Beth SchaeferSeptember 26, 2022For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Retention Part 4: Six Things You Can Skip to Improve Employee Engagement | A Workplace Blog

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Beth Schaefer | IPD Director

Have you noted the uptick in employee engagement information since we started this series of articles?  Chicken or Egg?

Is everyone suddenly more interested in Employee Engagement – or – because we now have Employee Engagement on our radar, we notice it more?

Case in point: This article appeared in the Huffington Post, You Could Be ‘Quiet Quitting’ Your Job And Not Even Know It.

I heard this article being discussed on the radio and sought it out because when I was at a BBQ for the National Night Out, several of my neighbors and I were discussing a group of workers we were calling the slowly retiring.

I, of course, immediately connected ‘Quiet Quitters’ and ‘The Slowly Retiring’ to Employee Engagement.

My previous article in this series gave 6 actions that immediate supervisors could take to immediately increase employee engagement since they are the ones who have the most influence on engagement.

This article will discuss the 6 myths your organization should avoid if it wants to help those immediate supervisors maintain engaged employees.

Myth 1: Supervisors are too busy for training

Many supervisors are promoted for their technical skills and knowledge.   They are experts in the work, not necessarily, experts in researched proven aspects of leadership.  Research says that 70% of employee engagement is in the hands of the immediate supervisor, but only 26% of leaders say that employee engagement is part of their job that requires daily attention.

My note: Do the math: quite a gap between 70% and 26%.  If your organization believes that not taking time to train supervisors is doing them a favor, you should rethink.  Yes, they are busy – very busy, but if you structure your training so that it:

  • targets their needs
  • helps them solve issues they find challenging
  • provides time to interact and get to know each other
  • allows them to have some fun,

then, they will appreciate the new skills and knowledge.  They may gripe on the way into training, but they should be re-energized on the way out.

Myth 2: We all need to agree on the perfect definition and measurement of Employee Engagement before we begin

The ultimate measurement of employee engagement is to simply see if your employee retention rate improves.

My notes: Just start.  Share the 6 quick start tips with your supervisors.

With that said, having some training where you help your supervisors with engagement best practices and define what might be “in scope” or what might be “out of scope” on engagement tactics could be a helpful discussion for supervisors.   Help supervisors determine what is feasible, viable, and desirable for employee recognition. The intersection of those three is the sweet spot for engagement.

Myth 3: Engagement surveys are the first step for improving employee engagement

Actually, most engagement survey results have only a small impact improving employee engagement.

My notes: Move forward without the survey.  A common misstep of many organizations is to spend a bunch of time, money, and resources on an engagement survey and results sharing, but then run out of steam (or time, money, and resources) to form and implement an action plan that addresses engagement.  Suddenly, it is time for the next survey without any meaningful interventions having taken place since the last one was issued.  Interventions change survey results, not survey-taking.

Myth 4: Employee Engagement is fueled by high level inspirational speeches from CEO’s

Speeches do not do any harm, but no need to wait for a formal launch with the CEO.

My notes: Skip the speech.  Spend the time equipping supervisors and let them start.   Even if the CEO does not even believe in employee engagement, a supervisor can still implement the 6 quick start tips and have a positive effect on their staff and their engagement.

Myth 5: Internal branding and messaging will increase employee engagement

Research says that employees will stay and be engaged if they enjoy the people they work with.  They need coworker friends to connect them to the company culture.

My notes: Put your energy into creating spaces that allow for interaction and fun.  Do not think that the employee newsletter (while informative) will generate excitement needed for long-term employee retention.

Myth 6: Employees’ affection can be bought

If we have enough gifts and material incentives for achieving targets, employees will work hard to accumulate those things.

My notes: Focus on creating a career pathway.  While most employees would not turn away gifts and perks, these alone will not hold them to a position where they see no opportunity for growth and/or do not enjoy working with their team.  I know what you want to tell me: some employee do not want to move on.  That is OK.  The conversation will still acknowledge their talents and contributions to the organization. Still a win.

What Can the Organization Do?

