• Remember & reconnect with
your intention
• Note upcoming practice
opportunities
• Visualize yourself in action
• Note emotional reactions
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Practice
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Reflect
• Keep a sprint journal
• Incorporate feedback
• What went well? How
improve next time?
• Note emotional reactions
• Hold yourself accountable,
but with compassion
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
Bill Joiner
bj@changewise.biz
• Card only = “Send me the article”
• Card with “Accelerator” = “Send me article & link to Accelerator”
• Card with “Accelerator only” = “Send Accelerator link, no article
Put your card in the box
Biil Joiner - Developing your Personal Agility - Agile Maine Day 2018
Bill Joiner
bj@changewise.biz

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Biil Joiner - Developing your Personal Agility - Agile Maine Day 2018

  • 2. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 3. • Need for a fresh approach to Agile leadership • Leadership agility – the core practice • 4 “types” of leadership agility & how to use them • 3 “levels” of leadership agility • How to practice “self-leadership agility” • Article & “Leadership Agility Accelerator” CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz
  • 4. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 5. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz Agile Methods Leadership & Culture • Low trust, empowerment, participation • Low cross-functional collaboration • Top leaders not “being” agile • Insufficient training • Insufficient sponsorship • Middle management role unclear • Lack of Agile mindset
  • 6. • Sponsor & support Agile initiatives & methods • Use Agile methods • “Let go.” Don’t be a traditional manager • Don’t just do Agile – “be” agile • Adopt an Agile mindset (principles & values) Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 7. • Helps you “do” Agile methods as originally intended • But is this all you need to “be” agile – to develop personal agility? Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 8. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz • Think? • Act? • Develop?
  • 9. Leadership Agility Simulation Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 10. Focus Step back Gain a broader, deeper view Re-engage, take action Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz LeadershipAgility is ReflectiveAction
  • 11. Your Project Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 12. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Strategic context Specific problems/opportunities Yourself Stake- holders Leadership Agility Compass
  • 13. • Why is change/ improvement needed? • What is the scope of the change/improvement? • What are the intended outcomes/ success criteria? Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 14. • Who are the key stakeholders? • What are their perspectives on the change? • How can we create greater alignment? CHANGEWISE
  • 15. • What are the key problems the change needs to address? • What are their root causes? • What solutions best meet all relevant criteria? Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 16. 1. Set your intention: Choose your leadership development goals 2. Practice: Find everyday opportunities to experiment 3. Reflect: Learn by reflecting and seeking feedback Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 17. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz It’s aVUCAWorld
  • 18. Copyright © 2013 ChangeWise Inc.. – All Rights Reserved PaceofChange Degree of Interdependence/Complexity CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz Today’s New Era
  • 19. Copyright © 2013 ChangeWise Inc.. – All Rights Reserved PaceofChange Degree of Interdepedence/Complexity CHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz Leadership Agility Levels 10% 35% 55%
  • 20. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Expert Achiever Leadership Authority and expertise Inspire and challenge others to contribute to larger goals Context-setting agility Focused primarily on solving discrete problems Primarily focused on outcomes Stakeholder agility Limited ability to take others’ perspectives leads to limited stakeholder engagement and cross-functional collaboration Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Creative agility Focuses primarily on one problem at a time. Opinionated Sees problems in larger context. Can change opinions based on new data Self-leadership agility Moderate self-reflective capacity.Tendency to take feedback personally Robust self-reflective capacity. More open to feedback From Expert to Achiever
  • 21. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Expert Achiever Leadership Authority and expertise Inspire and challenge others to contribute to larger goals Context-setting agility Focused primarily on solving discrete problems Context-aware, primarily focused on outcomes Stakeholder agility Limited stakeholder engagement and cross- functional collaboration Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Creative agility Focuses primarily on one problem at a time. Opinionated Sees problems in larger context. Can change opinions based on new data Self-leadership agility Moderate self-reflective capacity.Tendency to take feedback personally Robust self-reflective capacity. More open to feedback From Expert to Achiever
  • 22. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Expert Achiever Leadership Authority and expertise Inspire and challenge others to contribute to larger goals Context-setting agility Focused primarily on solving discrete problems Context-aware, primarily focused on outcomes Stakeholder agility Limited stakeholder engagement and cross- functional collaboration Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Creative agility Focuses on one problem at a time. Opinionated Sees problems in larger context. Can change opinion based on new data Self-leadership agility Moderate self-reflective capacity.Tendency to take feedback personally Robust self-reflective capacity. More open to feedback From Expert to Achiever
