I saw this article on LinkedIn by Travis Klinker and I thought I’d share it here in its entirety—
Perception is reality.
I often say this when people share their disagreement with feedback they have received. Regardless of the situation, one person's perception is their reality at that time and without acknowledging that person's reality it can be very difficult to constructively move forward. Given this point of view, I've been reflecting on the perceived value of the roles that support continuous improvement.
The past year's choices by many companies to abandon their Agile efforts (or shall I say the supporting roles, such as coaches and scrum masters), makes me question the value they place on continuous improvement. The very roles that elevated these companies appears to now be devalued.
I believe that continuous improvement is a personal choice, but my experience has shown that without the supporting roles, continuous improvement rarely continues, much less thrives in an organization. So, it leaves me pondering the choices that are being made by companies when they are under extreme pressure.
Sacrificing roles that are not directly tied to delivery appears to be a sound decision, but yet these are the same roles which have enabled companies to achieve organizational and operational efficiencies at scale. Based on the decision to abandon these roles, will inefficiencies creep back in? I don't know, but I'll be watching.
Of course all of this is just my perception and I'm reflecting on it so I can identify opportunities to proactively and constructively help my company and those around me continuously improve.
Now, I don’t know Travis, and this is the first post of his that I’ve run across. But it resonated deeply with me and is making me think again about value delivery.
If you’ve been reading my work of late, you know that I’m incredibly focused on helping agile coaches, scrum masters, and other agile “support” roles better connect, translate, and qualify the value that they are individually providing to their organizations.
Changing Perception
So, using Travis’ article as a backdrop, how DO we change the perception of organizational leaders around the value of these roles?
Is it as simple as connecting with leaders who understand the importance of continuous improvement or not?
I believe Travis gives us a key hook with this statement—
Sacrificing roles that are not directly tied to delivery appears to be a sound decision,
In that these roles, or any role that are considered—
Overhead
Optional
Nice to have
Supporting
Have always been in jeopardy in organizations. Particularly if they are economically or otherwise placed under pressure. And there are two aspects to how this value is perceived—both qualitatively and quantitively measured.
Wrapping Up
So, the key is NOT to be considered “supporting.” Well, Bob, you’re so bright, how the heck do we do that?
It’s relatively easy. It’s by getting in the game with the clear value producers. It’s snuggling up to the teams and the leaders, partnering, sorting out what needs to be done, and then helping to do it.
To move from the perspective of a sideline-based coach to in the game, becoming skin in the game advisor and partner.
It’s changing the perception of the organization and leaders so that they can’t get things done WITHOUT you and your valued contributions.
With that said, I hope I’ve inspired any supporting cast members reading this to reconsider how you are showing up in your teams and organization.
As perception is, indeed, reality.
Stay agile, my friends,
Bob.