If HR is not excited about leaving employee engagement to immediate supervisors, one action item they can do to help (besides training and equipping immediate supervisors) is to ensure that supervisors write individual employee performance goals that connect to the organization’s performance goals.  That way, if most individual employees are meeting their performance goals and the organization is under-performing, leaders will at least know that it is not an employee performance or employee engagement issue.   No survey needed.

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Beth SchaeferJuly 28, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Retention Part 3: Are We Moving Employees from Stakeholders to Customers? | A Workplace Blog

Beth Schaefer – IPD Director

Note: This is the third blog in the Employee Engagement Series.

The first article looked at the origin of the Employee Engagement theory, and the second article defined the concept.

During this ongoing time of The Great Resignation, have your staff and employees moved from being stakeholders in the work of the organization to being customers of your organization?

I mean becoming customers in the sense that their voice is becoming a stronger and stronger consideration and factor in how you do business and structure your policies and work.

Attracting and retaining employees appears to be a stumbling block to many businesses attempting to return to pre-pandemic levels of building products, managing supply chains, and/or serving customers.

Just in my suburban neighborhood:

  • The DQ does not have enough employees to open its indoor service – Even though post-Covid would allow them to open indoor seating, they still offer only drive-thru, and in this heat wave, that line is 20 cars deep. I have yet to get in line.
  • The Papa Murphy’s in my neighborhood closes at 6 pm. Correct, no pizza after 6 pm.  I seldom get my pizza ordered on time.
  • My local pub is no longer open on Sundays and Mondays so that their team can have “a weekend.” I miss Sunday dinners and not having to cook after a day of working in the yard.
  • Target had checkout lines 6 deep early on a Sunday morning and many empty shelves. For the past month, I have been trying to purchase legal pads only to find the shelf empty.  And, I admit, when they were finally there, I hoarded and took 3 instead of just the 1 I needed at the moment.
  • Help Wanted signs, banners, and flyers are on pretty much every large and small business in my suburb. Yes, I am considering a side hack to add some extra income…

I am sure that you also have examples of supply chain shortages, shorter hours, and longer lines due to an employee shortage.

This is not just a dilemma for retail and hospitality, I know from talking with friends, family, and coworkers that many are burned out in their roles in teaching and child care, healthcare, IT, and marketing as they continue to cover for unfilled positions for many months at a time.  Taking a vacation requires planning months before you depart and a month of catch-up when you return.

These shortages have many employers rethinking what they can offer employees.  At some point, the hourly pay or weekly salary rate may not be enough; you need to have something extra special to retain talent – is that something extra special in Employee Engagement?

If you have not sipped from the cup of Employee Engagement yet, this may be your time to give it a try.   Here is a starter kit from the experts with notes from me.

  1. 70% of the most effective employee engagement occurs with the immediate supervisor.  If you are an immediate supervisor, you can use these ideas to start building employee engagement with your team.

My note:  If you manage immediate supervisors, you may want to loop them in with some engagement training or some engagement information or… use these tactics with them to increase their engagement levels…

  1. Thank your employees for the work they do. Be specific.  Be in the moment.  Be real.

My note: To me, this would include publicly praising your team and giving them credit while you take a step back from the spotlight.

  1. Communicate as much as you can, as soon as you can, with as much detail as you can about the business, the problems, and the achievements.

My note: I think this demonstrates trust and respect; however, you also need to be respectful of the messaging your organization wants you to send.  I am also a fan of well-orchestrated messaging.

  1. Bring employees in on problems, listen to them, and foster a solution-centered or solution-focused department and team.

My note:  I think this demonstrates trust and respect and helps to create a workplace based on reality, but positive.

  1. Keep your promises. Do not promise something you cannot deliver.  If you say you are going to do it, do it.

My note: I would add – do it promptly.

  1. Create downtime for employees to get to know each other on a personal level. When a crisis occurs, people who care about each other are more likely to pitch in and help one another – whether one person is having a tough day or the whole team is having a tough day or it’s your busy season.

My note: You also need to take time to get to know your team members and staff.  I have more to say on this topic, but realize that it needs its article.  Look for an upcoming article on The Power of Workplace Chit Chat.

