Author: Alexis

I am not your guru!

I am not your guru!

In the documentary, I Am Not Your Guru, released in 2016, Performance coach Tony Robbins proposes an interesting exercise. Imagine your life in the near future. If everything goes well in three years, how much will you make a year?

Don’t read further until you have the figures.

When you get the amount, multiply it by three and imagine what you are doing to deserve such compensation?

Inspiring?

No, it’s not all about money. Money is a by-product of our actions, and if money is not what you want to visualize, pick something meaningful to you.

I would be happy to hear what you think of the exercise!

The Podcast Experiment

The Podcast Experiment

I tried a new experiment last month! I recorded a few podcast episodes:

  1. The first one answers one important question: “How to form a team?” I recorded it with Valentin Yonchev and Matt Takane from the Red Hat Open Innovation Labs.
  2. The second one is a celebration of the availability of Changing Your Team From The Inside as an audiobook, with Michael Reid the narrotor of the book.
  3. The third one is an answer to the question: “How to create great goals?”
  4. I recorded the fourth one with Jerome Bourgeon to answer the question: “Do cultural differences influence the adoption of agile”

Of course, I am interested in your feedback about that experiment.

Maybe you have ideas about change, or you have questions to ask, and maybe even you want to record the answer to a question with me?

Do cultural differences influence the adoption of agile?

Do cultural differences influence the adoption of agile?

In today’s episode, Jérôme Bourgeon and I will explore the question of cultural differences and their influence on the adoption of agile.

Spoiler, we don’t think that cultural differences are the real problem.

Jérôme is an agile coach with Zenika. He is based in Singapore.

Together we discussed:

  • build trust take a different amount of time
  • culture of companymatters more than countries (Jérôme used the model proposed by Frederic Laloux in his book Reinventing Organizations)
  • beliefs of people matter more than anything else
  • the power of appreciative inquiry and how to use it
  • accepting differences that are important for people

I am eager to hear your feedback, so drop me a note at alexis@monville.com, on Twitter or LinkedIn. You can also use those channels to propose the next question you want Le Podcast to answer. We can even record the answer together!

 

How to create great goals?

How to create great goals?

In today’s episode, I will answer one questions I have been asked several times over the past weeks:

How to create great goals?

And more specifically, how to create great goals using the OKRs approach. OKRs stands for Objectives and Key Results.

In the episode, I used a simple example and the Impact Mapping approach, to walk you through the process of creating great OKRs.

I am eager to hear your feedback, so drop me a note at alexis@monville.com, on Twitter or LinkedIn. You can also use those channels to propose the next question you want Le Podcast to answer. We can even record the answer together!

 

Celbrating the audiobook with Michael Reid

Celbrating the audiobook with Michael Reid

In today’s episode, we celebrated with Michael Reid, the narrator, the availability of the audiobook edition of Changing Your Team From The Inside.

Among other topics, we discussed the importance of:

  • making the work visible,
  • invest time to play learning games,
  • buidling lasting relationship,
  • and clarify the goals of the team.

We concluded on the note that the book is for all practitioner and not only for managers, and that the book really equips you to make positive change in the team, from the inside.

The Audiobook is available!

The Audiobook is available!

In addition to electronic, paperback, hardcover, and team edition, Changing Your Team From The Inside is now available as an audiobook!

Michael Ried did an excellent job in narrating the book. I was even caught listening to him forgetting that I was on a review mission 🙂

The book is available on the platform you usually use to find your books like Amazon, Audible, or iTunes.

Please let people know about it!

And let me know what you think!

How to form a team?

How to form a team?

Today I had the chance to sit with Valentin Yonchev and Matt Takane from the Red Hat Open Innovation Labs. Wanting to benefit from their vast experience of building cross-functional teams, I asked them a question: How to form a team?

This episode of the podcast is their answers to that question. You will find a lot of practical things to apply in your context whether you need to assemble a group of people only for a meeting, for a short engagement, or longer term.

During the discussion, Matt mentioned the Open Practice Library as a place to find the practices. We also used “pulling the Andon cord,” without really defining what it was, you can find out more details here.

 

The Breakfast Huddle on Innovation Fatigue

The Breakfast Huddle on Innovation Fatigue

While I was travelling to Singapore, I have been invited to discuss innovation with Eliott Danker on MoneyFM.

Thanks to Eliott interviewing talent, we touched on a lot of different aspects:

  • Innovation fatigue
  • Sustainability
  • Burnout
  • Innovation and customer experience
  • Team organization preventing people to innovate
  • Inclusivity of different perspectives
  • Management of talented individual
  • Manager role and manager discomfort
  • Creating the conditions for great work
  • Hiring, onboarding, training, mentoring
  • Empathy and personas
  • Understandgin the Flow of work
  • Bottleneck and constraints
  • More effort is not the solution
  • Measure the impact of the work from a customer perspective, not the work itself

Theory X and Theory Y

Theory X and Theory Y

I had the great pleasure to deliver the closing keynote of Voxxed Days Singapore. During the talk, Going Open, I introduced Douglas McGregor theories on human motivation and management that he developed at the MIT Sloan School of Management  in 1957.

The assumption in Theory X is that workers are lazy; they dislike and don’t want to work and do all they can to avoid it. As a consequence, if you agree with that assumption, your way of managing people, who have no intrinsic motivation and no ambition, the system needs to be “command and control.”

The assumption in Theory Y is that work could be as natural as play and rest; people seek responsibility and are able to direct themselves to deliver on their commitments. As a consequence, if you agree with that assumption, your management style is radically different, and the system could tend toward self-organization.

Theory X and Theory Y are self-fulfilling prophecies. Acting accordingly to the theory causes it to come true.

Reconsidering the way we are managing people in an organization is an essential ongoing exercise.

As an example, our actual reward system might perfectly fit the Theory X assumption, while we would prefer our whole team to live under Theory Y.

What about you?

What type is your organization?

What type are you?

Could I behave like X, because my organization is X?

Do you think my organization could change if I change my behavior?

It could be really interesting because X organizations suffer from a centralization flaw. And like spiders, if you cut the head, the organization dies.

By contrast, Y organizations are resilient like starfishes, if you cut an arm, the starfish will regrow it, and even more interesting the arm will regrow a whole new starfish, as all the knowledge needed is available to do exactly that.

Y organization are really like Open Organization.

Open Organization is the term coined by Jim Whitehurst, CEO of Red Hat for his eponym book published in  2015. The book written primarily for organizational leaders, demonstrates how open source principles are changing the nature of working and managing in the 21st century.

There are five characteristics of Open Organization:

  • Transparency. Transparency by default as a foundation.
  • Inclusivity. Inclusivity of all perspectives.
  • Adaptability. Feedback mechanism to continuously learn.
  • Collaboration. Collaboration to produce better outcomes.
  • Community. Shared values and purpose.

How can we adopt those characteristics in our organizations?

I then proposed some of the approaches that you can find in the book, Changing Your Team From The Inside, to foster the change in your team and organization.

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