Easy Agile Podcast Ep.23: How to navigate your cloud migration journey

"It was great to chat with Alana and learn from her experience" - Sean Blake

In this episode, I was joined by Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day.

She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

We covered a lot of ground in today's episode. We talked about:

• The importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities.
• Building trust with your team and disclosing some vulnerabilities about yourself.
• Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community.
• Servant leadership and being a generous leader.
• The importance of authenticity and direct communication.

I hope you enjoyed today's episode as much as I did.

Transcript

Sean Blake:

Hello, welcome to the Easy Agile Podcast. My name's Sean Blake and I'll be your host today. Today, we have a really interesting guest and a fantastic episode ahead for you. Our guest today is Alana Mai Mitchell. Alana is a results coach, author, podcast host, and Senior Product Development Manager at one of Australia's largest banks where she works with Agile teams every day. She has over 13 years experience in digital financial services and coaching. She's spoken live on Channel 10 here in the Australian media and has had her mental health story featured in publications, like The Daily Mail and Mamma Mia. She's the author of a book, Being Brave, and she's the host of the Eastern Influenced Corporate Leader Podcast.

Sean Blake:

We covered a lot of ground in today's episode. We talked about communication styles. We talked about the importance of putting your hand up and telling your manager when you want to be challenged more and to be exposed to new opportunities. We talked about the importance of building trust with your team and disclosing some vulnerabilities about yourself. We covered Alana's mental health journey over the course of six years, and that journey continues today. What she's learned and what we can learn from her experience to better look after our teams and people in our community. We talked about going first in servant leadership and being a generous leader. The importance of authenticity and direct communication. I hope you enjoyed today's episode as much as I did. Let's get started. Alana, thanks so much for joining us on the Easy Agile Podcast today. It's great to have you here.

Alana Mai Mitchell:

Thanks so much, Sean.

Sean Blake:

Before we jump into our conversation, Alana, I'm just going to do an acknowledgement to country. We'd like to acknowledge the traditional custodians of the land from which we're recording today, the Watiwati people of the Tharawal speaking nation, and pay our respects to elders past, present and emerging. We extend that same respect to all Aboriginal and Torres Strait Island peoples who are tuning in today.

Sean Blake:

Well, Alana, there's so much to talk about today. The background is, we used to be colleagues in the financial services industry. We bumped into each other again out of the blue at Agile Australia '21 Conference, just at the end of last year, which was a great conference. We thought we'd have you on the podcast because you've got so many different stories to tell, but I thought maybe we could start this episode by talking about your career journey and how working with Agile Teams has weaved into your career trajectory.

Alana Mai Mitchell:

Yeah, sure. Agile really came into the forefront right back in 2013. I always remember my first Agile training. We had a team day, where I was working at the time. We had an external facilitator come in because the Agile framework was something totally new to financial services at that time. We played Lego. We had each of our wider team was divided into smaller teams, like scrum teams, all this new terminology. Then we were building island and we had an island each and the product owner was feeding user stories in from the customer. Partway through we were building, I think, a rocket launcher and then no, we didn't want to rocket launcher anymore.

Alana Mai Mitchell:

We wanted to tweak it. We had to adapt to things on the fly. I always remember that experience because it was so transformative, just having such a direct and collaborative way of working with people on a project. To this day, of all the Agile trainings and experiences that I've gone through, it's always the ones that are really interactive that I've remembered the most and gained the most and taught them, like learnt them myself as a participant and then taught them to other people as well.

Sean Blake:

Along the way, do you think, you've been through all these training sessions and you've been working with teams on the ground. What have you found from Agile, which is a big topic, but what have you found to be the most transformative and the most helpful from the way that these teams used to do things to the way that they do them now?

Alana Mai Mitchell:

I would say communication. What I found was, because I had the contrast with both, I've worked in Water Force style projects and Agile projects as well. I think the biggest part is the amount of effort and rigor that we would go through reviewing requirements and have those be delivered into technology. Then it go quiet and you not hear from technology until they come back with something and they're like, "I've got a baby." You're like, "What kind?" The difference with Agile is that you are able to co-create them.

Alana Mai Mitchell:

You're creating with your customer or your end user, if you're working with an internal user, and then you are also working with technology and finding out what kind of constraints technology has or what kind of ideas they have as well. You have that ability to communicate with the dev. Sometimes your devs are on-shore, often cases they're offshore. We're all remote now, so it doesn't make as much difference as it did when we were in the office. You can really just pull away a lot of the process that gets in between people and have conversations. That's what I really think is the most transformative part.

Sean Blake:

Great. Yeah, so that communication. Do you feel like the communication throughout COVID and working remotely has been more challenging? Are you one of those people that find those face-to-face communication skills, you really prefer the face-to-face or has remote been okay for you? Because I know some people have struggled. Some people have found it easier to be on Zoom all the time.

Alana Mai Mitchell:

Well, I mean, when I go in the office and we have that brief time where we were back in the office, I had a smile on my face the whole time. Because I just love seeing people and I'd go around and walk over to my team and say, "Hey, how are you going?" Just catch up with them. I think the one piece that's missing for me in the remote working whilst there's greater flexibility, you can do multiple things at the same time. You focus a lot of your work. You can get a lot more done quicker. I do find that informal relationship building, you need to actually schedule in time or pick up the phone out of the blue and connect with someone.

Alana Mai Mitchell:

Whereas in the office, I would just find that because people were there and I don't know, you might be having lunch at the same time or going downstairs for something at the same time or even the corridor conversations that happen after the meeting where you can just chase someone or ask someone a question or they chase you and you just get things done. It's just different. I'd say it's more, the catch ups are more scheduled and formal, I find in a remote work setting.

Sean Blake:

I feel the same way. I feel the small talk and the talk about the weekend on Zoom is much harder for me and much more tiring to try and sustain that than in person. It becomes more naturally. I really have to make a big effort, especially on one-to-ones with people in the team when I'm trying to check in on their health and wellbeing and how they're going at work. I just find that much more exhausting than what I do in person. I think it's just those nonverbal communication skills and you can see people's body language easier when you're in the office.

Sean Blake:

Someone's slumped at their chair for six hours out of a seven-hour work day. Then you're like, "Oh, something's wrong." If you know that you've got to get on Zoom and try and pretend to be happy and that everything's okay, then you can fake it a little bit easier. Of course, there's loads of benefits to remote work, as you say. That human element personally, I find it's much more challenging to replicate using digital tools. Maybe there'll be more innovation that comes, but the time will tell on that.

Alana Mai Mitchell:

Yeah. On that, I wanted to add some of my friends in the technology space. Talking about the metaverse and how at the moment you and I are having this conversation through screens. I'm in my space, in my house, and you can see my painting in the background and I can see that you've got a podcast set up. One of my friends was talking about how, he's an architect, and so he was thinking about how we create digital spaces. When we meet digitally, if we were meeting as our avatar, what kind of space would facilitate better conversation? That blew my mind when he was talking about that. I was like, "Oh, I hadn't even thought of that." Absolutely, you could meet in a virtual space because we're doing what we've got with the tools that we have today, but the tools can change.

Sean Blake:

I guess it's almost certain they will change. I can't see that Zoom will be the market leader forever. I'm sure there'll be things that come along very soon that will try and replicate some of those physical experiences that we miss so much of being in the office and having those social experiences together. Alana, I'm wondering about the teams that you work with now or in the past, those Agile teams, do you have any tips for people who are new to Agile teams or maybe they're coming in?

Sean Blake:

They want to improve their communication, whether they're remote or in office, and improve their organization's Agile maturity, but they're just finding it a bit of a struggle. Do you have any tips for people who are just, they're butting their heads up against the wall and they can't seem to make progress with some of those patterns and habits that you talked about, like taking requirements away and not knowing what's happening for so many months or years before you hear something back from technology? How do you actually start to influence that culture and behavior, if you're new to Agile?

Alana Mai Mitchell:

I'm going to take a slightly different approach on that to answer your question. Because the thing that came to mind for me was when I in Outward Bound, which is a remote wilderness organization in 2012 in the US. I was instructing there. One of the frameworks that they use is William Glass' Choice Theory. Choice Theory talks about that we have five needs, and I'll put myself on the spot. Well, I'll mention some of them, because I can't remember all of them. There's like need for fun. Some people have a high fun need. Then there's like need for power, like feeling powerful. There's like, love and belonging, is another important need. There's two others, which I can't recall right now. I think when you are coming out of a situation, from a perspective, you've tried a couple of times when you're approaching it, and not getting anywhere, I would have a look at what needs am I, myself looking to get met out of this communication.

Alana Mai Mitchell:

Then on the flip-side, what needs is my communication partner or the team that I'm working with? What is the most important need for them? As we were talking about remote working, like the fun need. People love to have fun and you can actually have fun at work. It doesn't need to be separate. Thinking about like, if you have a high fun need, and you also notice your team has that as well. How can you address that in your communication style or bring out some kind of activities that can bring that to life? I would always go back to what are my needs and what are the needs of other people that I'm working with? Because when you're working with different teams, they have different agendas, they have different goals. If you can figure out what you have in common, it's a lot easier to bring another team or people in those team on the journey, once you figured out what the common ground is.

