Start small. Be patient. Remain focused. In every Agile transformation, there is a point where the transforming actually commences, and yes, it can be stressful. No matter the amount of work invested in preparation, education, and getting stakeholders on board, once the needle begins moving toward something new, there will be anxiety. When it comes to Agile, taking a deliberate, paced approach to the transformation is preferred for creating a solid foundation for long-term success.

Using an Agile mindset to complete projects or any other kind of work does not need to be a scary proposition. Agile is not the antagonist of a horror movie. Yet, adapting to Agile thinking and bringing Agile practices into the day-to-day norm can strike fear in those within the scope of such a change. Bringing Agile into an organization, therefore, requires strong people-first change management. Through this, Agile can truly be transformative.

One of the core tenets of Agile, a foundational piece upon which the whole concept of Agile is built, is valuing people over processes. Agile practices, however, are perpetually at risk of becoming the implementation of process rather than a lightweight key to unlock the power of an organization’s workforce. This post will shares a story of such an occurrence, looks at what went wrong, and examines how positive outcomes were eventually achieved.

"Feedback Vehicle" is the pillar that ensures those impacted by change or transformation have a path for input and then those in positions to address the feedback act upon that input, and it encompasses the method and frequency of feedback gathering. Providing opportunities to submit feedback supports ongoing engagement, which is important for change success, and as a change leader, you cannot sit idly and expect feedback to be offered.

You have been meticulous in your planning. All the necessary conversations have been had and the purpose and direction of the impending change have been released to the masses. Now, the team is putting its collective head down to bring the change to fruition. Everything is good to go from here…until everyone forgets the change’s purpose and goals.

The Plan of Attack pillar of transformation looks at the whole of the change process and focuses on the early questions that must be answered to move toward successful implementation.

Have you ever been stuck in a seemingly never-ending question cycle with a young child? For every answer, there is another “why” or question that attempts to pry into the secrets of the universe. As we mature, that innate curiosity and need to question everything in most adults fades or is suppressed. Maybe it is the need to conform to professional expectations or simply the desire to keep the proverbial pot unstirred. The diminishment of asking “why”, however, does not reduce the importance of having the question answered. Answering the “why” is an excellent way to discover new ideas and catch perspectives or issues that were previously unknown.

Organizations that empower their employees can create a more fulfilling people-focused culture, but that places more strain on the middle and lower hierarchical levels to manage change both up and down. Change leaders must not only work on transitioning teams and individuals to a new state, trying to ensure nobody is left behind while maintaining a positive outlook and culture, they must also keep other leaders focused on the change's goals and encourage them to be active participants in leading their areas to the finish line. This likely includes managing up to high levels in the organization. For "managing up" to be successful, leadership simply saying they are on board is not enough; they must also walk the walk to show their personal investment toward a successful outcome.