New Year is round the corner. It is that time of the year where all of us setout goals, make resolutions, define plans to achieve them. I believe setting goals is important as it acts as a guiding post on how our energy, time and efforts are going to put in.
Let me share a simple but a great thought I picked up from a speaker in one of the conferences I attended recently. We are always ambitions. We always focus on the things that we are yet to achieve, fix things that have gone bad, try to find and fill the gaps. In a nutshell, looking glass half empty. I don’t mean glass half empty in a negative way. It is important and required to see glass half empty so we set goals to become better at we do, how we do, both professional and personal level. At the same time, it’s important to look at glass half full.
Look back at the year and ask, “What has improved”, “What has changed”, “What I/we did exciting this year”?
I recommend to do this “Yearly Review” with your clients, family and yourself.
We all take success for granted and, forget it and focus on new challenges. Before we set out goals, acknowledge success. See glass half full before figuring out how to fill the other half.
One of the biggest challenges for agile teams or for that matter lot of organizations is fear of conflict. This fear of conflict is a major reason why organizations fail to call right shots. In a survey conducted among US and Europe executives, 85% have acknowledged that they had issues/concerns at work that they were afraid to raise. They were afraid of conflict that would provoke, afraid that it would lead to arguments that they won’t know how to manage and loose.
Arguments are necessary; disagreements are required to drive creative solutions to problems. Well, easier said than done. How can we have these conversations more easily and more often? Organizations culture should reflect and encourage the attitude of questing, willingness to start an argument. Imagine in an agile team, if individuals are hesitant to prove others wrong, it will ultimately do bad to the team.
Developing “Prove me wrong” attitude doesn’t mean that team/organization loses team sprint. In fact, the opposite would happen; there is even more team collaboration, very little room for wrong decisions or judgments. The reason why Phd theses have such a high quality is because they have to pass “Prove me wrong” phase.
It is not enough to make things transparent and open, but as I mentioned above, the discussions and arguments around it is what makes it effective.
Openness isn’t the end; it’s the beginning.
Credit:This blog is inspired by the TED talk give by Margaret Heffernan – Dare to disagree