Sean Blake:

That's great advice. Think about it from their point of view, rather than just what you need and your own agenda and try and adapt to your approach to them. That's really good. I saw this quote recently, Alana, which reminded me a little bit about your mental health journey, which we'll talk about more in a moment. The quote was about, when you're looking for a new role or a new job, you shouldn't just look for a great company to work for. You should look for a great manager to work for, because the influence and your experience as an employee, working for a manager, is often so much more important than and influential than just picking a great or a well-known company to work for. Have you found that to be true in your own career?

Alana Mai Mitchell:

Oh, yeah. I have found that some really phenomenal leaders. In a previous organization that I was working in, I like to keep learning and growing all the time. In previous roles, sometimes I get bored. It happens. That's really valuable to organizations because I'm constantly looking at where to improve things. I had a time where my manager was focused on other things and learning and development wasn't as important. Then I had a lady named Christina come in and Christina was like fire. She was just, "This is what we got to do." Open to change, really clear communicator, she's from the US. She's really direct in a compassionate way and she's really progressive as well. I found because of her influence in the organization.

Alana Mai Mitchell:

Also, through my willingness to put my hand up and say, "I'm willing to participate." Which is, for the people who are tuning in, it's not just about the leader creating the opportunities for you and saying, "Hey, present to this general manager forum or executive general manager forum." Or whatever it is. It's also about you saying, "Hey, I'm willing and I'd love to." And communicating what you are after. We met on that path and I had some of the most, stronger success working with Christina. I was fortunate at that the culture was also really great. The immediate team culture needed to shift as well, which is part of why Christina came on board, and the company culture is really good.

Alana Mai Mitchell:

I would say on the point on like manager over culture is that when you are someone who is progressive and you're wanting to shape the culture for the better, you're going to find cultures that need a little attention or need a little work or things that aren't quite as performing as well as they are. With the sales perspective, opportunity plus. If you go to a culture and everything's amazing, you're sure you can make it a little bit more amazing. Really, when you have the support of your manager, who's, you see these initiatives and they're going to say, "Okay, go for it. I've got this GM forum coming up that you can present at, or let's find your sponsor. Let's find your mentor." That the two of you working as a team can be at the forefront of the new culture, which impacts the rest of the culture.

Sean Blake:

Interesting. I don't know if I've ever been in a culture that's perfect and overachieving and too good, but absolutely you can get too comfortable and complacent in roles and you can almost just be a little bit shy from putting your hand up for those opportunities. Do you think there's many cultures out there that are too good? How do you assess the quality of a culture before you accept the role and start working in that team?

Alana Mai Mitchell:

Oh, good question. I always asked, what's the vision and how does it relate to this role? I want to hear it from the hiring manager before I join a company. What I'm looking for is I'm asking that question to multiple people. I'm looking for a congruence, about the hiring manager sees a similar story as to what their peer, who's maybe interviewing in the second interview or their leader in the third interview. I'm looking for those things to match up, because that's telling me there's consistency. It's just, I'm getting the same story. That they're also communicating well. That would be a sign to me. Yeah, that's about what I do.

Sean Blake:

That's good. Good tip. Alana, you have a quote on your website, which talks about your mental health journey. It says, "I have totally recovered from five mental health breakdowns across six years, where doctors once talk would me, I would be homeless." That sounds like a lot of hardship and a lot of sweat and tears and pain over many years. Do you want to walk us through a little bit of that journey and what you've learned about yourself through those experiences?

Alana Mai Mitchell:

Oh, yeah. Thanks for pulling that out from the site, Sean. In 2013, I started to notice that things weren't right. I wasn't feeling myself. I sought help from a counselor, career counselor. Because I thought, "Is it my career?" I said, "Am I not in the right job?" I spoke to a psychiatrist and a psychologist and they did a little bit of an investigation, but no one really got to what was going on. Then I made some quick decisions in my career, which I look back on and I think, "Wow, I really was in the throes of it and not thinking clearly at all when I made those choices." I found myself, about November 2014, in between roles. As someone who was previously really ambitious, like high-achiever, chronic high-achiever without having a role and a career prospect at the moment back then was a big deal.

Alana Mai Mitchell:

I had what was called a psychotic episode. Essentially, that was like me, believing deluded thoughts and not having a really strong grip on reality, having some story going on in my head that wasn't true at all. It ended up because I was taken by ambulance to hospital. Then still at that point, people didn't really know what was going on. I was a in mental health ward and came out from that, started on medication, which improved things. I thought, and this is part of why I had the multiple psychotic episodes, is that I thought that the stress of being in between jobs or stressful situations at work, I thought they were the triggers for the psychotic episodes.

Alana Mai Mitchell:

I would take the medication for a while, get better temporarily, think everything was normal, stop the medication. Then six months later I would have another breakdown. Then that happened over six years and I realized towards the fifth and final, so that was when I was running a coaching business that had a few clients at the start and then we didn't have any clients at all. I essentially ran out of money and got into debt. Then when the doctor learned about my financial situation, he said, "You're going to be homeless." I was so offended. I was like, "How dare you." I was like, "No, I will not. I will not." I look back now and I'm so thankful for him sharing that with me, because he provided me with a choice. Something to push against and choose another way. He activated my will, from me going from being offended to being thankful, where I'm at today.

Alana Mai Mitchell:

I charted my way out of that. Now, I have well-managed schizophrenia and I take medication. I'll be taking medication for the rest of my life. It's part of who I am. I don't experience like, some people have a lot of appreciation for, because I know that they're in their mental health journey. It's not all smooth sailing, even after they have an answer of a diagnosis. It still can be challenging in there's up days and down days. For me, I'm consistent. It's been now coming up to four years since the doctor and I had that conversation in the hospital. Life is just incredible since then.

Sean Blake:

That's great. I'm so happy to hear that. Thank you for sharing your story with our audience. I think it's really important, isn't it? To be vulnerable and to share the truth about things that have happened in the past. Do you think that there's something that we can learn? With the people that you work with now, do you have a clearer understanding or are you looking for signs of people in your life who might be struggling with some of the similar issues and what can we do as people in our own communities and working with teams to look out for each other and to better support each other with some of these mental health issues front of mind so that we can be more supportive?

Alana Mai Mitchell:

I always listen for and check in with how the team is doing and it's not just, you ask how are you, and you're listening for more than what they say. If they say they're good, how are they saying it? We had that conversation before about the remote working and it's different. To come to the, are you okay, and we have the, are you okay days. Someone asked me in the office where we were actually working together. They're like, "Are you okay, Alana?" I couldn't answer her. It's not always as simple as getting a no, sometimes it's, you don't get a response. Then the alarm does go off. I really think taking in all the points of interaction that you have with someone and aligning to, is that consistent with how do they were, is there something different, check in with them, how is it going? If you're having a conversation, great. If they're sharing with you, even better.

Alana Mai Mitchell:

If they're not, you can always just check in with yourself and being like, "Is it something you need?" As to, why are they not sharing or is that something that's going on with them as well? The other piece I wanted to tie it, bring it back to the Agile leadership piece and from the conference that Agile Australia that we were at. I really see that building trust with teams is so key. We're in this remote working environment or hybrid working environment, depending on what office you're in. It really is important to build trust with your team. One of the quickest ways you can do that is by sharing vulnerably with what you have to share. I don't mean going for exposure and putting yourself in vulnerable situations where you are uncomfortable with what you share.

Alana Mai Mitchell:

It's disclosure, so it's something that you're 100% comfortable within yourself, and you've accepted it within yourself and you share that with your team in openness. When you do that, you see that your team also, they hear it and they mirror it as well. You go first and they share. The mental health example, I shared that on LinkedIn. I've shared it in situations with my team. Then I've been invited to talks and I've had people approach me. It really builds without having to go through a lot of, I ask this thing of this person, do they deliver it above and beyond expectations when I ask for it? How many times do you need to go through that process before you trust someone versus you, coming out and creating an environment of trust through of vulnerability? I do caveat that it's like not oversharing, it's sharing what you're comfortable with at that point in time, and that might change as you go on.

Sean Blake:

Interesting. Does this apply to leaders as well? I know that you've spoken about being a generous leader in the past, and that reminds me of servant leadership, which is another kind of Agile phrase that you hear come up quite a lot. This idea of going first, disclosing what you're comfortable with to your team, even as a leader, showing vulnerability is really important. I know in my experience, if you can share some of the honest and harsh realities of what it's like to be in your position, then your team are more empathetic with the challenges that you have.

Sean Blake:

Because a lot of people assume that when you are in a position of leadership and responsibility, then things are easier because you can just delegate or you've got budget to solve some of these problems, but it's not actually the reality of it. The reality of it is you struggle with things just like anyone else. By sharing and disclosing things with people at all levels of the organization, then that helps to build empathy and a bit more care and support no matter what level you're at. Are there other things or habits or qualities of a generous leader or a servant leader that you've seen or that you try and model or encourage?

Alana Mai Mitchell:

The big one that stands out for me is authenticity. Really knowing yourself, knowing what your leadership style is, knowing what your challenges are, what your strengths are, what you're working on and being authentic about that. When you feel something, sharing what you feel, not having to feel like you need to say it a different way or sugarcoat it, being able to speak your mind in a way that's direct and compassionate. We're not going for like arrogance, and we're not going for wishy washy. We're going for direct and compassionate, then share what's in your heart, so authenticity. Those are the leaders that you, I'm so glad you brought up empathy because when you're vulnerable, empathetic, and authentic, those are the leaders that really stand out for you and me.

