I am in the process of reflecting on the year that is finishing and one of most important thing for me this year was finding places where I am truly curious. When I project myself there, I can have a lot more perspectives available and I am totally open to the world that surrounds me. These places I am talking about are in me, and at the same time they are places I have been physically, my body knows them. These are somatic experiences.
One of them is triggered by the energy that I feel when I am free-riding on my snowboard.
To me, snowboarding is something I really love to do and that I had access to it since a very young age. On my board, I am really relaxed, my senses are hyper sensitive and I have a huge amount of energy and empathy for what is around me. I fully embrace my environment and all the people in it. All this, whilst doing an activity that is fast, potentially dangerous, complex and tiring. My take on what is happening is that when I am on my snowboard I have a somatic resonance to who I really am. It is allowing my true energy to emerge.
Early this year, my coach helped me reveal such places and energy. We explored what was possible from there and how I can really show up with the people around me. Luckily I do not need snow to be in such perspective. As I am living in Singapore it would be very difficult for me to jump on a snowboard whenever I want.
With the help of my coach, I have developed a way to connect to that energy and, with practice I am now able to access it whenever I want. When I do so my thoughts settle, I gain clarity and the ability to choose how I receive information, how I react, what to do with the emotions that come up.
Over the year I have been integrating this energy in everything. It has not been easy. I cannot recall all the times I had to remind myself to stay curious and question what is really going on in the moment. Nevertheless, over the course of the last year, I can really see the changes. The way it has transformed me as a coach, how differently I show up and how I connect with people and teams. Areas of life where I felt stuck or in conflict have disappeared. I sense a lot more fluidity in everything I do. I feel much more connected.
I now invite you to come and find your own place of utmost curiosity. It is always an honor for me to be present when these places show up for you and to witness the transformations that follow.
Take a look at our specially designed programs Connected Leaders and Connected Agile and start your journey on the path to curiosity..
As you might already know, Agile is a set of values (4) and principles (12) which helps in the adoption and maintenance of an Agile methodology. It also helps enhance the quality and delivered value by incorporating continuous improvement in all areas. For example, the adoption of TDD, automated unit testing, BDD and clean code practices allow the teams to incorporate quality and value in their iterative development cycles.
The previous practices have proven to be valuable for organizations that have harnessed their potential, but few how managed to reap the promised rewards of Agile implementations. Why?One of the main reasons is a recurring obstacle that has hindered organizations’ abilities to fully incorporate Agile practices in their daily routines. - Immunity to change (ITC).
ITC is a term coined by Robert Kegan and Lisa Laskow Lahey. It is the difficulty in adopting change in culture, habits and values at an individual, team and organization scope.
As of Dec. 2015 there have been more discussions, blogs and articles written on this subject than any other aspect of Agile. Yet, organizations, teams and individuals are quick to dismiss that this is a problem within their Agile adoption. People are simply not ready to be vulnerable and admit to having difficulty with changing their habits, let alone their culture and mindset.
As an Agile coach I have witnessed ITC in every instance of Agile adoption I have worked with. Why is this? The reason is fairly simple; ITC is present in all of us to certain degrees and at different levels. A strong ITC at any level of the organization will definitely render any Agile adoption difficult.
Accompanying a group of Agile coaches for a round at the local pub can be quite a revealing experience. Stories of ITC at individual, team and organization levels abound. Most of the comments and observations involve middle management’s struggles in adopting an Agile mindset.
ITC in middle management is very present and this can be explained by the fact that we are literally asking them to go against what they have been taught to do for so many years, which is to manage things and resources. For that reason alone I believe Agile adoption to be more difficult for middle managers than other members of the organization. So they may need to be supported and accompanied with as much compassion and attention as other individuals.
So what can be done to reduce the negative impact of ITC in your organization’s adoption of Agile?