Most people have seen the statistic where a man will apply for a job he meets 6/10 qualifications for and the woman won’t unless she meets 10/10 (states HBR, Confidence Code, Lean In…). This is centered in a lot of bias, imposter syndrome, and also business norms and these are all hurting not just the job prospects of someone applying but also the success of the person who actually gets hired (Natalie speculation here…)
Think about when you started in a new job or new department and the flood of acronyms that you heard. It was like people were speaking a different language and they pretty much were. I’m not saying acronyms are bad – they do have their places as mnemonic devices and to shorten things – but when they develop into a lingo that is unrecognizable to anyone outside the fold we have a problem.
Feedback is great. Feedback is a gift. Yeah, yeah. I’m an Agile coach. Giving feedback to teams, managers, leadership, and organization is my job. But hey, I’m sorry that I can’t always give it to you immediately. It doesn’t exactly work that way.
There are certain events and people that make you see things more clearly. These are catalysts for change, change agents, breaths of fresh air, or taking off the rose colored glasses/beer goggles. As Agile coaches that is our job, to show teams that what they have been doing is not the only way of doing it. That there are other ways to see things. But what about the actual change? And what about the process that teams have to go through to get to the same vantage point? How do we address the grief cycle they need to go through?