Sean Blake:

That's great advice. Authenticity, direct communication, build empathy. All right, thanks for sharing that.

Alana Mai Mitchell:

You're welcome.

Sean Blake:

Alana, how did you decide that you wanted to write a book about some of your experiences and can you tell us about how your book, Being Brave, has changed your life and how you think about sharing your story?

Alana Mai Mitchell:

I naturally have a lot of things going on. I love projects. I love it, that's why I'm in projects. Because I love setting a goal and reaching it. The company I was working at had done a number of workshops and I got to a point where I didn't have as many activities going on. I was like, "Oh, that's really interesting. I don't have as much stuff going on." This was just at the start of the pandemic in 2020. A friend, a really dear friend of mine said, "Try meditation. Try meditation daily." I meditated each day and I had been surrounded, my network is very much of a coaching network. I know a lot of coaches and they had written their own books as well. I was on the radar and I was meditating and I got the idea to write a personal memoir about my story.

Alana Mai Mitchell:

It's really interesting that even in through that process of doing a lot of personal development work and going through the process of writing the story, there were still some things in that, that I wasn't quite comfortable owning yet. It's been, since I wrote the book that I've accepted that. In a book, if people read it, I talk about psychotic episodes. I don't talk about schizophrenia because it was all later when I was asked to do a media thing about schizophrenia, that I was like, "Okay, yep. Time to own that." I feel like the book at a point in time had me accept all that had happened with unconditional love and then to still, modeling that piece of going for disclosure and not exposure. Still, I had my fragility on what I wasn't ready to disclose yet. Since then, that had progressed further.

Sean Blake:

That's awesome. That therapy you're sitting down to write the story actually helped flesh out the story itself and you came to terms with some of those things that happened. What has been the reception to the book?

Alana Mai Mitchell:

Most people, when they pick up the book, it's a short book, so some people even call it a booklet, because it's 11,000 words. It's short. They say, "Wow, I read that in an hour and a half, in one sitting. I couldn't put it down." someone had said, "It's the story of the famous rising from the ashes." They can take a lot of inspiration from it. The point of the book and a lot of what we're talking about vulnerability is going first as the leader. You set an example that others can follow in, so that will flow into their lives as well. The book is set out with a story and a few questions at the end that people can go through for their own insight.

Sean Blake:

Great, awesome. Alana, is there anything else you'd like to share with our audience before we start wrapping up the episode today?

Alana Mai Mitchell:

I did, because I know this is about Agile more so, and that's a really important topic to your audience. I did write and have a think about after that conference we went to, Agile Australia, about what is beyond the Spotify model? Because the Spotify model is very, word is spoken about it at the moment with the crews and the tribes and squads of course, and the chapter lead models and all that they have, which I'm sure everyone tuned in would be really familiar with. I started to think about, what are the things that are relevant beyond the Spotify model? What's next? If your organization is at a point where you've already at your job at some of that, and you're looking for what's next. I did write an article about that. It's on LinkedIn, and I'll give it to you. If you want to, you can put it in the show notes.

Sean Blake:

That's awesome. We will definitely do that. Where can people go to find out more about you? Where can they buy your book or visit your website?

Alana Mai Mitchell:

My site is www.alanamaimitchell.com. On there is more about my story. There's a few things about coaching, which may be relevant. I'm not coaching at the moment, I'm more focused on my career in financial services. Then the book is on Amazon and it's in English and also in Spanish. There's the audio book and also the print book and the eBook.

Sean Blake:

Awesome. Well, Alana, thanks for disclosing what you've disclosed today and sharing your story with us. I've learned a lot about your experiences, and I've got a lot to think about, to reflect on, how to be a more generous leader. Thanks for spending time with us and being part of the Easy Agile Podcast.

Alana Mai Mitchell:

You're so welcome. Thanks for having me on the show, Sean.

Sean Blake:

Thanks, Alana.

"Great convo with Dave & Eric! Key takeaway: revamp Easy Agile's org structure representation. Exciting stuff!"

Nick Muldoon, Co-Founder and Co-CEO of Easy Agile, is joined by Dave West, CEO, and Eric Naiburg, COO, from Scrum.org.

In this episode, Nick, Dave, and Eric unpack the current agile landscape, discussing the role of the agile native and emphasizing the importance of building connected teams by flipping the hierarchy and putting leaders in supporting roles.

They emphasise the importance of empowering the people closest to the problem to make the call, and ultimately creating an environment for success to happen.

We hope you enjoy the episode!

Share your thoughts and questions on Twitter using the #easyagilepodcast and make sure to tag @EasyAgile.

Transcript:

Nick Muldoon:

Hi folks. Welcome to the Easy Agile Podcast. My name's Nick Muldoon. I'm the co-founder and co CEO at Easy Agile, and today I'm joined with two wonderful guests, Eric Naiburg, the Chief operating officer at scrum.org, and Dave West, the chief executive officer at scrum.org. Before we begin, I'd just like to acknowledge the traditional custodians of the land from which we broadcast today, the people of the Dharawal speaking country. We pay our respects to elders past, present, and emerging, and extend the same respect to all Aboriginal, Torres Strait Islander and First Nations people that are joining us today. So gentlemen, thank you so much for making some time. We really appreciate it.

Eric Naiburg:

Thank you.

Nick Muldoon:

I guess I'd love to just jump in and, Dave, I've got a question for you first and a follow on for you, Eric. I'd love to just get a quick assessment, Dave, of the Agile landscape today and I guess the shifts that you may have seen now that we're out of these COVID lockdowns, these back and forth, COVID lockdowns.

Dave West:

Yeah, it's interesting. So I've been the CEO almost eight years here at scrum.org, and it has changed a bit during those eight years. I think what we're seeing and is a, dare I say, the deployment phase, mass deployment of these Agile ways of working and this Agile mindset throughout industries and throughout all organizations. It's more than an IT software development thing. And I think that that was accelerated during COVID. What's interesting though is many of the characteristics of Agile that became so important during COVID, particularly around empowered teams, particularly around trust, particularly around the hierarchy and the reduction of hierarchy, some of those things are being challenged as we return to the new normal, which some people would rather was just the normal. So I am seeing some of that. However, generally Agile is here, it's here to stay. I think the reality is that most knowledge workers, particularly those knowledge workers dealing in complex work are going to be using some kind of Agile approach for the foreseeable future.

Nick Muldoon:

And last week you... Was it last week? I believe you were in Paris for the first face to face?

Dave West:

[foreign language 00:02:37] I was and it rained the entire time actually, Nick. So yeah, I spent a lot of time inside in Paris.

Nick Muldoon:

Well, what was the sentiment from the Scrum trainers there, from the conversations they're having?

Dave West:

Yeah, it was interesting. We talked a lot about at scale, enterprise adoption, the challenges. It is funny that the challenges are challenges that you expect, and most of them are about people, legacy systems, people status, power position. We talked a lot about the challenges that teams are getting in these large complicated organizations. That continues to be the conversation. There is, obviously, this is Europe, they're very close to Ukraine and the conflict there. So there's definitely some conversations about that. We have six Ukrainian trainers and also about the same number of Russian trainers as well. So that's always a conversation. And then there's a general downturn of the economy that was also being talked about.

Layoffs are happening throughout Europe, and particularly in the technology sector, but I think that's growing to some extent. Vodafone just announced today that they were laying off, it's about 6,000 employees, and they're one of the biggest telecommunication companies in Germany, for instance. So there was definitely some of that, but so if you add enterprise, you add conflict uncertainty, you add economic uncertainty, those three things will come together. But what was funny in it is that throughout all of this, they were incredibly upbeat and excited. And I think because they're talking to people that they've never spoken to before, they're talking to people about how Scrum is a natural way of working, talking about the challenges of empowered teams, empiricism, continuous improvement.

And I had some really exciting conversations with trainers who were like, Yeah, well we're doing this in this aerospace company or this electric car supplier in Germany or whatever, or this financial services startup that's using blockchain for the first time. And of course they're using Agile. And so it was funny. It was almost as though all of those things, though there were the backdrop, it was still incredibly positive.

Nick Muldoon:

So this is interesting, and I guess if I reflect on the background for both of you, Eric, I'm looking at, you two have worked together from rational days-

Eric Naiburg:

A few times.

Nick Muldoon:

... a few times, but the prevalence of the Agile... I would describe you two as Agile natives and it sounds like, Dave, you've got your tribe there in Paris last week that are Agile natives. And I guess Eric, for you, what's the sense around the people that you are interacting with from a leadership perspective in these companies? Can you identify the Agile natives? Yeah, I guess is it an easier conversation if you've got Agile natives in leadership levels?

Eric Naiburg:

It's definitely an easier conversation if they're there. Sometimes they're in hiding, sometimes they're not Agile natives masquerading as Agile natives as well, which always makes it a little bit difficult because you have to peel back that onion and peel through who are they and what's their real agenda. I was talking to a CIO last week, and he was talking about the typical CIO lasts two to three years. So what is their real agenda? What are they trying to achieve? And Dave mentioned the people part of this, and people often become the hardest part of any Agile transformation or working in an Agile way. People want to protect themselves, they want to protect their turf, they want to do the things that they need to do to be successful as well. So you see that as talking to leaders within organizations, and they want to do better, they want to improve, they want to deliver faster, but they've still got that pressure. Organizations, at least large organizations, haven't changed. They still have boards, and they still report to those boards, and those boards still have their agendas as well.

