Thank you to Buzz Magazine for the awesome article featuring Metro State Institute for Professional Development and what we do for continuing learners in the Twin Cities. Call us today for customized workplace training or continuing education courses in the Twins Cities Metro. (article is on pages 32 and 33)
By: Beth Schaefer Director, Institute for Professional Development
I have Agile going on two fronts now – well, three if count our Agile training programs.
What is the Center for Education Innovation (CEI)?
The Center is comprised of what I consider the most entrepreneurial of the university departments (although I am sure some would argue otherwise) because they are departments that say, “yes” to new ideas and then figure out a way to do it. As department leaders, we are all calculated risk takers.
Up until now, despite being under the same org. chart umbrella, our departments have largely worked independently of each other or, at best, done some ad hoc, as-needed collaborations. We do talk about making sure we maintain a culture of innovation, and we have loosely defined what the elements of that culture need to be.
As often happens on the organizational maturity continuum, we are looking at moving from ad hoc to standardizing or making our innovation efforts more intentional. We have started informal discussions on what the value proposition of the CEI should be, who the CEI customers are, and who (what other departments or roles) might be necessary to enable CEI to be Agile and innovative amid a large bureaucracy.
So, here are my big questions –
To help, I found this snippet in a longer article in the Harvard Review called Agile at Scale. I think it provides an interesting intersection between agile pockets and traditional organizational structure.
When leaders haven’t themselves understood and adopted agile approaches, they may try to scale up agile the way they have attacked other change initiatives: through top-down plans and directives.
The track record is better when they behave like an agile team. That means viewing various parts of the organization as their customers—people and groups whose needs differ, are probably misunderstood, and will evolve as agile takes hold.
The executive team sets priorities and sequences opportunities to improve those customers’ experiences and increase their success. Leaders plunge in to solve problems and remove constraints rather than delegate that work to subordinates. The agile leadership team, like any other agile team, has an “initiative owner” who is responsible for overall results and a facilitator who coaches team members and helps keep everyone actively engaged.
I have sent this article to the other directors under the Center of Education Innovation umbrella, and await their thoughts as to our next steps.
Please comment on our LinkedIn or Facebook pages.
By: Beth Schaefer Director, Institute for Professional Development
I hesitate to say that I am practicing Agile because I have not been formally trained in Agile. And, I work in higher education – an industry not known for being quick to change.
So instead, I say that I am making iterative changes – much less official – no standardized rules or manifestos to follow if one is just growing and improving in an iterative fashion.
However, when I look at my project list, I have lots of opportunities to be Agile:
Of course, like the rest of you, Agile is on my radar these days – and as it moves out of IT and software development to infiltrate other parts of organizations*, my interest grows.
So, what are my next actions steps to become officially Agile?
Step 1: Get over the idea that Agile is only for software development.
Over the next few months, I will focus my blogs on how Agile is being used in:
Step 2: See how the Agile Manifesto can apply to education and training.
Applying the Manifesto outside software development may label me Agile Lite, but I will do it anyway. I will post it once I have it completed.
Step 3: Take a class to learn more about Agile and its methodologies.
My department has 5 project instructors with expertise in Agile and Scrum and all with their own opinions. They will provide information for me to choose the path that works best for my department and eventually (hopefully) my organization.
Step 4: Innovate and improve – iteratively.
For now, I need to move iteratively. I have recently moved to being OK with iterative change rather than “flip the switch” change, so we will start pockets of Agile and continue to research if “Pocket Agile” can work in a non-Agile organization. Yes – more future blogs
* Here are some articles on using Agile across organizations – both pros and cons.
While this blog is to sell their product, it does provide some good talking points that may be useful for describing the Agile maturity of your own organization. In addition, there is a handy chart that illustrates differences in structures, interactions, roles, and budgeting between traditional organizations and agile ones.
Can Big Organizations Be Agile? From Forbes by Steve Denning
Steve says “yes.” And, not only Agile but entrepreneurial. He shares examples of where it is happening, including Ericsson, Spotify, Barclays, and Microsoft – including lessons learned by our own CH Robinson’s Agile transformation.
Bring Agile to the Whole Organization. From Harvard Business Review by Jeff Gothelf
Jeff starts by stating that we are all in the software business now. He provides some examples of HR and finance can change their structure to support Agile entrepreneurial employees.
This team of writers makes an argument for training executives to understand Agile to move agile out of pockets and spread across organizations.
Agile training for executives from Institute of Development at Metro State
By: Beth Schaefer Director, Institute for Professional Development
And, it eventually became clear to the person presenting the new policy. As the questions were being asked, I could see the “ah ha moment” occur. The lightbulb went on that the policy had addressed a symptom of the problem and not the actual root cause of the problem. So much so that the person said, “The real problem here is….” The policy went back to the drawing board.