Using Employee Engagement tactics to create an environment where people want to work may be your next best strategy for retaining your people – especially if you cannot afford a salary bidding war.

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Beth SchaeferJune 24, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Engagement Part 2: Defined | A Workplace Blog

No Hugs Here

In my previous writing, we took a look at the research that originally started connecting employee engagement to employee production.

Both of these are very important right now in light of The Great Resignation.  Engaged employees are more likely to stay with your organization.  And you need all employees to be more productive because so many positions are unfilled.

The next set of blog articles will:

  • define employee engagement,
  • provide the benefits for employee engagement, and
  • tell you how to avoid common mistakes if you are investing in employee engagement.

Engaged Employee Definition: Out of Scope

Let’s start with what an engaged employee is and is not.

Bosses can breathe a sigh of relief.  While there are several definitions of an engaged employee to choose from, the one thing they all have in common is a lack of syrupy-sweet over-complimentary supervisors.

No rainbows. No unicorns.  No puppies.  No puppies riding rainbow-colored unicorns.

Phew.

SHRM (Society for Human Resource Management) provides a list of words to describe a disengaged employee:

  • pessimistic
  • self-centered
  • negative
  • gone a lot
  • takes credit but passes blame
  • egocentric

Interestingly enough, a synonym for disengage is undo.  If you are unfortunate enough to have a disengaged person as part of your department or project team, you can clearly see how behaviors of an unengaged employee could undo the productive work of others.

Along this same line of thinking, Sibson Consulting defines 4 categories of engagement:

So… if employee engagement is NOT about feel-good platitudes, bonuses, and pizza parties, what is it?

Engaged Employee Definition: In Scope

I read a lot of one sentence definitions for employee engagement, and this one summed it up best:

Employee Engagement =

What employees thinks about your company and how it impacts their mindset, attitudes, and behaviors on the work they do that day.

I like the that day because employee engagement can wax and wane.  If your employees are engaged that day, you might use these adjectives to describe them:

  • motivated
  • invested (in their work)
  • self-driven
  • committed to the organization
  • find work challenges to be enjoyable
  • connected to their team and coworkers
  • satisfied with their job

Interesting to note some items that are missing from the list, such as breeze through the day, find their jobs easy, always have a smile.  Engagement is not about being happy all the time or never having problems to solve.  Engagement is about feeling good about solving problems, contributing to the organization, and providing a valuable good or service to the people who need it.

Now that you know what employee engagement is, the next article will look at the benefits of investing your time and money in engaging employees.

RESOURCES

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Beth SchaeferMay 16, 2022Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Employee Engagement Part 1: Employee Engagement = Employee Retention – Fact or Fiction? | A Workplace Blog

Since so many employers are dealing with exiting employees and an accepted premise is that employee engagement leads to employee retention, I thought my next blog series should provide some tips and strategies for keeping your employees engaged, and thus, retained.

However, as I started looking through research articles, I noted that there were some articles that basically accused employee engagement as being, in my words, a lot of mumbo jumbo.

What?

I had to dig in.   Here is what I learned.

 

Most employee engagement can be traced back to the work of William Khan in the 1990’s.  At this point, I had to agree with the naysayers – anything that came out of the 90’s probably should be questioned:

  • Lunchables as a healthy meal
  • Neon windbreakers
  • Overalls with one or both straps down
  • Tickle Me Elmo
  • Butterfly Clips

Just kidding, the 90’s were all that and a bag of chips.

Since I have not actually studied Khan, my first step was to investigate his theory. Here it is in a nutshell – or the fraction of a nutshell.

Khan provided the original employee engagement framework.   He said that people’s personal engagement (bringing your “preferred self” to your tasks) requires 3 psychological conditions.  He then defined those conditions for the workplace engagement.