Nick Muldoon:

You're making me recall a conversation that I had, this is several years ago, but on a trip through Europe, and it was with the Agile native, that was the Agile practice lead and probably wasn't masking, probably was legitimately an Agile native, yet they were talking about the mixed incentives for their, maybe not their direct leader, but the VP further up. And it was actually a, I don't want to say a zero-sum game, but there was some kind of fiefdom thing going where the various VPs would fight for resources, people, whatever, because that would unlock further bonus. But at the end of the day, it was not optimizing the entire financial services company. Are we still seeing that today?

Dave West:

Oh, very much so. In fact, a colleague of ours says, "Science used to have a saying, science progresses one funeral at a time." And I think Agile definitely has some of that, not funerals hopefully, but retirements.

Nick Muldoon:

Retirements

Dave West:

Retirement.

Nick Muldoon:

Yeah.

Dave West:

Yeah. The reality is that when you don't have incentives aligned, where you don't have teams aligned to those incentives and leadership aligned to those consistent incentives, then you're going to always be dealing with some challenges. What's so frustrating is we all know the industrial revolution, and particularly the recent revolution of mass production and oil, which just happened in the deployment phase just after the second World War, was enabled by changing working practices created by people like Ford and Deming and all of these people. We all know that. The digital revolution is happening around us. It may even pass us if you believe the AI buzz that's happening. We may be put to the side and computers may just take over, but this digital is happening, and you are in with leaders and they're like, "Yeah, totally respect that. We are going to be a hundred percent digital. We are an airline, but really we are a digital company with wings."

They describe themselves in this way, and then they don't want to challenge the fundamentals of how authority, how value is managed, how risk is made transparent, how governance is, it happens, how funding is made and planning, et cetera. They don't want to challenge any of those assumptions. They like that the way it is. But we are going digital. It is ironic that it still is happening. However, that isn't totally hundred percent. The organizations that get it, the organizations that have leaders that are either insightful, either motivated, or maybe they want to write a book or something. Maybe their reasons aren't always as clear, but those leaders are dragging these organizations into the 21st century.

Great example. Proctor and Gamble, Gillette. Gillette, the latest exfoliating razor. I can see you haven't used it, unfortunately, Nick, with your rather handsome beard. So yeah. Anyway, I use it a lot, as you can tell. The exfo... Was built using Scrum and Agile. This is Proctor and Gamble, an ancient, okay not ancient, an older organization, but really has got it. They realize that if they want to keep up with their customers, their partners, their suppliers, they need to work in quite different ways. And so it isn't roses, but there are roses in the garden as it were.

Eric Naiburg:

And it goes beyond, when you think of that organization, you think of what Gillette has done, is it goes beyond traditional Agile thinking. Traditional Agile thinking, we think software, and this is engineering, this is manufacturing, this is bringing together marketing because in those types of organizations, marketing drives what the product's going to be, and then engineering figures out how to deliver that product and so on. So it's really bringing together the whole organization into how do we deliver something, and deliver it together. I think that's one of the big things that we're seeing. And one of the big changes that Agile helps to drive is that team. So you talked about incentives and team incentives, that's a piece of it, but it's team ownership. It's team togetherness.

It is that ultimately they all feel accountable, and bringing that accountability together as a team versus, and I think even... So my wife's in manufacturing and it's always... She's on the R and D side of it, and complaining about the marketing people. You have those conversations of, "Well, they don't realize what it takes to actually build this thing. They just have the dream." And by bringing them together in that team, and really they're having their daily scrums, they're planning together and they're having those hard conversations respectfully, that starts to build that team and build them in a way that they're able to actually deliver faster and more what the customer wants.

Dave West:

Can I just lean in, I'm sorry, we just taken over here a little Nick, but I just want to lean into something that Eric said around it is all about the teams. One of the fundamental problems we see in many organizations is hierarchy. Because if you get these massive hierarchies, obviously there's, "I've got to be in control of something. I need to take ownership of things. I need to be off irresponsible for certain things." That's how hierarchies work. And so that often undermines the ability of a team to effectively function. We need to flip that so that these hierarchies become, instead of being on top of the teams, they need to be underneath the teams supporting them. Think of them as those support trusses on bridges or whatever. You have some fabulous bridges in Australia and in Melbourne and in places like that and in Sydney.

So think of it upside down, holding up the teams. But that means, going back all again to incentives again, that those leaders need to understand what they're responsible for in this new world. And they're doing it for very good reason. They're doing it because the teams need to be, they're closer to the problem, they need to be empowered to make the decisions in real time based on the data, the information they have, they need to have clean line of sight to the customer. All of those things are the reason why a hierarchy is just too slow to respond and too bureaucratic. So we need to flip it and enable those teams. And that's a huge challenge.

Nick Muldoon:

I Love this. You two have given me something to ponder. So for the first six years of the company's life, of Easy Agile's life, we did have a very simple team page, and Dave and I as co-CEOs were at the bottom of the page. And then you had the leaders of the pillars. So you had, at the time, Tegan was the head of product, the leader, and they sat on top of Dave and I, and then the team sat on top of that. And it's interesting, I'm actually trying to reflect now, it's probably only in the last 12 or 18 months as we went through 40 people, that that page or that visualization has flipped. I've got an action item obviously to come out of this, thank you gentlemen, to actually go and flip it back because it's a communications mechanism, but if we actually put ourselves at the foundation in this supporting role for supporting the folks, that sets the tone, I imagine, for the team members in how they think of themselves and maybe that accountability piece as well, Eric.

Eric Naiburg:

Yeah. Yeah. That's interesting because sometimes it's those little things that change how people think and feel. I use a lot of sports analogies when I talk and meet with people, and especially with where Dave was talking of empowering the people closest to the problem. We have to do the same in sport. If we have to wait for the manager to tell us to pass the ball, it's never going to happen. We've got to allow the people to make decisions and make those decisions on the field. We need to apply that to business as well. Allow the people who are closest to the problem, closest to what's happening, make those decisions within the business as well.

Nick Muldoon:

So if we come back to Proctor and Gamble, and we don't have to rabbit hole on it, but they're one of the large, long-lived companies, and I don't know about their approach, in particular, but I think about GE, and GE had their internal training university program, and they were training their leaders, training their managers how to manage, training their leaders how to lead. How does a Proctor and Gamble go about shifting that conversation internally, and what's that timeframe? Because presumably you've start with someone that's on a team. Do you have to elevate them over time through the hierarchy of the company?

Dave West:

It is interesting. I'm fortunate to spend maybe because we're both British people living in Boston, I'm fortunate to spend quite a lot of time with, and there's videos on our site with this, by the way, interviews with Dave Ingram who runs R and D for male grooming, it's called, in the Gillette part of P and G. And the case study is out there. So I talked to him a lot about how you drive it in a huge organization where they've got everything to lose. They've got products that are amazing, they've innovated, those products are the products that you put into your shopping cart as you walk down the aisle. They don't want to muck that up. Let's be frank. If suddenly, because of some innovation, there's no razors on the shelves, then I, as a board man need a razor. So I will buy an alternate product, and it's possible that then I'll always buy that product.

So they've got to be very, very careful. They've got more to lose. So we talk a lot about how you manage change and it's all of the above. What he's done very smartly is he's empowered the product owner role or the person, the glue role, whether it's using Scrum or something else, and he's really invested in these change agents in his organization, and he's definitely led by doing, he's been very honest and open about that, and very clear that he doesn't have all the answers and he's looking for them to help him during this, which isn't perhaps what you'd expect from a traditional organization where-

Nick Muldoon:

The leader might need to feel that they have the answer to all of these questions.

Dave West:

Exactly. And he's done a really, really good job of doing that. And primarily because he says, "Well, my success is ultimately their success, so if I can make them be a little bit more successful, there's more of them than me, so let's make it work." Which I think is an unusually honest and very insightful view of it. So he's driven it predominantly through product management ownership areas. He's then provided a support environment around that. He's then definitely advertised the successes. He's spent a lot of time building cross-functional teams. The thing that Eric was talking about. And really been very careful working with their leadership. If you're material science, there's a whole department, if there's marketing, there's this whole channel thing that they have. Basically working with their leaders to create the environment for success to happen. And I don't think it's easy. I think there's many surprising roadblocks along the way, and I can't speak for him on this, but he's taken that divide and conquer approach, focusing on that catalyst role.

Nick Muldoon:

Because you, obviously, you're providing a lot of training for various, well, I guess people at various levels in these companies. And obviously it's a far cry from having a CST and a CSM and a CSPO certification going back a decade, decade and a half. What's the uptake around the leadership training? And what does that look like, Eric? Is there renewed interest in that at the moment or are people demanding more of that leadership training? Is it fit for purpose for today's leader?

Eric Naiburg:

So I think to a point it is. We're certainly seeing growth in the leadership training. Matter of fact, Dave and I were just looking at those numbers earlier this week or yesterday, I guess. Today's [inaudible 00:21:29]

Nick Muldoon:

Are there are any numbers you can share with us?

