Are you frustrated that the C-suite doesn't get Agile? Perhaps the problem lies in how you explain Agile and not a lack of desire to understand.
Why the Agile Manifesto Isn't Enough
Let's face it, referencing a decades-old document created during a skiing trip by a group of men might not be the most relatable way to introduce Agile. Agile is about so much more than its origin story.
The Agile Manifesto was a fantastic springboard for spreading Agile concepts globally. However, it's not the most effective tool for explaining Agile to individuals or smaller teams. It can feel impersonal and overwhelming.
Focus on Value, Not History
Instead of lecturing about the Agile Manifesto, try this:
- Understand their needs. What are their priorities and challenges? How can Agile help them achieve their goals?
- Speak their language. Connect Agile concepts to their existing knowledge and experience.
- Tell a story. Make Agile relatable through stories and examples they can remember and share.
- Minimize jargon. Avoid technical terms like "Agile" and "Agile Manifesto" whenever possible.
If you find yourself constantly relying on the Agile Manifesto, it might be a sign that you need to deepen your own understanding of Agile.
Agile Coaching: It's About Listening
The core of successful Agile implementation is active listening. Instead of treating Agile as a one-size-fits-all solution, tailor your approach to resonate with each individual or team.
Stop explaining Agile. Start listening and facilitating conversations that make Agile meaningful in their context. There's no need to resort to "Agilesplaining" - by focusing on value and clear communication, Agile adoption can flourish at all levels.
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