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Personal agility a framework beyond frameworks
- 1. Learn from yesterday,live for today, hope for tomorrow. The most important thing is not to stop questioning. -Albert Einstein Personal Agility – A framework beyond frameworks -Abhigya Pokharel
- 2. Hello, I amABHIGYA POKHAREL • More than 11 years in Telecom domain • Speaker, mentor, trainer, coach • Agile Scout - Driving the Agile Transformation Program • Agilist, passionate about driving change in the people, processes & technology domain • Active member of Agile Nepal, Founder Member of Spiral Nepal - community for women in LIA
- 3. Are you leadingthe life you have always wanted to?
- 4.
- 5. Everything a priority= Nothing is a priority
- 6. Are you doingthe right thing? Doing things right Doing the right thing
- 7. Cant afford tosay ‘No’
- 8. Are you leadingthe life you have always wanted to?
- 9. 0 10 20 30 40 50 Somewhat yes Iwould want to change my everyday routine I am doing everything needed for my family Not really. Some days are really tough I am not able to balance my work and life Are you leading the life you have always wanted to? Respondent: 50; poll conducted within employees inside friends and family circles
- 10. Disclaimer The content inthis presentation is inspired by the 'Personal Agility' framework designed by Peter Stevens. However, it is elaborated and explained with my own personal experiences, and does not necessarily represent an optimal process architecture for any particular process
- 11. • Framework thathelps you prioritize your goals. • A simple framework that helps you to do more of what matters to have an impact in your life, and discard the work that is of less importance. What is Personal Agility?
- 12. • Generation Xreported the highest levels of stress in the workplace, and thus have the highest risk of leaving your company. Source: hayes.com • 20-50% of the reason people quit is burnout, according to almost half of all HR professionals surveyed. Source: Kronos • In a global study, 60% of millennials have worked at 2 to 4 different companies, and 43% of them feel like their company only cares about profits. Source: O.C. Tanner • 42% of millennials, who have worked at 2 to 4 different companies, said their job creates a huge amount of stress, and 36% feel their job has a negative impact on their health. Source: O.C. Tanner • 30% of employees would consider quitting if they were unhappy at work, and 79% of employees said their bosses didn’t care about their happiness level. Source: One4All • 82% of employees said they’d be more loyal, and less likely to leave if they had more flexible jobs. Source: FlexJobs SURVEY SAYS
- 13. SCHEDULING TASK ISA CHALLENGE Before Using Personal Agility Framework
- 14. After Using PersonalAgility Framework
- 15. TASK 1 TASK 2 TASK3 TASK 4 TASK 5 HUMAN BRAIN WHILE MULTITASKING Working on too many tasks at the same time slows down the efficiency at which the brain functions
- 16. TASK 1 TASK 2 TASK3 HUMAN BRAIN WHILE MULTITASKING Lesser the workload, faster the efficiency
- 17.
- 18. My Story –The Trigger Point
- 19. • West ofSydney • Famous for dramatic scenery, steep cliffs, eucalyptus forests, waterfalls & bushwalking trails. • Echo Point views of the Three Sisters sandstone rock. The Blue Mountains
- 21.
- 25.
- 26. • Understand whatreally matters • Question yourself for deeper insights • Collaboration makes the team successful • Change is uncomfortable • Say yes to the right moves • There are only few emergencies in life • Prioritize work • Possible to set and achieve long / short terms goals Lesson Learned
- 27. Important Questions https://www.slideshare.net/peterstevens75470/how-to-do-more-that-matters-from-personal-satisfaction-to-professional-success-80704431?qid=4fef1833-5650-408a-9382-0bbcf84a50ba&v=&b=&from_search=10 Celebrate small Success What did Ido last week? What could I do this week? Who can help? What do I want to get done? What is important or urgent? What really matters?
- 28. GROW MODEL 1. Goal 2.Reality 3. Option 4. Will GOAL: What do you want to do? REALITY: What is happening? OPTION: What could you do? WILL: What would you do?