Eric Naiburg:

It's hard to share the exact numbers, but we're seeing double-digit growth in number of students taking our leadership classes. Both how do you measure, so our evidence-based management classes, as well as our leadership training, but that also only goes so far because a lot of those folks, depending on how high up, especially in the organization you go, aren't willing to take lots of time out to take such training. So a lot of it happens in that coaching. They're hiring the executive coaches or the Agile coaches that are in there. The scrum masters that are in there are actually working to help coach those folks. And a lot of it's less about the training and more about the mindset shifts. So if you look at our Agile leadership course, a large part of it is spent on getting people to think differently. And really some of it's hit you over the head type of activities, where it really helps to drive those points across of, "Wow, I need to think differently. I need to work differently. I need to treat people differently."

Nick Muldoon:

Differently.

Eric Naiburg:

It's that, and we're seeing good success with that because especially when that light bulb goes off for folks, and that light bulb that goes off saying, "Wow, this is different." We have some exercises in our classes that really get you thinking and get you... There's one, for example, where you're thinking you're doing the right thing for the customer, and you're thinking you're doing exactly right until it kills the customer, because you didn't necessarily think through the whole. It's, "Well, this is what the customer wanted, so we need to do it, but maybe I should have got together with the team and let the team make decisions." I'm going a little extreme, but-

Nick Muldoon:

No, I appreciate it.

Eric Naiburg:

... it's those sorts of things that we have to change. And a lot of what we do in the course is educate leaders on what those teams are going through, and what the individuals on those teams need, and the type of support that they need, not how do you manage those teams, not how do you manage those people. But how do you empower and enable those people to be successful?

Nick Muldoon:

I want to just rewind for a second, sorry.

Eric Naiburg:

Killing people.

Nick Muldoon:

It sounded like there's a friction point in actually getting these leaders to take the time out of the office to go and get some education.

Eric Naiburg:

There is, yes.

Nick Muldoon:

Is that correct?

Eric Naiburg:

Yeah.

Dave West:

It's incredibly hard if you're at a large organization, in particular, when your schedule is overlapping meetings continuously eight to nine hours a day for them to take that moment to step back. Everybody, I believe very strongly, Nick, that everybody needs to take time to invest in their own personal and professional development. And that time is not a waste. Ultimately it is an incredibly good investment.

Nick Muldoon:

Yes.

Dave West:

We know-

Nick Muldoon:

It's great ROI.

Dave West:

Totally. Even if it just resets you, even if you have that moment of clarity because of it. it's not a surprise that people like Bill Gates go on retreat every three to six months and he takes his big bag of books-

Nick Muldoon:

Books.

Dave West:

And he goes off grid for a few days just to reset. I think that that time is incredibly effective. But what's interesting is, we are under, in America in particular, and I'm sure it's true in Australia, it's certainly true in England, where I'm from, motion is more important than outcomes. It's all about the motions. If you look busy, you're not going to get fired. And I think to some extent we learned that in school. I don't know if your parents said to you or maybe you got your first job. I was working on a delicatessen counter at the co-op supermarket, and I remember there was an old worker there, turned to me, he goes, "Whatever you do, when the manager walks by," Mr. Short-

Nick Muldoon:

Look busy.

Dave West:

... was his name. And he was everything that name implies. "Mr. Short walks by, look like you're doing something, start cleaning something, otherwise he'll take you off and make you do provisions, and you don't want to dealing with that milk, it's rancid." And I remember that. Look busy. And I think we've got a lot in our culture. I try to take time every week. I book, for instance, my lunch hour, I book it and I always try to do something in it. I try to watch a TED talk, read something, just to clear your mind to think about something different. I think that time is incredibly important. However-

Nick Muldoon:

Get exposed to some new perspective, right?

Dave West:

Exactly. Even if it means, even if the stuff you're watching or whatever isn't that relevant necessarily. Sometimes that lack of relevance is exactly what you need because your mind does something.

Nick Muldoon:

A mental break.

Dave West:

Exactly. And however in corporate America, and I think that's corporate in general, that doesn't happen. People are overly leveraged, they're incredibly busy. They have to attend these meetings, otherwise their profile is diminished. And I think that's at the detriment of the organization and the company. Here's a question, Nick.

Nick Muldoon:

Yeah.

Dave West:

Who have you helped recently?

Nick Muldoon:

Who have I helped recently? I spend most of my time, and I get most of my energy out of coaching conversations with individuals. So on my [inaudible 00:27:35] profile, I've got futurist very high up, and so I love exploring what is your life and your career going to look like in five years time? They're the conversations that I really get jazzed by.

Dave West:

And that's what everybody... Who have you helped is more important than what have you done.

Nick Muldoon:

Yeah.

Dave West:

And I think you need to balance that.

Nick Muldoon:

I pulled up these stats because I thought you might find them interesting. We did a survey last year of a subset of our customers. And we had 423 teams. So it's not a huge sample size, but 423 teams. And the reason I think about it is because there's a lot of, what was the statistic here? So just to give you a sense, most common sprint duration is 14 or two week sprints. Most teams have six people that are involved. Fibonacci for story pointing, an estimation. 10% of these teams achieved what they set out to achieve at the start of the sprint. And so the teams, this 10% of teams, the subset, they did add work into their sprints, but teams that were unsuccessful, rolled work from sprint to sprint.

And so perhaps what it indicated to us is that there are teams that over commit and under deliver, and in fact 90% of them, 90% of the survey teams, it would appear that they over commit and under deliver. And then there are teams that are, maybe, leaving time, Dave, maybe for some education or some spare time in their two-week sprint. And they actually happen to pull on more work and they achieve that. And I'm just thinking about that from a sense of, are 90% of these teams trying to be busy or are they trying to be perceived to be busy? Even if it's at the expense of actually delivering?

Eric Naiburg:

Or are they even pushed into it? It's interesting, there's a question on our professional scrum master one, our PSM one test that often people get wrong. And I think it's a great question, which is, I'm paraphrasing because I don't remember it exactly, but it's essentially how much of the sprint backlog needs to be filled coming out of sprint planning. And a significant number of people say it needs to be complete coming out of sprint planning. Which goes in the face of Agile and Scrum.

Dave West:

Exactly.

Eric Naiburg:

Because we don't know there. There's that uncertainty. All we need is enough to get started, and once we get started, but I think people are fearful of, "Well, we've got two weeks, we need to be able to plan those two weeks and we better be able," and this is some of that top-down pressure that we talked about. "Well, we need to show that we've got two weeks worth of work here and that we're not sitting around, so let's fill it up." And those are some of the misnomers about Agile and Scrum. "Well, it's a two-week sprint, we need to plan two weeks." Well, no, we don't. We need to have a goal. Where are we going to get to? How we achieve it is going to take time because we're going to learn as we go. As a matter of fact, the scrum team that I'm on right now, we were running a three-week sprint, and two weeks in we've actually achieved our goal. And now we're able to build upon that goal. And we already delivered on that goal a week early, which is great.

Nick Muldoon:

Do you think, Eric, that there's a fear from leadership that if people haven't got two weeks worth of work teed up, that they're just going to be twiddling their thumbs?

Eric Naiburg:

I don't know that it's a fear from leadership. I think it's a perception that the workers have of what leadership is thinking. I think it's more that. And I think it's the, "Well, we said we've got two weeks," and they are going to ask us, management's going to say, "When will you deliver?" I don't know that we'll ever get away from that when will we deliver question, even though we continually try to get away from that answer. But they're going to ask it. So if they're going to ask it, I better be prepared, which means I better have a whole bunch of work laid out. And that just breaks everything that we teach. It breaks everything that we think in Agile.

And all I need in planning is I need a goal, and some idea of how I'm going to get there. And over time let's revisit it and let's continue to revisit it and go to it. But it amazes me how often that some of the answers to that question are, you have a full sprint backlog go coming out of sprint planning, you have enough to get started. I forget what some of the others are. But it amazes me how many times when I review tests people put the full back sprint backlog where it even says, right in the scrum guide, "You're going to inspect and adapt throughout the sprint." Well, how do I inspect and adapt if I've already decided what I'm going to do?

Nick Muldoon:

Who's the onus on? If it's not actually the leadership's wish that you fill up all your time and you operate at a hundred percent capacity, then is the onus on the leader to make it known or is the onus on the team to engage in the conversation?

Dave West:

It's the leader.

Eric Naiburg:

Yes.

Nick Muldoon:

Yeah. Yes, both. Yeah.

Dave West:

I think it's more the leader because I think they have to create the environment where the team actually can challenge it, and actually have that very clear conversation. What worries me about your stan is the fact that I don't... The first few sprints. Yes, maybe you get overly excited, maybe you fill the sprint, which you don't need to. Maybe you're just keen. That's okay. The thing is, what happens on sprint three or four or five, when the same pattern is manifesting itself over and over again. That's worrying. And I think that speaks really clearly to the lack of help the team's having. Whether you call it an Agile coach, and in Australia, I think the Agile manager is a phrase that's used, or whether it's an Agile, or whether it's a scrum master, whatever. Scrum.org has a scrum master.

And the reason why we have a scrum master isn't because we don't know scrum, though there's some days it might be questionable. But cobbler's children, all that stuff. But the reality is, we do know Scrum, we talk it, we breathe it, we love it. But having somebody that steps back and says, "Hang on, Westy, what have you done there? Have you forced encouraged the team to fill the sprint? Have you set them an unrealistic goal? Have you listened to them and asked them the questions? Or have you told them what you want? And what do you think that's going to do?" I know that I have, because Eric and I fund the sprints, as it were. When we go to a sprint review and we say stuff, because a sprint review is ultimately there to provide feedback to the team, to allow them to inspect and adapt for the next sprint.