Psychological Conditions for Personal Engagement

Feeling Safe
Meaningfulness
Having Energy and Resources

Khan Framework for Workplace Engagement 

Physical Engagement
Cognitive Engagement
Emotional Engagement

Khan’s Definitions and Connections

Khan defined physical engagement as using your mind and body to get your work done.  He equated people’s willingness to use their energy to do their work with people who felt confident (or felt safe) in their role.
Khan equated cognitive engagement with traits such as creativity and decisiveness. When people are able to be creative or self-empowered in their jobs, they are more likely to find them meaningful. The caveat is that to reach cognitive engagement, people need to understand the employer’s vision and strategies and how their role connects to both.
Khan cited the three ingredients for emotional engagement as positive relationships with individuals at work, positive group dynamics on their team, and a boss that they trusted.
The connection between emotional engagement and having the right energy and resources is that people are only going to keep using their energy and resources if they believe that effort will actually lead to something useful. If their efforts consistently lead to no change, or incomplete projects, or bad outcomes, they will expand less energy and fewer resources in the future.

And that is how the value of employee engagement was born.

I know I have not answered the question yet of whether or not employee engagement is valuable, so we will continue on this journey in the next blog.  However, I can already see Khan’s logic, but more importantly, I believe I have lived Khan’s logic.

Psychological Conditions of Personal Engagement and Disengagement (Academy of Management Journal, December 1990, Vol. 3, no. 4, pp 692-724)
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Beth SchaeferAugust 9, 2021For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

The Top Four Obstacles to Problem Solving | A Workplace Blog

 

This month we are featuring a free webinar on how to solve problems so that you do not need to solve them again.

 

So, I took a quick look out on the world wide web, to see what obstacles people are facing to getting problems solved – especially as many of us are in transition from remote working to being back in the office.

 

Turns out that, at least at a high level, it does not matter if you are remote or in the office or somewhere in between.   The obstacles seem to be the same.

 

  1. Lack of communication and sharing of information
  2. Lack of long-term thinking
  3. Silos, and along with that, not having everyone moving towards the same goal or in the same direction
  4. People who seem uninterested in engaging in problem-solving

 

Depending on the survey or article, these will change in order, but they remain quite consistent.

 

Consider this – do you have a process to solve problems?   Defining a problem-solving process and reflecting on how to make it better each time you finish solving a problem will help you address these four obstacles.

 

We are interested in hearing from you.  Take a minute to answer our survey question.   We will share the results in our webinar on August 25th.

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Beth SchaeferMay 6, 2021For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Why It Makes Dollars and Sense to Improve Workplace Mental Health | A Workplace Blog

May is Mental Health Awareness Month

Things You Can Do Now To Improve Your Organization’s Mental Health – Even While Working From Home

In the past, I would have dismissed this topic as something that is so distant to me, I would not even need to glance in its direction.

I would much rather focus on other topics that can claim May as their month:

American Cheese – and not just the slices in cellophane wrappers, but the artisan chesses.  The American Cheese Society encourages you to visit a local cheese producer.

Asparagus- hard to grow, but easy to cook.

Barbecue – obviously, go out to eat

Bikes – featuring National Bike to School Day on May 5th

Even, Correct Your Posture Month sounds more appealing than a discussion about mental health, and oh, so easy, to celebrate.  This website says to stand up from your desk every 30 minutes.

 

Mental Health – no so fun and not so easy to focus on.

While, in theory I know the stigma attached to mental health and seeking help needs to be removed; when it comes to myself it is easy to think, “I am just fine – thank you very much.”

In actuality, being just fine would put me in the minority. 

Forbes reported that 75% of U.S. Workers have struggled at work this past year due to anxiety caused by the Covid-19 pandemic and other recent current events.

While many companies are mentioning their support systems more frequently to help their employees with mental health – like the Employee Assistance Program (EAP) that Metro State employees can tap into, I feel it quite unlikely that I would make that call because I feel “stressed.”  Perhaps, you are like me.  Even though you are struggling with stress, you are not ready to make an official call for help.

So, what can you and I do to contribute to positive mental health of our workplace – especially when working from home?

#1. Take Care of Me

Yes, you first.  

You cannot help others if you are unhealthy.

  1. Keep a regular schedule each day that includes specific times to:
    1. Stop and start work
    2. Connect with family and friends, and
    3. Provide self -care (time to eat, exercise, and sleep).
  2. Use relaxation techniques, such as the 5-4-3-2-1 Coping Technique
  3. Distract and redirect energy into activities that bring joy – for me – gardening
  4. Schedule time away from screens and get fresh air
  5. Set up an ergonomically correct work station

 

#2. Take Care of Your Coworkers

Now that you cannot gather around the water cooler each day, this is even more important.