  • 23. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Expert Achiever Leadership Authority and expertise Inspire and challenge others to contribute to larger goals Context-setting agility Focused primarily on solving discrete problems Context-aware, primarily focused on outcomes Stakeholder agility Limited stakeholder engagement and cross- functional collaboration Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Creative agility Focuses on one problem at a time. Opinionated Sees problems in larger context. Can change opinion based on new data Self-leadership agility Semi-reflective. Tendency to take feedback personally Robust self-reflective capacity. Open to feedback From Expert to Achiever
  • 24. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Achiever Catalyst Leadership Inspire and challenge others to contribute to larger goals Visionary. Empowers others to create an agile organization Context-setting agility Context-aware, primarily focused on outcomes “Aims through the target” Stakeholder agility Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Seeks deeper stakeholder engagement to increase quality of decisions Creative agility Sees problems in larger context. Can change opinion based on new data Awareness of assumptions behind problem definitions and solution ideas increases creative problem-solving capacity Self-leadership agility Robust self-reflective capacity. Open to feedback Can reflect in the moment on previously unnoticed feelings and assumptions. Proactive in seeking feedback From Achiever to Catalyst
  • 25. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Achiever Catalyst Leadership Inspire and challenge others to contribute to larger goals Visionary. Empowers others to create an agile organization Context-setting agility Context-aware, primarily focused on outcomes “Aims through the target” Stakeholder agility Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Seeks deeper stakeholder engagement to increase quality of decisions Creative agility Sees problems in larger context. Can change opinion based on new data Awareness of assumptions behind problem definitions and solution ideas increases creative problem-solving capacity Self-leadership agility Robust self-reflective capacity. Open to feedback Can reflect in the moment on previously unnoticed feelings and assumptions. Proactive in seeking feedback From Achiever to Catalyst
  • 26. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Achiever Catalyst Leadership Inspire and challenge others to contribute to larger goals Visionary. Empowers others to create an agile organization Context-setting agility Context-aware, primarily focused on outcomes “Aims through the target” Stakeholder agility Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Seeks deeper stakeholder engagement to increase quality of decisions Creative agility Sees problems in larger context. Can change opinion based on new data Awareness of assumptions behind problem definitions and solution ideas increases creative problem-solving capacity Self-leadership agility Robust self-reflective capacity. Open to feedback Can reflect in the moment on previously unnoticed feelings and assumptions. Proactive in seeking feedback From Achiever to Catalyst
  • 27. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE Achiever Catalyst Leadership Inspire and challenge others to contribute to larger goals Visionary. Empowers others to create an agile organization Context-setting agility Context-aware, primarily focused on outcomes “Aims through the target” Stakeholder agility Customer orientation, desires stakeholder buy-in, open to cross-functional collaboration Seeks deeper stakeholder engagement to increase quality of decisions Creative agility Sees problems in larger context. Can change opinion based on new data Awareness of assumptions behind problem definitions and solution ideas increases creative problem-solving capacity Self-leadership agility Robust self-reflective capacity. Open to feedback Can reflect in the moment on previously unnoticed feelings and assumptions. Proactive in seeking feedback From Achiever to Catalyst
  • 28. ~55% Expert Capacities not compatible with Agile ~35% Achiever Capacities compatible with Agile ~10% Catalyst Capacities for realizing the true spirit of Agile Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.bizCHANGEWISE www.changewise.biz Agility Levels & Agile
  • 29. CHANGEWISE www.changewise.biz Business Performance Organizational Agility Leadership Agility CHANGEWISE www.changewise.biz Agility & Business Performance  Revenue growth  Market share  Profitability  Customer satisfaction
  • 30. • Through reflection and practice, you can develop new levels of agility • As you do so, you retain capacities developed at previous levels • It’s about expanding your repertoire! Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz The Research Shows
  • 31. 1. Set your intention: Choose your leadership development goals 2. Practice: Find everyday opportunities to experiment 3. Reflect: Learn by reflecting and seeking feedback Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 32. What do you want to cultivate that you feel would make you more agile, more effective? • Pick one “thing” to practice for several weeks • Write it down • Be specific about what it would look like, how it would affect others Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 33. What are the specific kinds of situations where you most want to practice the new behavior? Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 34. How will you remind yourself to practice the new behavior in these situations? Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 35. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz 3-4 weeks? Whatever is motivating Do daily “experiments” • Re-set intention/prep • Practice • Reflect End & re-begin with sprint retrospective
  • 36. Set your intention • Remember & reconnect with your intention • Note upcoming practice opportunities • Visualize yourself in action • Note emotional reactions Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 37. Practice Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 38. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 39. Reflect • Keep a sprint journal • Incorporate feedback • What went well? How improve next time? • Note emotional reactions • Hold yourself accountable, but with compassion Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 40. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE
  • 41. Copyright © 2013 ChangeWise, Inc. – All Rights ReservedCHANGEWISE www.changewise.biz
  • 42. Bill Joiner bj@changewise.biz • Card only = “Send me the article” • Card with “Accelerator” = “Send me article & link to Accelerator” • Card with “Accelerator only” = “Send Accelerator link, no article Put your card in the box