¿Cómo ayuda a los miembros de su equipo a desarrollar habilidades de diversidad y agilidad?

Start with embracing Scrum Values: Commitment, Focus, Openness, Respect, and Courage. They appear simple and obvious; however, they are at the core of an effect Scrum often has in organizations: Scrum is a perfect probe for cultural and organizational dysfunctions.

Psychological safety is the foundation of a thriving Agile Enterprise. It empowers teams to: - Take calculated risks - Communicate openly - Learn from experiences - Embrace diversity and - Minimise the fear of failure These are critical elements for adapting to change and thriving in an agile environment.

One great thing what is learned is from a quote- "Instead of saying 'requirements,' say 'deciding what to build.' The verb phrase is effective, while the noun phrase falls short." Team culture is the key to product success.

An example, I could share on the Inclusive environment, as it is the key to foster in constructive challenges (on the product understandings & technical implementations) within the team. This is the area the senior members in the team would be dominant and will not allow recent team members and juniors to participate. Team coaches should involve every member in the team and make it as a flow rather than a compulsive participation.

The leader must set expectations for respectful communication and considering diverse views so all feel comfortable sharing perspectives without judgment. Actively listening to understand others fully before responding also encourages the disclosure of different ideas. Should conflicts arise, addressing them respectfully through open mediation allows issues to be resolved constructively rather than avoided. Promoting psychological safety ensures people feel secure contributing new ideas and learning from mistakes supports evolving viewpoints. Building community among diverse members through informal social interactions strengthens understanding of varied experiences, which shapes more creative solutions when tackling challenges.

As an Agile Transformation expert, I learnt first hand how investing in learning new skills and experimenting can be a game-changer. - Teams that experiment can deal with change more easily. - Reframing problems as opportunities can set your team and organisation apart. - Teams that are invested in learning new skills and are not afraid to fail, become champions of innovation. Fail Fast, Learn Fast.

The thing I found helpful with experimentation is, it brings in ownership within the team. While few members will have inquisitiveness for experimentation, it will not be a great success without the team buying-in that idea. The ideas need to be discussed and small portion of the teams capacity can be allocated for the experimentation giving more space for continuous delivery and continuous innovation

Allowing flexibility in new approaches lets undiscovered options emerge. Seeing failures as learning, not weakness, debriefing freely, and praising uncovered knowledge over correctness defeats rigidness and advances understanding. Incorporating evolving views displays adaptability. Requesting commentary stimulates refining plans and presumptions through constant learning in a safe environment. This cultivates empowerment to flexibly engage an assortment of views in challenges.

Você reamente quer ver a sua equipe arrasando em diversidade e agilidade? Bora lá! A chave é incentivar a experimentação e o aprendizado! Crie oportunidades para eles testarem coisas novas e aprenderem tanto com os acertos quanto com os erros. Isso é ter uma mentalidade de crescimento na veia! Encare os desafios como chances de evoluir, não como obstáculos. Assim, seu time vai desenvolver habilidades novas, descobrir insights poderosos e inovar na velocidade da luz. Transforme desafios em oportunidades! #Agilidade #Diversidade #TimeForte

Exposure to varied perspectives broadens skills. Leaders arrange cross-role meetings, mentors, projects touching diverse groups. Engaging beyond normal circles challenges embedded views and considers new tactics. Shared discussions internalize fresh aspects uncovered. Visiting offices or client locations immerses members in lives unlike their own, cultivating flexibility and skill synthesizing all sources into solutions. Diverse interaction trains agility if leaders both participate and allow lessons to feedback into workings.

Aqui vai o pulo do gato: expor o pessoal a diferentes perspectivas e experiências. Traga informações variadas, inspiração de todo canto e feedback diverso. Misture a galera em equipes multifuncionais, multigeracionais e interculturais, onde cada um aprende com as diferentes histórias e habilidades dos colegas. Isso ajuda a galera a ampliar horizontes, desafiar ideias pré-concebidas e desenvolver empatia. #Diversidade #Agilidade #TimeIncrível #Sucesso

Coaching and reflection aid growth. Leaders routinely obtain feedback and pinpoint improvement areas. Jointly reviewing experiences surfaces inherent leanings, reducing openness. Questioning presumptions humbly and admitting biases naturally propels progress. Private writing on diversifying encounters paired with collective examination cements insights. Together, set skills targets and check advancement, prioritizing widened viewpoints and reactive skills versus rotating duties like hosting various audiences. Coaching prompts constant self-assessment and change habits for boosted inclusion and agility.

This is more of the style I adopt - lead by example. It is necessary to understand that unless you display these behaviors yourself as what it takes to drive diversity of thoughts and actions, and imbibe an agile culture, once cannot expect the team and others in general to adopt a similar mindset I am transparent enough to show that I don’t have all the answers myself and ask for the team’s perspectives on specific contexts, especially where I need community driven decisions. Where decisions are to be made it is important that we don’t get into analysis-paralysis and start with the data and information we have on hand (compare also with the LRM - Last Responsible Moment) providing a fail fast environment.

Team leaders should actively listen to diverse views, adapt opinions with new evidence, and show curiosity in perspectives unlike their own. Spread responsibilities and development chances equitably. Own mistakes and adjust approaches. Champion varied voices, make space for contributions, and bolster self-assurance in reticent members. Lead inclusively, with adaptability and eagerness to learn, establishing a culture where diversity and agility thrive.

When the team reaches a maturity to leverage diversity as an superpower & and is able to maintain its course of action or is able to adapt to ever changing VUCA world, then is the true time to celebrate diversity & agility. "Token of appreciation" format for retros or team meetings is a great way to celebrate diversity. It also helps strengthen the communication & team bonding. Another way of celebrating diversity & agility is to recognize the teams effort that achieved business outcomes by embracing diversity.

When leaders notice team members considering various stances, willingly altering tactics, or expanding their networks, praise cultivates these behaviors. Publicly highlighting flexible thinking, new solutions from mixed viewpoints, and personnel broadening their spheres prompts emulation. Solicit suggestions respecting all backgrounds for meaningful celebrations acknowledging progress. Publicly laud rotated responsibilities handled with responsiveness to differring needs. Observance and rewards reinforce strengths while constructive feedback guides future improvement.

The best agile teams I've ever worked with didn't call themselves agile. They didn't bother about agile skills. Yet, leadership trusted them with problems worth solving. Culture is key. No methodology will survive in a culture where politics define how you thrive. Agile is a means to and end, and its beauty of lies on a few items: . Collaboration . Curiosity . Embracing the unknown No matter the framework you use, agile is about using available knowledge to progress and uncover unknowns. In other words by Maarten Dalmjin, "Using what you know to uncover what you don't."

Um tema que tem sido recorrente, no mundo todo, e é considerado um dos maiores erros das lideranças ágeis, é não saber gerir times multigeracionais. Há 4 gerações convivendo juntas, cada uma com suas especificidades. É normal que se formem Tribos nas empresas e projetos, compostas por pessoas de gerações e gostos semelhantes, mas é preciso estar atendo a isso, pois as gerações Y e a Z são ainda um pouco aversas a gerações anteriores. Isso despreza a experiência adquirida, que é a base do processo de empirismo do ágil. Por isso hpa tantas empresas resgatando lideres das gerações X e até boomers, pois são melhores nisso. É mais fácil e barato capacitar do quê permitir que um estrago seja feito. #TodosJuntos #Multigeracional #OMelhorDeCadaUm