  1. Show empathy when others share their anxiety
  2. Schedule time to routinely check in with coworkers to ward off isolation
  3. Encourage them to use the EAP if you hear something troubling
  4. Encourage them to be assertive, yet courteous, and say “no” to work or deadlines that go beyond understood boundaries
  5. Encourage them to do the five items above in “Taking Care of Me”

 

#3. Take Care of Your Staff

Leaders have extra responsibility in maintaining a health workplace culture.

  1. Make sure your staff is aware of EAP resources
  2. Routinely schedule 1:1 time with team members:
    1. Provide space for them to “not be OK”
    2. Help them feel connected to the vision and mission of the organization
    3. Clarify their role and responsibilities
  3. Encourage staff to set and keep regular work hours. Make sure they know that working from home does not equate to being available 24/7
  4. As guidelines change, create coworking spaces where your team can meet in person now and then
  5. If the position allows, provide flexibility for staff to control their own schedules

 

If your organization needs some nudging to help you create a healthy work- from-home structure, remind them that

healthy people are more productive:  they…

  • Call in sick less
  • Reduce the organization’s turnover rate
  • Have more brain capacity available to be problem-solvers
  • Reduce healthcare costs

One final note, *I am not a mental health professional.*

This blog is not intended to be a substitute for professional advice, diagnosis, medical treatment or therapy.

Now, quit reading this screen and go for a walk.

 

Resources
5-4-3-2-1 Coping Technique for Anxiety from Behavioral Health Partners Blog from the University of Rochester Medical Center
Coping with Stress on Healthline
How to Keep Your Mental Health in Check When You Work From Home from We Work Remotely
How Working from Home is Impacting our Mental Health by Bethany Garner from Business Because
The Impact of Mental Health on Employees’ Productivity by Dennis Relojo-Howell on Psychreg
Mental Health and Remote Work: Survey Reveals 80% Would Quit their Jobs for This by Chris Westfall on Forbes
What Employers Need to Know About Mental Health in the Workplace published on McLean: Harvard Medical School Affiliate
Working Remotely During Covid-19  Center for Workplace Mental Health sponsored by the American Psychiatric Association Foundation
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Beth SchaeferFebruary 11, 2021Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Build Bridges Within Your Village | A Workplace Blog

By: Beth Schaefer    Director, Institute for Professional Development

I believe mentoring can help Minnesota build a competent workforce for all generations of workers by satisfying the workplace needs and personality traits that every generation has.

As an example, I am a Gen Xer.  According to experts, that makes me independent, innovative, and a strong communicator.   While at work, I am likely to seek problem-solving opportunities and enjoy working with competent colleagues; because of this, mentoring provides a clear outlet for me to meet my Gen Xer needs.

The Y’s (aka Millennials) are tech-savvy, collaborative, and focused on the greater good; they want meaningful work.  Mentoring fits their traits and provides the meaningful work they seek.

Baby Boomers, along with being optimistic and hard-working, enjoy mentoring. The opportunity to mentor others is often listed in their workplace needs, so a connection to mentoring is obvious for them.

So, all the generations agree (on this one thing, anyway), that we should find more ways to mentor in the workplace.

Being a part of the Village is more than just giving, it is receiving.  A new generation of workers is entering the workplace, and as much as we can teach them – there is a lot we have to learn.

Gen-Zers have plenty of skills to contribute.  Just some of their noticeable workplace traits are:

  • digitally fluent (and who could not use that during a pandemic)
  • practical (and who could not use that during a pandemic), and
  • flourish in diverse workplace settings (and who could not use that – always).

They will be seeking culturally competent employers.  Is your workplace culturally ready to recruit and onboard this next generation of valuable workers?

Consider mentoring as a rewarding step to build the cultural competency of all the valuable generations in your workplace.

Generation traits and needs from Hobsons Associates.