You can't change the past, but you can change the future based on feedback. If I go in with, "Oh, well that's rubbish and you should do this, and what about that?" Yeah, it's going to have an impact. So ultimately we have to think about, as leaders, what we bring, and also have somebody often helping us to be the leader that we need to be because we get excited and we get enthusiastic and we get, "Oh, you can do this and that? Let's do it. That sounds awesome." And sometimes that can...

Eric Naiburg:

And that's part of why I say it's both. That's why I said the yes. It's on the leader, but the leader needs to be reminded of that. The leader needs to be supported by that, especially by the product owner and the scrum master. The product owner has to be able to say no. The product owner has to... I talk about happy ears and most CEOs and senior leaders are-

Nick Muldoon:

Happy ears?

Eric Naiburg:

Yeas. Most CEOs and senior leaders I've worked with have what I call happy ears. They come from one customer or they talk to one person and heard something that-

Dave West:

Do this.

Eric Naiburg:

... that one person might have thought was great. And next thing you know, they're putting all these new requirements on the team. And I've worked in many startups and big companies where, even at IBM, that happened. And the product owner needs to be able to say, "Whoa, hold on. That's a great idea. Let's think about it. And we'll put it on the backlog, we'll think about it later. But let's not distract the team right now from what we're trying to do and what we're trying to achieve." And that's why I say it's both. It's not just on the leader. You're not going to fully change the leader. You're not going to fully change them to not have those exciting moments. And that's what makes them entrepreneurs. That's what makes them who they are.

But the team needs to be able to push back. The leader needs to be accepting of that pushback and the scrum master and the product owner, as well as others on the team, need to be able to have that pushback. I remember very, very early in my career, I worked for a company called Logicworks. We had a data model, a little data modeling tool called Irwin. And I remember sitting in my cube, and the CEO had just come back from a meeting with one client, and comes over, and I was a product manager-

Nick Muldoon:

Eric, do this.

Eric Naiburg:

And starts talking about, we need to go do this now, and blah, blah, blah, blah, blah. It's like, well, hold on. It's like, but blah, blah, blah said they'd buy it. Well one, did you actually talk to the people using it? Or did you talk to somebody way up here who has no idea how they're actually using the tool? Which the answer was talking to CEO to CEO conversation. And just because they'll buy it, will anybody? But you have to be able to have those conversations. You have to build that trust with the leader from the team, and from the team to the leader, to be able to have those pushbacks and be able to say, "That's an interesting idea. We'll take it under consideration for the future, but right now we have a focus. We've got a sprint goal and we're not going to destroy our sprint goal because you got excited about something."

Dave West:

As you can see, Nick, I have a really hard time getting any of my ideas into our organization because they ask things like this. So annoying, Nick. They say, "Okay, that's great. Is that more important than these five things that are currently driving our product goal?" I'm like, "Ugh, what do you mean? I can't have dessert and main course and an appetizer? I have to pick one that's just so not fair." And they said, "Well, we could spin up another team and then that requires investment. It's going to take time." And I'm like, "Oh gosh, don't you hate it when you have intelligent, smart teammates?" It's just hard.

Nick Muldoon:

Dave and I have definitely, so Dave Elkin, my co-founder, he comes from an engineering background and I come from a product background. And we've definitely noticed in the last, again, probably in this timeframe, in the last 18 months, as the team's grown or through a certain inflection point, in the past, we would quite come comfortably have conversations about what about this idea and how about that? And we'd try and tease things out, and we'd tease them out with the team, but there was no expectation that that stuff would get picked up. And then we had few examples where teams would go and take on and think that they needed to look at this stuff and we're like, "Oh, no, no, no, sorry, we should clarify that we just wanted to get a brainstorm or we wanted to get a thought out of our head, and we wanted some perspective on it, but this should absolutely not mean that you should chase it down." And so the language and how we've had to approach things like that, or activities like that, has certainly changed.

Eric Naiburg:

I've seen that a lot lately-

Nick Muldoon:

[inaudible 00:39:50] Inflection point.

Eric Naiburg:

... probably in the last two or so years. And I think maybe because of remote, it's made it even worse, because you don't get all the emotion and things. But I've definitely seen a lot more of that, of, "Well, I'm just," I've been told this doesn't translate, "but I'm just spit balling and I'm just throwing an idea out there just to have a conversation." And because the leader said it, people think it's fact and that they want to do it. And all they were doing is, "Hey, I heard this thing. What do you think?"

Nick Muldoon:

What's your perspective?

Eric Naiburg:

Yeah, exactly. And I think as leaders, we have to be very careful to understand the impact of what we're saying, because we may be thinking of it as, "I'm just throwing it out there for some conversation." Somebody sitting at the desk just heard, "Oh, they want us to go do that." And I've seen that a lot in companies recently, including in ours, where the way something's said or what is said is taken on as we must do this versus, "Hey, here's an idea, something to noodle on it." So you're not alone, Nick.

Nick Muldoon:

I love it. Hey, Eric, Oregon, that's a great place to call it. That is, and you have given me, you've both given me a lot to noodle on, so I'd like to say thank you so much from our listeners and from the crew at Easy Agile for joining us today. I really appreciate it. It's been wonderful having you on the podcast.

Dave West:

Well, thank you for inviting us. We're really grateful to be here, and hopefully some of this has made sense, and yeah, let's continue to grow as a community and as a world working in this way, because I think we've got a lot of problems to solve. I think the way we do that is people working effectively in empowered ways. So let's change the world, man.

Nick Muldoon:

I love it. Okay, that's great. Thank you.

In this episode, we dive deep into the challenges of aligning teams with strategic goals across organisations of all sizes. From fast-growing startups to large enterprises, teams everywhere struggle with the same fundamental issue: translating high-level objectives into actionable work that drives real value.

Our guest Andreas Wengenmayer, Practice Lead for Enterprise Strategy and Planning at catworkx (the #2 Atlassian partner worldwide and #1 in EMEA), shares his 11 years of experience helping organisations bridge the gap between strategic vision and team execution.

Want to see these concepts in action? Join Andreas and Hayley for an interactive webinar on September 4th where they'll demonstrate practical techniques for strategic goal alignment using Easy Agile Programs. Register here →

About Our Guests

Hayley Rodd leads global partner collaboration at Easy Agile, working at the intersection of agile tooling, strategic enablement, and community building. With deep experience supporting agile transformations across industries, Hayley helps Easy Agile’s partners and customers connect the dots between product vision, team engagement, and business outcomes. She’s passionate about making agile human, sustainable, and impactful - particularly when it comes to improving how teams plan, align, and reflect.

Andreas Wengenmayer is the Practice Lead for Enterprise Strategy and Planning at catworkx, one of the leading Atlassian Platinum Solution Partners globally and the #1 in EMEA. With over a decade of hands-on experience helping enterprise teams scale agile effectively, Andreas specialises in bridging the gap between strategy and execution. His work focuses on guiding organisations through complex transformation programs, optimising portfolio planning practices, and helping teams adopt frameworks like SAFe with clarity and purpose. Known for blending pragmatic insight with systems thinking, Andreas brings stories from the field - ranging from fast-moving startups to complex, multinational enterprises.

Transcript

Note: This transcript has been lightly edited for clarity, readability, and flow while preserving the authentic conversation and insights shared.

Recognising the signs - when teams aren't aligned

Hayley Rodd: Awesome to have you here. So I'm going to start with a bit of a reality check. We've worked in organisations across the spectrum from really fast-growing startups to really big enterprises. From your experience, when you walk into a PI planning or quarterly planning session, and I'm sure they're pretty hectic, what are the telltale signs that teams aren't truly aligned on what success looks like?

Andreas Wengenmayer: That's a great question - one I hear frequently. You can imagine, especially post-COVID when teams returned to in-person planning sessions. Back in 2017, we'd have huge arenas with hundreds of people in one place. People are happy to see each other, excited to chat with colleagues from different locations. This became even more pronounced after COVID, when everyone was working from home more frequently. That's a good sign - the mood is positive.

But you also notice some teams under pressure. They'd rather be working on actual deliverables. They know they have to be there, and it takes two full days to complete all the planning. Meanwhile, they're carrying a mental backlog - technical debt, unfinished work from the previous PI, catching up on delayed items.

This is what I often observe: teams get bogged down discussing minor details. People debate specifics, and you can see they're frustrated about something deeper - but they're not addressing the root cause. This creates its own negative momentum and can derail otherwise solid planning sessions.

Teams get bogged down discussing minor details. People debate specifics, and you can see they're frustrated about something deeper - but they're not addressing the root cause. This creates its own negative momentum and can derail otherwise solid planning sessions.

Sometimes you have to step in and ask what's really underneath. What's the actual cause? People say, "Yeah, I have to be here because that's the format, but I'm not engaged." Maybe it didn't work well in the past and there's lingering skepticism.

The prevailing attitude then becomes: "This isn't really collaborative. Leadership plans from the top anyway. The outcomes are predetermined - here's the plan, just make it work and update your boards." When people feel they can't meaningfully contribute or influence direction, they simply go through the motions.

My favourite example happens at the end when teams must formulate their objectives. It becomes a box-checking exercise - create something that satisfies the coach or Release Train Engineer so everyone can "get back to real work."

