The role of senior management in setting the business strategic design, development and implementation is well researched with a firm evidence-base. What is less well-known are the ways by which cultural change is enabled by coaching when it comes to a stated aim to become ‘more agile’.
Thankfully there are resources which add insight, challenge and case-studies from which we can learn. But before that it is worth briefly stating the subtle difference between an espoused value and an actual value. In the past I have worked in organisations were there is a total contradiction between the two which creates all manner of professional headaches. Consider a healthcare provider claiming that they genuinely care for their patients; and then receive patient complaints and feedback that in reality they are consistently rude, dismissive and unkind. That’s a contradiction.
I’ve also worked in organisations where there is a distinctive, but more of a degree, of difference between their espoused and lived values. For example, several years ago one organisation claimed that our people are our most valuable asset and yet their staff satisfaction surveys were in the lower quartile of their industry benchmark. In this case, there was an organisational development programme to ‘close the gap’ between the desired and actual state. This, to be fair, is not uncommon. It is why cultural transformation for genuine practitioners takes time. There is no ‘quick fix’.
But what of agility? There is little doubt in my mind that agility might well be, or yet become, another management fad or fashion. There are several reasons for this possibility, and I will address one. In a previous blog I have looked back and traced various management ‘fads and fashions’ as well as shifts and movements in management theory, practice and aims. I will not be repeating that analysis in here. However, just to make the point that a stated aim is not reality. Cultural analysis aka Edgar Schein (1987) makes the point that one of the key points of analysis is the actual business policies, practices and staff attitudes.
How do we go about improving agility? Having trained Scrum Masters and teams is without doubt a significant investment with identifiable and quantifiable returns. That’s one key intervention.
The next has to be senior management as their role (leadership) as key ‘influencers and shapers’ of cultural change has, in my professional experience, a three-fold impact when compared to team investment alone. Yes three-fold! If you are looking to increase understanding, practice, pace and collaboration across all business Divisions or Units-then this is an intervention worthy of merit and serious consideration.
(If you happen to be a public sector organisation then I’ve also had a Non-Executive Agile Lead. This is also a good idea. It can complement the Coaching).
But what of the leadership coaching approach? What are the leadership behaviours? Thankfully, there is a first-class resource by Brian Wernham that has, through careful and considered case-study research, identified a set of 9 leadership behaviours that can add value to any Coach.
I have found these to have face validity and genuine added-value practice. Well worth a serious study and reflection. There is also this fab webinar that the APM invited Brian to discuss some of his key ideas in:-
So if you are looking to ‘close the gap’ between your strategic values and your current business operating model/practices what is stopping you? Is it time for senior management Coaching?
Take care Jason
Jason is a Business Psychologist, Scrum Master and Registered Project Manager.