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Beth SchaeferMarch 10, 2020Business Architecture, For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog

Your Organization Needs Business Architecture | A Workplace Blog

Why Your Organization Can Use Business Architecture

Since business architecture is an emerging discipline, you may be hesitant to commit to paying for someone at your organization to attend business architecture training.  Here are 5 reasons why your investment would be wise.

Business architecture concepts can be used every day to help your organization grow and prosper.

Even if you do not have the role of  “Business Architect” at your organization, having people who understand business architecture will still be a benefit. Just like millions of people use project management tools as part of their daily jobs without the title of  “Project Manager,” your organization can benefit from the immediate use of the techniques and concepts learned in a business architecture certification course.

Business Architects are neutral problem-solvers that break down silos.

Business architects have tools that they can use at any point of a business problem to help business leaders and operational leaders define problems and solutions at a department level, a division level, or (ideally) an enterprise level. Business architects operate outside the silos that can hinder your organization’s ability to work cross-functionally toward one set of objectives.  Unless your organization is problem-free, you can use these skills and tools.

Business Architects draw the connection between where you are today and where you envision being in the future.

Besides tools, business architecture teaches people a new way of thinking.  It provides a lens that allows a business architect to ask the right questions that define a business strategy or growth opportunity and create the roadmap (literally, there are a variety of roadmaps) to show the way from the current state to future potential.

Business Architects get the strategy right the first time.

Do you sometimes roll out initiatives that miss the mark?   Do they create less value than anticipated, or do they actually make things worse for your customers?  Business architects learn about relationship management.  They find out who needs to be at the table and heard before strategic initiatives get speeding along in the wrong direction.

Business Architects help you prioritize resources.

Does your organization have more improvements and initiatives than it has resources to invest in? Business Architecture can help your company align its resources (people, data, technology, and processes) with what it needs to grow.

Do not wait for the official title. Do not wait for the official department. Do not wait to start using business architecture everyday in your organization because…

Business Architecture solves business problems!

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Beth SchaeferNovember 16, 2018Business Architecture, For the Public Sector, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Leadership – How do you encourage Agile and innovation in a Bureaucracy? | A Workplace Blog

How does Leadership encourage Agile and innovation in a Bureaucracy?

By: Beth Schaefer    Director, Institute for Professional Development

Are you a leader supporting Agile efforts in a large traditional or bureaucratic organization? Let’s help each other.

I have Agile going on two fronts now – well, three if count our Agile training programs.

  1. My department is designing and building new business architecture courses with an agile or iterative approach. More on this in the next pocket agile blog.
  2. On the university org. chart, my department has been housed in the Center for Education Innovation (CEI) for the last two years. We are in talks of how to be agile in a government institution like a university.

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.

  • The CEI Current status?

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.

  • CEI Future state?

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 –

  1. If the Agile approach is a necessary component of innovation, how does one blend Agile with bureaucratic processes?
  2. If we start formalizing our CEI to better navigate existing processes, at what point, is the CEI no longer entrepreneurial and just another branch of the bureaucracy?

What is your best lesson learned to share with the rest of us? I am curious to hear from you.  

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.

In addition, I am interested in knowing other leaders successes or failures.

Please comment on our LinkedIn or Facebook pages.

 

 

 

 

 

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Beth SchaeferOctober 2, 2018Business Architecture, Leadership and Strategy Blogs, Professional Development and Career Advancement Blog, Workplace Wins

Is Pocket Agile a Thing, or Did I Just Invent It? | A Workplace Blog

Is Pocket Agile a Thing, or Did I Just Invent It?

Or – Is it OK to be Agile Lite?

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:

  • Changing a classroom experience in business architecture into a virtual experience
  • Working with IT professionals to determine my university’s role in recruiting and retaining a talented pool of IT workers for Minnesota
  • Partnering with clients to design effective training experiences

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:

    • HR
    • Marketing
    • Designing Office Space
    • Business Office Efficiencies

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.

An Operating Model for Company-wide Agile Development from McKinsey&Company by Santiago Comella-Dorda, Swati Lohiya, and Gerard Speksnijder

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.

Embracing Agile from Harvard Business Review by Darrell K. Rigby, Jeff Sutherland, and Hirotaka Takeuchi

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

 

 

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