{"id":33699,"date":"2022-07-13T14:55:04","date_gmt":"2022-07-13T13:55:04","guid":{"rendered":"https:\/\/digileaders.com\/?p=33699"},"modified":"2023-02-10T16:29:58","modified_gmt":"2023-02-10T16:29:58","slug":"how-to-talk-about-agile-to-non-digital-decision-makers","status":"publish","type":"post","link":"https:\/\/digileaders.com\/how-to-talk-about-agile-to-non-digital-decision-makers\/","title":{"rendered":"How to talk about agile to non-digital decision makers"},"content":{"rendered":"

Many digital teams have adopted agile working. But it can be difficult to convince the rest of the organisation who may have little experience with it. And this is especially true of decision-makers who may, for any number of reasons, be mistrustful of agile working.<\/p>\n

That mistrust is something I\u2019ve experienced first-hand. And I know from conversations with people in public digital that I\u2019m far from alone. So when it came to pitching a session to\u00a0this year\u2019s GovCamp<\/a>, I wanted it to be about this. We called it \u201cHow to talk about agile to non-digital audiences\u201d. The working title was \u201cHow to talk about agile to people that don\u2019t get it\u201d but we thought it was a bit too on the nose.<\/p>\n

This post isn\u2019t an account of what happened. It\u2019s about what I think having done that session and letting some time pass. There were a lot of great insights shared on the day, and they\u2019ve helped shape this post \u2013 so thanks to everyone that came and contributed.<\/p>\n

Here\u2019s the outcome: a few things to consider when talking about agile to non-digital teams. But first, a short recap on agile itself, in case that helps.<\/p>\n

 <\/p>\n

Agile: a recap<\/h3>\n

If you\u2019re not familiar with agile, you can think of it as a way of working to guide the delivery of a project. But more than that, it\u2019s a mindset. It encourages communication, collaboration and rapid iteration over documentation and big, long-term plans that are hard to change.<\/p>\n

It encourages identifying a core problem and building the simplest thing you can to fix it, rather than designing a solution to every conceivable need in advance. It significantly boosts the chances of project success, so the goal should always be to help non-digital teams understand the benefits of an agile approach \u2013 and to get involved.<\/p>\n

If you\u2019ve ever worked in a performing agile team, it\u2019s hard to think of working in any other way. We all know it works. And we want everyone to get it \u2013 and share in those benefits. But if there\u2019s one way I\u2019d suggest talking about agile to people who aren\u2019t used to agile working it\u2019s: carefully. Because sometimes the reasons they\u2019re mistrustful of agile is because they have cause to be, because of the way they\u2019ve heard agile talked about.<\/p>\n

 <\/p>\n

Talk about agile in everyday words (or don\u2019t call it agile)<\/h3>\n

We should describe agile concepts in terms people are familiar with. We should say it\u2019s about small incremental delivery allowing for great collaboration \u2013 and their service staff being listened to. It\u2019s about making sure that the thing we\u2019re building is going to work for the users we\u2019re building it for.<\/p>\n

When teams adopt agile, the terminology (and, let\u2019s be honest, jargon) can be bewildering. This can create a perception of \u2018us\u2019 and \u2018them\u2019 in digital teams. This barrier is unlikely to help motivate them to take part.<\/p>\n

Most people are more ready for change than we give them credit for. We just need to explain the information in a way people can understand. If your executive leadership team don\u2019t know about agile they\u2019re also likely to not care.<\/p>\n

We explain it to try and show how they might need to work and get results in a different way \u2013 incrementally. And that we\u2019ll continue to work with them after the first thing has been built. Often, IT projects have a strict deadline and then you\u2019re left with whatever is built \u2013 but they just wonder why we\u2019re telling them about our favourite project methodology when they need savings delivered.<\/p>\n

If you\u2019ve spent time in public sector digital, you\u2019re probably familiar with the idea of communicating as clearly as possible. Especially when talking to a broader audience. So let\u2019s not make an exception for agile.<\/p>\n

 <\/p>\n

Explain the benefits<\/h3>\n

It may seem obvious, but for organisations to adopt agile more widely, they need to understand why it\u2019s important. You might think it makes sense to explain the fundamental benefits. To explain how agile strengthens work and provides better services, and helps you to continually learn and improve. But the reality is that you often don\u2019t get the time and space to do this.<\/p>\n

The best thing you can do is show the benefits of agile by building something useful, fast. But if you don\u2019t have that opportunity, point to examples of where this has been done elsewhere \u2013 and crucially, to examples in the organisation where non-agile methods haven\u2019t worked. They probably won\u2019t care that agile might have worked better, but when you can point to past failed attempts, you have a better chance in getting permission to work in a different way.<\/p>\n

But if your team is already interested, you can try to sell agile on a human level. Explain that it gives people control over their work, provides opportunities for challenge and mastery, and aligns their work with a higher purpose.<\/p>\n

 <\/p>\n

Avoid methodology turf wars<\/h3>\n

We know, as good agile practitioners, it can be fun to discuss the relative merits of our preferred methodologies. In a way, this is an extension of my first point: these conversations are impenetrable to people who aren\u2019t familiar with them.<\/p>\n

But perhaps the bigger issue is that they can create the impression that agile working is incredibly fragile, and prone to failure if you accidentally glance at a kanban board instead of a burndown chart.<\/p>\n

But as good agile practitioners we also know that no one methodology is perfect in all circumstances. We know that methodologies can be adapted and blended. We know it\u2019s about the mindset more than the method.<\/p>\n

It\u2019s not that these discussions shouldn\u2019t take place \u2013 it\u2019s just that they must not drown out the big-picture narrative of the massive benefits agile brings. Yes, acknowledge challenges and shortcomings, but be sure to put them in their proper context.<\/p>\n

 <\/p>\n

Work in the open, and with empathy<\/h3>\n

Some organisations have implemented agile in a siloed and limited way and not communicated their process with other, essential teams that support project delivery. Though it might be too big of an ask to expect everyone to adopt agile right away, working in a silo can create challenges.<\/p>\n

Rather than waiting for other teams to come to you, it\u2019s best to proactively engage with them. Invite them to show-and-tells. Invite stakeholders to relevant meetings. Explain the work done and the successes (and, yes, the challenges) in words everyone can understand.<\/p>\n

Use your show-and-tells to bring teams together and build trust by sharing successes and looking for opportunities to collaborate. But be strategic, and spend time on building the narrative from agile working to project successes. Bit by bit, you can build a shared understanding of what agile means and why it\u2019s important. You can also run shorter lunch-and-learn sessions if you find these get more engagement \u2013 or that different people come along.<\/p>\n

And don\u2019t forget to blog if you can. Writing things down in the open is a great way to get engagement, show your work and build trust in a way that\u2019s quick and easy for people to engage with and share. But also share it on the organisation\u2019s intranet. There can be cultural misunderstandings about what working in the open really means \u2013 sharing internally builds trust that getting engagement from the team and organisation is at least as important as sharing in public.<\/p>\n

 <\/p>\n

Building high-performance agile teams<\/h3>\n

This was a quick look at how to talk agile, but if you\u2019re keen to put agile working into practice, take a look at our book\u00a0Building High Performance Agile Teams<\/a><\/em>. You can download an e-book today.<\/p>\n

\n

originally posted here<\/a><\/p>\n

More thought leadership <\/i><\/a><\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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