What good alignment actually looks like

Hayley Rodd: You've touched on so many things there. I can imagine walking into that room and feeling the pressure. People getting caught up in minor details rather than talking about root causes, or not asking the five whys to get to that root cause. You also touched on getting buy-in across the organisation. When people are really nailing it, when alignment is really there, what does that room feel like?

Andreas Wengenmayer: Yes, I've fortunately experienced those environments, and they're actually more common than you might think. When companies genuinely commit to grassroots planning, truly investing the time it requires, and ensure teams aren't overwhelmed from the start with everything marked "priority zero," you create the foundation for successful planning.

When companies genuinely commit to grassroots planning, truly investing the time it requires, and ensure teams aren't overwhelmed from the start with everything marked "priority zero," you create the foundation for successful planning.

You can see it immediately in people's body language and interactions. The energy in the room is palpable. If people appear resigned or intimidated, afraid to speak up, that's typically a red flag. The opposite creates magic.

Think about high-performing teams, like being a Scrum Master with an exceptional group. The best teams aren't just collections of highly skilled individuals in specific roles.

The best teams are those who communicate openly, genuinely enjoy each other's company, maintain positive energy, and actively support one another. This dynamic enables remarkable achievements. Maybe someone knows a contact in another tribe, release train, or department who can provide crucial answers and facilitate communication. Communication is absolutely fundamental.

That collaborative spirit is the hallmark of truly effective teams.

Hayley Rodd: Absolutely. We would know it in our day-to-day work, right? If your teams aren't communicating, if they're too overburdened as you said, it's not a good place to start. But if you can get that starting point right, if you can get that communication right, so many things will flow after that.

Andreas Wengenmayer: Absolutely. Looking back at any planning cycle, the real test is: did you plan the right things? You only know at the quarter's end whether you estimated capacity accurately.

Here's the crucial question: How does your organisation respond when goals aren't met? Do stakeholders focus on finding solutions? Do team members feel safe asking probing questions and seeking answers? Or does the blame game begin, searching for scapegoats?

How does your organisation respond when goals aren't met? Do stakeholders focus on finding solutions? Do team members feel safe asking probing questions and seeking answers? Or does the blame game begin, searching for scapegoats?

When you're permitted, encouraged, even, to be genuinely open and honest, you become much better at assessing realistic capacity. What makes stakeholders universally happy is predictability. You want confidence that your plans will actually materialise, that your commitments will be fulfilled.

Success breeds success, creating a positive foundation for the next PI. It's a continuous cycle that can spiral upward toward excellence or downward toward dysfunction.

The startup vs. enterprise spectrum

Hayley Rodd: Let's talk about the two ends of the spectrum. You've got a lot of experience, so I love hearing about this. Small companies will often say, "We're agile, we can pivot quickly, we don't need formal goal setting." Then enterprises are going all out on OKRs, cascading objectives, saying they're aligned because they've got those things in place. Yet both struggle with the same core problem. What's really going on?

Andreas Wengenmayer: You're absolutely right. I've been in agile projects since 2014, 11 years now, and I've seen a lot of companies pre-COVID, post-COVID, different sizes.

Starting with the really small ones, startup companies - what's really astonishing is that some very small startup companies tend to become overly complex, which is amazing. Some want solutions that are way too overblown. Basically, they need a sailing boat, but they're thinking about ordering an aircraft carrier.

Some startups want solutions that are way too overblown. Basically, they need a sailing boat, but they're thinking about ordering an aircraft carrier.

Maybe that's part of startup CEO culture - where everyone's a CEO on LinkedIn, and they think, "We're corporate, we have to be like that." They mostly get to their senses in the end, but small companies tend to be overly complex and overblown when it comes to technology, tooling, and organisation.

On the other end, large corporations sometimes seem to try their best to become truly agile - living the values everywhere. Still, it's a challenge. In most cases, there's some kind of hybrid planning going on. There's still a roadmap, which is good, but at some level, some people still stick to classical approaches, have some waterfall going on in the back.

I personally have never seen, for example, a full SAFe organisation where it's done truly at every level. There's a good balance and it should be healthy, but it all comes down to execution.

I feel like mid-sized companies are often the healthiest when it comes to that.

There's a balance of method and tooling, but you still need a solid understanding of goal setting and tracking. This includes pivoting when goals aren't right and learning from how you did things in the past. The gap between management and teams isn't that huge, and it's easier to bridge.

Join us for a deep dive: Ready to see these goal-setting strategies in practice? Register for our September 4th webinar where Andreas and Hayley will show you how to operationalise these concepts with real tools and techniques.

Avoiding death by KPI

Hayley Rodd: You've touched on so many fundamental things around getting the method and tooling right, but also that cultural aspect. I love the insight around mid-size organisations often striking that balance well. When we're thinking about the enterprise risk - which could be "death by KPI" or OKR, do you agree? Can you paint a picture of what that looks like and how it actually makes teams less focused?

Andreas Wengenmayer: Absolutely. There is such a thing as "death by KPI." KPIs are important to get a clear picture - you do need metrics, and there's merit to it. But as always, it's about choosing the right KPIs, the right metrics.

My favourite example is comparing story points across teams or ARTs. You measure velocity, and I have to repeat again and again: it's only individual to one team. You shouldn't compare it to another team or across tribes or ARTs - that doesn't work because you're creating the wrong incentives.

You see what will happen: "Well, okay, my stakeholders want higher amounts of story points. Let's estimate the stories bigger." Of course, that's a continuous loop, but it doesn't give you anything. Story points as a metric are just guidance for a team to get a better feeling for estimations.

You see what will happen: "Well, okay, my stakeholders want higher amounts of story points. Let's estimate the stories bigger." Of course, that's a continuous loop, but it doesn't give you anything. Story points as a metric are just guidance for a team to get a better feeling for estimations.

You want predictability - you want to meet a certain range. So it's not a great KPI when it comes to monitoring progress across teams. They have better KPIs in place.

Other metrics tend to create what I call bureaucracy. If you spend too much time creating reports, you have less time to create anything of value.

Hayley Rodd: I think there's so much in what you're saying about people being realistic and honest, open to pivoting or changing a goal if it's not the right one. Admitting to that is really difficult because no one wants to admit that what they set out to do is failing. But understanding that failure can sometimes be a benefit - you can learn from that. There's so much in that cultural aspect, right?

Andreas Wengenmayer: Absolutely. Coming back to goals rather than KPIs - KPIs are like being on a boat in your control room. You see what the engine is doing, the temperature - those are KPIs. Goals, on the other hand, are the course that you set.

KPIs are like being on a boat in your control room. You see what the engine is doing, the temperature - those are KPIs. Goals, on the other hand, are the course that you set.

You could be a small company like a startup - you're in a canoe, you're rowing. Or you're a large company - you're like a big freighter. Still, if you don't set the right course, the right goal, you will never reach your destination. Your team can be as proficient and perfectly working as they could be. If the course isn't right, hopefully you have enough provisions on board to survive a long journey.

Where organisations get stuck in goal setting

Hayley Rodd: Where do organisations typically get stuck? Is it defining the goals, communicating the goals, or translating them into action - that execution point you made before?

Andreas Wengenmayer: It could be basically any one of those. If you have a smaller or mid-size company, it's easier to communicate - you don't have to bridge as huge a gap. But still, you have high-level goals that have to be translated into real work. Real value is created in the teams.

If you have a high-level goal that's highly abstract and sounds good on paper - "increase customer satisfaction," "create better products," "make the world a better place" - people still have to understand: What does that mean to my daily work? If I'm a developer, what's my stake in that? How can I contribute?

If you have a high-level goal that's highly abstract and sounds good on paper - "increase customer satisfaction," "create better products," "make the world a better place" - people still have to understand: What does that mean to my daily work? If I'm a developer, what's my stake in that? How can I contribute?

That's when communication and breaking down goals becomes really important. Breaking them down the right way, having them visible and transparent, and creating that feeling of contribution. You make it visible that you're not just working for yourself or your team, but you're really contributing. You understand what you're working on and why you're doing it. Purpose is critical.

Bridging the strategy-to-sprint gap

Hayley Rodd: That's a really good segue into the next question about translating strategic vision into team-level objectives that people can grab onto and execute. Leadership will often say something like "increase customer satisfaction," and teams are left going, "What does that mean for me in my sprint this week?" How does an organisation bridge that gap between the high-level leadership view and what we can do in our sprints as a team?

Andreas Wengenmayer: First of all, you as company management need to take the time. There have been, and still are, a lot of approaches with company values, putting posters on walls, creating marketing. Those are all values - that's what a company is like. Then you link it with your products, services - great services, customer satisfaction. Okay. Then comes the real challenge: we want to succeed and create the next service, software solution, or product.

The goal is clear on a high level, but how do we break it down? That's when the real work comes into play - breaking down the goals into smaller pieces.

It's like building a LEGO space station when I was a kid. You have the picture on the box in the beginning - 'Oh, that's what we're going to build.' Then you have to start putting together all the small pieces. You need a plan, you need the little pictures of the steps. You start with the big picture, then you're breaking it down one piece at a time. You create different parts, and they come together at the end. Same goes for goals.

It's like building a LEGO space station. You have the picture on the box in the beginning - 'Oh, that's what we're going to build.' Then you have to start putting together all the small pieces. You need a plan, you need the little pictures of the steps. You start with the big picture, then you're breaking it down one piece at a time. You create different parts, and they come together at the end. Same goes for goals.