I get it…
I, too, am tempted to just get things done. I love crossing tasks off my checklist. I want to skip the meetings, the feedback, the extra time and extra steps – besides, it is not like I can every make everybody happy.
I do not think making everyone happy can be a goal, but even spending a little bit of time on customer viewpoint will reap benefits.
As you talk with your customers about the problem you are solving, they can help you with their struggles. The nuances that they bring to the problem will ensure that you are solving the root cause of the problem rather than addressing a symptom. For instance, maybe you will discover that the process is sufficient, but nobody is aware of it. Better communication, not a new process, would solve the problem.
The variety of viewpoints that customers bring to the problem can be an opportunity to be creative with your solution. When you use something every day multiple times a day, you may get tunnel vision. Opening your perspective can help you use a new lens to view a routine situation.
Solving the wrong problem. Designing a process that is too cumbersome. Coming up with a partial solution. These are all mistakes that can be avoided if you take the time to seek feedback from the people who will use the policy or process.
The best solution can be lost with bad communication. Understanding who your customers are and how they use the policy or process should help you tailor the communication on the change. It should tell you the best method of communication. It should tell you where to store the information for reference. It should tell you the level of detail and the vocabulary you need for people to understand the change.
Audience is important for buy-in. You can make any changes you want, but if people do not buy into the change, you have more work on your hands. Yes, you can order people to do things, but, people have tactics to resist – especially here in the passive/aggressive Midwest. Do these sound familiar?
I could go on and so could you.
Even the smallest changes can benefit from some feedback. Think of your VOC as an accordion. If the change is small, spend a little bit of time on VOC. If the change is large, spend a lot of time on VOC. And, the larger the impact, the more time I would spend on determining your value proposition – matching your solution to get gains for your customer pains.
By: Beth Schaefer Director, Institute for Professional Development
Mr. Connor presented on what he calls a High Impact Trusted Advisor (HITA). The role of the HITA is to help leaders make informed decisions; it is not about being responsible for leaders’ decisions.
The presentation was in the context of the HITA being a change consultant. His discussion was about criteria that a consultant (either internal or external) could use to determine if they were truly a HITA or if they were more in an operational role, and what actions one should take to become a HITA.
I left the session with much to ponder, and where my pondering led me was that his message applies to a much broader audience than just change consultants or organizational specialists who want to be HITAs.
Disclaimer: I should be clear here that Mr. Connor may disagree with my observations and conclusions. I encourage you to research Mr. Connor’s theories for yourself.
Instead of thinking about Connor’s questions and whether or not my organization considers me a HITA, I thought more about my leadership style and started wondering if I, as a leader, create the space for HITAs to flourish. Should all the onus of honing HITAs be on the advisors themselves? I think not. Organizations should be creating the space for HITAs to flourish.
What would the question list look like for leaders to evaluate their ability to cultivate HITAs? This is a list I came up with based on Connor’s presentation:
1. Do I seek input on important decisions?
• Do I take responsibility and make “the call” based on the input, or do I continually spin?
• Do I give credit to my advisors when the call is a good one?
• Do I take the heat when I make the wrong call?
2. Am I open to honest input?
• Do I seek out input from the people who are “experts” or have expertise in areas where I need input?
• Do I provide opportunity for people to build expertise and earn credibility?
• Do I value input that contradicts what I expected to hear or wanted to hear?
3. Do I share information? Note: As always, time and place should always be factored in when sharing information; however, the best advice needs to be given within a context, so as a leader, provide as much context as you are able.
• Do I trust my people with information that provides the whole context?
• Do I try to provide information in a nonbiased manner so that my advisors can offer their unique perspectives?
• Do I share information early enough in the process to take bold recommendations forward?
Mr. Connor finished the presentation by telling HITA, “Who You Are is as important as What You Do.” I would say the same would apply to leaders. If you want to be submersed in a culture full of HITAs, start with evaluating your character and actions.
By: Beth Schaefer Director, Institute for Professional Development
Broaden your idea of networking and consider using these 8 strategies suggested by Monster.com. These same strategies work even if you wish to move within your organization. Of course, I am partial to #6 – in addition to learning gaining new skills, it can serve as a great platform for networking – especially for those who prefer a smaller crowd and do not want to “work the room.”
Some say that standing still is the same as moving backwards. Do not stand still in your career. Use these strategies to be constantly cultivating your career options.
As leaders, we blame resisters when change initiatives are not embraced.
Our reasoning:
Yet, have YOU ever been critical of a proposed change? Do YOU consider yourself lazy or afraid of the future? By admitting that other reasons for change resistance exist, you can more effectively lead people through the change phases.
Often these are the real reasons people resist change:
Business professionals across the Twin Cities will have the opportunity to learn practical, in-demand skills to advance their careers and leadership roles through the Institute for Professional Development (IPD), Metropolitan State University’s new continuing education program. Serving mid- to senior-level business professionals, IPD programs and certifications focus on developing practical, applicable leadership skills that are in high demand, including leading change, facilitation skills, improving processes, relationship-building, managing stakeholders, and leading project team members from multiple departments.