- 29. WHAT MATTERS WHAT IS IMPORTANT WHAT IS URGENT DONETHIS WEEK DONE OVERALL Family Health Business ………… ………… Morning exercise Bring no office work to home Outing with Kids Complete CST Meeting with ‘xyz’ Picnic with kids Cycling Finalize promotion list Health Checkup Certification examination Finalize promotion list Outing with Kids Outing with Kids https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Global%20Scrum%20Gatherings/2017%20San%20Diego/Presentations/MatarelliMaria_The- Power-of-Personal-Agility.pdf
- 30. WHAT REALLY MATTERS (BEFORE) WHATREALLY MATTERS (AFTER) Morning exercise Bring no office work to home Outing with Kids Complete CST Meeting with ‘xyz’ Picnic with kids Cycling Finalize promotion list Health Checkup Certification examination Health Checkup Certification examination Outing with Kids Finalize promotion list https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Global%20Scrum%20Gatherings/2017%20San%20Diego/Presentations/MatarelliMaria_The- Power-of-Personal-Agility.pdf
- 31. The key isnot to prioritize what is on your schedule, but to schedule your priorities - Steven Covey (7 Habits of Effective People) MY PA WALL
- 32. Business Model Canvasas Personal Agility Canvas Value Proposition What is your value proposition? How would you (not team) add value to your org? Ex. Why would you lead a transformation Goals Do you have specific goals? How would you define / measure success? The Mark Inside In what ways are YOU the IMPEDIMENT to achieving your goals? Develop awareness without judgment If you are not meeting your goals, then why? Are your goals realistic? Desired Changes What changes you want in yourself to be more Agile? Behavior, speech, mindset, openness, trust Environment Does your working condition aid or impede your ability to be more Agile? Is there anything to be changed in the working conditions?Interactions with Others How we interact is big part of cultural change. Your ability to trust, openness to difference in ideas, how you take criticism etc. Fears/ Concerns Transitioning to Agile is not an easy thing. The possibility of transition being a cause for anxiety or stress? Strengths What are your strengths? Mindset, your level of discipline, abilities, personal traits, ways of working, experience, trainings etc. Actions Needed What are the very next steps that needs to be taken to build momentum in your transition to Agile? https://www.leadingagile.com/2015/09/personal-agility-canvas/
- 33. Adopt a GrowthMindset Embrace Change Lighten your workload How do I Cultivate Personal Agility?
- 34.
- 35. Important Questions https://www.slideshare.net/peterstevens75470/how-to-do-more-that-matters-from-personal-satisfaction-to-professional-success-80704431?qid=4fef1833-5650-408a-9382-0bbcf84a50ba&v=&b=&from_search=10 What reallymatters? What is important or urgent? What do I want to get done? What did I do last week? What could I do this week? Who can help?
Editor's Notes
- #4 Before I start, I would like to ask you all this question. Please think about it for 30 secs.
- #5 We feel hopeless and overloaded.. Surrounded by emotional aftermath of being sacked if you do not complete your task on time. .
- #6 Overloaded with too much of work.. No priority.. Thinking everything is important--- Doing things that matter When everything is imp, nothing is imp Product owner: does not prioritizes the requirement; everything is imp even if it is of very less use
- #7 When everything is imp, nothing is imp Product owner: does not prioritizes the requirement; everything is imp even if it is of very less use
- #8 Insecurity for saying No… Risk of losing job.. Risk of being pointed by the boss. Peer pressure. Or sometimes, you don’t want to break the trust of senior management by saying No.. Eg. During TSC implementation… already vendor on site for face to face discussion over vendor evaluation.
- #10 Created a poll with 50 employees within friends/ families/ circles. Response plotted in percentage
- #12 Urgency Vs Importance
- #14 Avg. productive hours: 4-5 hours; rest spent in planning, meeting, reporting etc
- #16 2 work in parallel Vs. 5 work in parallel
- #17 Even the most efficient employee will perform less under pressure, stress, or when overloaded. Eg: team mate forgetting to hit the commit button on db; millions of revenue loss
- #18 After doing the right things, your productivity increases, you deliver quality products, and manage your time better At the end, you become more happy, feel content and are more successful
- #19 After a long and tiresome migration project of 16 m customers decided to go on a holiday
- #20 Give all background details like : 3 sisters, 3 cliffs 950m tall, each nearly 1000 steps.. Enter from the main road.. Follow the trails. From echo point to …………………. (check details)
- #21 920m cliff— 900-1000 steps; giant stairway; fuber steps
- #22 Forming: excitement, anxiety, anticipation, optimism
- #23 Storming: Reality sets in; frustration, anxiety, fear Starts questioning, am I doing the right thing? Am I going the right way?
- #24 Fully scared and regretted my decision. Hopeless… start crying
- #25 Norming/ Performing: I cant afford to fail.. I’ll risk my life Shared goals, coping, team cohesion Performing: teamwork, leadership, performance
- #26 Adjourning: Skilled, content, successful, happy
- #29 I use this model everyday.. After I go home from work, I spend 5 mins thinking what needs to be done the next day. I use this model to map my priorities for the following day.
- #30 Helps you create priorities (high level) Structures the things to do Then see what you do tomorrow
- #32 The key is not to prioritize what is on your schedule, but to schedule your priorities Steven Covey (7 Habits of Effective People)
- #33 Could use Business Model Canvas as Personal Agility Canvas (for eg. While arranging your kids birthday party)
- #34 Adopt a growth mindset: willingness to learn, explore new ways of working, accepting criticism and feedback Lighten your work: Differentiate between imp and urgent. mindset