Hayley Rodd: Nice. A colleague of mine often says you eat an elephant one bite at a time - similar thing, right? When you see that big goal, it's really overwhelming. But if you can break it down into those chunks and smaller pieces, it becomes so much more manageable and achievable. People can get behind that vision.

Managing moving targets

Hayley Rodd: In fast-moving environments, goals often shift. We're agile, we're always moving. How do you help teams stay connected to a moving target without either ignoring changes or constantly thrashing around?

Andreas Wengenmayer: Back in the nineties and early 2000s, there was a computer game that wasted a lot of time in offices where you were shooting at geese in Scottish Highlands. It was a big phenomenon because people were trying to get the next high score.

If you think of moving targets, it's a bit like that. Imagine you're doing your work - whether you're a hunter or developer doesn't matter - but you approach, you take aim, and the geese keep flying up. You miss the target. Same thing if you have moving goals.

It's harder to aim and approach them right. What you should avoid as a company or someone in charge is constant interference. Stick to your goals or objectives that were agreed upon during PI planning. Don't change them midterm during a PI.

What you should avoid as a company or someone in charge is constant interference. Stick to your goals or objectives that were agreed upon during PI planning. Don't change them midterm during a PI.

That doesn't mean you can't learn from mistakes or wrong goals. You can adjust them, but you have to adjust them in the right place and time, which is during planning. Of course, if something security-related comes up, you have to act, but it has to be agreed upon, and you still have to communicate it and create understanding.

Keeping goals visible and actionable

Hayley Rodd: Even when goals are well-defined, keeping them visible and actionable throughout a PI is tough. What practices or tools have you found most effective for maintaining connection between daily work and high-level strategic objectives?

Andreas Wengenmayer: Good question. Having the goals present at all times helps a lot. If you just meet for planning, have your goals set, and never look back during the PI, it doesn't do you any good.

That could be a piece of paper on the wall like we had back in the day - and still could be if you're working in the office. Also, choose the right tools to track the goals and create acceptance for tools. Really use them. Look into them - whether it's an OKR tool or some other solution, even PI objectives. Are we still on track?

What really helps is if it's not static but shows progress, and especially shows the link of what you're contributing - like what you achieved in your last sprint and how it plays into the objectives or goals, progress moving ahead. There's always a good feeling - everybody loves a green bar moving ahead or a checklist.

What really helps is if your tool is not static but shows progress, and especially shows the link of what you're contributing - like what you achieved in your last sprint and how it plays into the objectives or goals, progress moving ahead. There's always a good feeling - everybody loves a green bar moving ahead or a checklist.

It helps keep the vision and goals present.

Hayley Rodd: When I was a teenager in my final year of high school here in Australia, I wanted a specific score on my final exams. I had a big poster in front of my desk that I sat at for hours every day studying. Looking back, I didn't know what I was doing - I just wanted to visualise my goal, and I didn't know the psychology behind it. But I'm happy to report I got that mark and above.

I think it was as you were saying - that constant reminder, that piece of paper worked for me. In organisations, we're looking for something a bit more complex sometimes, but I like your "keep it simple" advice. It doesn't always have to be super complex. It can just be a checklist, progress bar, or piece of paper - something that helps you feel connected to the goal and reminds you of it often.

When good work doesn't align with goals

Hayley Rodd: Have you seen situations where teams were delivering lots of work - good work, but it wasn't clearly contributing to company goals? What tends to cause that disconnect?

Andreas Wengenmayer: Yeah, that happens quite a bit. I can think of one example with very technical teams, like in semiconductors. Very smart people - everyone has a PhD in physics, material science. Awesome, smart people who tend to love their job. They're awesome, but they're also perfectionists who can still improve things and want to make them even better.

If you're in the business of producing machines used to produce semiconductors, for example, it's a complex task with a complex supply chain or value chain. You're creating lithography machines to create wafers used by other companies, and in the end, you have a customer planning the release of a new phone.

Your customer waits, the end customer waits, and you have to deliver on time. Sometimes this creates a challenge because teams still want to improve and make it even better. That's when economics come into play - the view of the big picture. You still have to communicate it. You shouldn't discourage such a great team, but you need to get the bigger perspective back to the teams and create acceptance instead of saying, "Hey, stop what you're doing, it's good enough." You don't want that. It all comes back to transparency and communication.

On the other spectrum, what you sometimes have is just too much workload on teams. Time for planning gets cut short, and if you don't take enough time to plan well, no wonder the results don't work out. It's just a lot of busy work - a lot of things getting done, but not necessarily the right things at the right time.

On the other spectrum, what you sometimes have is just too much workload on teams. Time for planning gets cut short, and if you don't take enough time to plan well, no wonder the results don't work out. It's just a lot of busy work - a lot of things getting done, but not necessarily the right things at the right time.

Hayley Rodd: If you don't do that planning at the start, you're setting yourself up for misalignments. If you're not communicating that plan regularly, you're setting yourself up for that busy work and people getting distracted. It's just so common. That planning part is so fundamental to getting it right.

One piece of advice for frustrated leaders

Hayley Rodd: We're on the home stretch now. If you could give one piece of advice to an engineering or product leader who's been frustrated because their teams seem to be going through the motions of PI planning or quarterly planning without real buy-in, what would it be?

Andreas Wengenmayer: I can resonate with that so well, and many can. I'd say: take the time to find out what's really going on. Investigate the root cause. It's like if you have a house and you're trying to fix a crack in the wall - you can look at the crack and do some superficial fixing or use a thick layer of paint, but you still have to find out what's causing that issue. Maybe something deeper.

You mentioned the five whys - that can be one way, but you have to have some understanding of the right way to approach people. You don't want to put anyone on the spot. Looking for a scapegoat doesn't help anybody.

We need to look at what's behind it, what's causing it. It all comes back to investing enough time for planning, but doing it with purpose. Not doing the whole planning like theatre, where everybody acts their part - that doesn't do you any good.

It all comes back to investing enough time for planning, but doing it with purpose. Not doing the whole planning like theatre, where everybody acts their part - that doesn't do you any good.

People have to understand why they're doing it. There has to be purpose and understanding - enough time, no distractions, and a positive atmosphere where everybody can contribute and be open.

You don't want people saying nothing because they don't dare to criticise or say no.

The connection between goal clarity and team motivation

Hayley Rodd: What's one thing you wish more organisations understood about the connection between goal clarity and team motivation?

Andreas Wengenmayer: We could get back to the boats we mentioned before. You want to arrive at your destination. If you're not clear about the destination, or maybe some people in your rowing boat don't want to go there, they might not join the rowing. If your crew is not invested, it will take you longer to reach a destination, or you won't get there as well.

It's the same thing. Motivation is key, and I don't talk about superficial motivation that just annoys everybody. Motivation is a positive environment where people rely on each other. They really like spending time with those people.

"Hey, I really like to go to lunch with you and talk to you" - not "I'd rather be home and not talk to anybody." You're not annoyed if your teammate asks you a question; you're happy to help. You're feeling safe that when you have a problem or question, you will get help.

That creates the right kind of motivation - that positive environment, and that can make a lot of things happen. It comes back to openness and transparency, not as buzzwords, but to get the clear picture. As a stakeholder, you get the correct current state because you get true answers.

I've seen strange situations in major corporations where people really didn't report what they were working on or show the right results. I've seen complete shadow Jira environments - one for internal use and one for external use with customers. There can be huge misalignments because people didn't dare to show real progress. In the long term, it will backfire. If you don't have trust in your environment, in your company, you will have a hard time.

I've seen strange situations in major corporations where people really didn't report what they were working on or show the right results. I've seen complete shadow Jira environments - one for internal use and one for external use with customers. There can be huge misalignments because people didn't dare to show real progress. In the long term, it will backfire. If you don't have trust in your environment, in your company, you will have a hard time.

Wrapping up

Hayley Rodd: There are so many key themes coming up throughout our conversation. You've talked about ongoing communication across teams, really planning with purpose, getting that context and buy-in to help with motivation, and allowing for radical candour - being really open if something's not working and being okay to call it out. So many cultural and communication elements are critical to the success of quarterly planning, PI planning, and organisations generally. Great takeaways.

We're going to end it there, but I want to end with a teaser for our interactive webinar that you and I are doing together on September 4th, which dives deeper and shows how to operationalise the ideas we've chatted about here using Easy Agile Programs and linking back to the fundamental services that catworkx provides organisations.

Andreas, it's been super wonderful to chat with you. I look forward to our webinar coming up on September 4th.

Andreas Wengenmayer: Thank you so much for having me. Looking forward to September 4th and seeing you again, talking more about tooling, boats, duck hunt, and anything in between.

Ready to transform your strategic planning?

The conversation doesn't end here. Join Andreas and Hayley for an interactive webinar on September 4th where they'll demonstrate how to put these strategic alignment concepts into practice using Easy Agile Programs and share how catworkx helps organisations transform their planning processes.

What you'll learn:

• Practical techniques for breaking down strategic goals into actionable team objectives
• How to maintain goal visibility throughout your PI cycles
• Real-world examples of successful alignment transformations
• Interactive Q&A with our experts
• Takeaways: Free trial link, downloadable workbook, and follow-up resources

Register for the webinar here →

Don't miss this opportunity to see these alignment strategies in action and get your specific questions answered by the experts.