“IPD is one of the first continuing education programs through a four-year university to provide courses and certifications that focus on developing concrete professional skills and tools, rather than general theories,” says Beth Schaefer, director of the Institute for Professional Development. “Business professionals walk away with skills and tools that they can apply immediately at work to advance their careers or take on new leadership roles as well as connect and network with their peers. IPD courses are designed to adapt quickly to the rapidly changing professional development needs of the local corporate job market, taught by industry experts in their fields, with decades of experience who are actively working or involved in their industries.”
Beth Schaefer, director of the Institute for Professional Development: “IPD is one of the first continuing education programs through a four-year university to provide courses and certifications that focus on developing concrete professional skills and tools, rather than general theories.”
The full curriculum launching in the fall of 2015 is comprised of four certificate programs:
IPD will also offer certificate programs for Project Management Test Prep, Certified Scrum Master and Scrum Certified Product Owners.
Metropolitan State’s IPD began with a pilot program focused on a Business Architecture certification, the first of its kind in the country. One of the program’s first alumni includes Mike Arulfo, business architect and product manager at The Marek Group, a leading provider of end-to-end marketing technology solutions for sales enablement. Arulfo is applying the skills and tools he received from the program to guide Marek’s transformation to a more agile company as it rapidly expands through acquisitions and product sales. Arulfo says the program is an ideal fit for the modern business architect.
“The IPD experience was extremely valuable to me in many areas, but especially for moving ahead in leadership positions and propelling me to the next level in my career,” says Arulfo. “I immediately applied the skills and tools I took away from the program, which helped me gain an understanding from a practitioner’s viewpoint, and it gave me confidence in leading teams as a business architect which paved the way for leadership roles. Networking is also such a big benefit of this program, and I keep in touch with many of my classmates and instructors to share stories and practical advice.”
Mike Arulfo, business architect and product manager at The Marek Group: “The IPD experience was extremely valuable to me in many areas, but especially for moving ahead in leadership positions and propelling me to the next level in my career. I immediately applied the skills and tools I took away from the program.”
The IPD certificates can be earned in two to eight days of workshop-style courses. The courses can be completed in as little as six months or spread out over two years. Classes are available as individual workshops, or participants can enroll in the entire certificate track at once for a discounted price.
IPD classes meet at the Metropolitan State University campus in Saint Paul as well as satellite locations throughout the Twin Cities. Class sizes are intentionally small to provide business professionals with individualized attention customized to their needs and opportunities to connect and network with their peers. Online registration is now open at www.MetroStateIPD.org.
IPD also hosts a free Expert Insights professional development event each month. Attendees can learn more about the program, meet the faculty and instructors, and network with business professionals. Register for the next event at www.MetroStateIPD.org.
The Institute for Professional Development (IPD) is Metropolitan State University’s new continuing education program featuring several in-demand tracks and certifications for business professionals who are ready to take their careers to the next level. IPD serves mid- to senior-level business professionals with practical, hands-on learning that can be applied immediately. The program focuses on concrete skills and tools, rather than general theories. IPD is an efficient, flexible certificate program with four new tracks available this fall, including Facilitating Change, Business Analysis, Executing Successful Projects and Enterprise Resource Planning. For more information, visit www.MetroStateIPD.org.
Metropolitan State University, a member of the Minnesota State Colleges and Universities system, is America’s premier university for lifelong learning, providing unsurpassed, competitive academic and professional degree programs at the bachelor’s, master’s and doctoral levels while maintaining affordability.
By: Beth Schaefer
Director, Institute for Professional Development
Letting a new job or position is a step in your career, not a stopping point – which is why Stephen Covey places professional development in his time management chart. Covey defines four quadrants of time management: Quadrant II is Important, but Not Urgent. The activities in Quadrant II include:
Although Quadrant II activities are important because they are not urgent, we tend to postpone them. Don’t! These are the types of activities that, in the long run, will make you more valuable to an organization than just handling crises and putting out fires.
1. Have a vision. Where do you see yourself in five years?
2. Develop a path. What broad steps do you take to achieve your vision?
3. Make the most of opportunities. What projects in your organization are going undone for which you could volunteer?
4. Become a better communicator. Are you able to listen to others so that you not only hear their words, but understand their motivation?
5. Commit to your education. What classes or professional events and conferences should you be attending?
6. Interview Role Models. Who works in roles that you would like to have, and what can you learn from their career journeys?
7. Make professional development a priority. Where can you carve out time each week for Quadrant II activities?
References:
7 Habits of Highly Effective People by Stephen Covey
Professional Development tips: take control of your professional career @ www.BCJobs.ca
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