{"id":5619,"date":"2020-10-13T14:47:12","date_gmt":"2020-10-13T12:47:12","guid":{"rendered":"https:\/\/www.adger.nl\/?p=5619"},"modified":"2025-11-09T13:57:28","modified_gmt":"2025-11-09T12:57:28","slug":"de-eerste-stappen-naar-agile-leiderschap","status":"publish","type":"post","link":"https:\/\/www.adger.nl\/en\/de-eerste-stappen-naar-agile-leiderschap\/","title":{"rendered":"The first steps to Agile Leadership\u00a0"},"content":{"rendered":"
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The first steps to Agile Leadership<\/h1>\n
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Since March I have carried out various Corona jobs during the weekends. Replacing a lawn (and re-laying it again), demolishing a garden house, creating a large terrace, building a new garden cupboard and changing the kids' rooms with paint and wallpaper. Some things I had never done before. It's great and great that holidays in Hintergarten have now been given an extra dimension. The next project is the bookcase. First let's clean up and give away books that we no longer read. Giving is the new getting.<\/div>\n<\/div>\n
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One of those books that emerged from the dust is \u201cProfound Change\u201d by Robert E. Quinn. Original title Deep Change, 1st edition 1996. A practical book about how to transform in turbulent changes. We use Quinn's models in our leadership programs and to be honest, I lost this book for a while. Neatly placed next to the other leadership books. And the next morning I started browsing and reading it again.<\/p>\n

Deep change assumes that one person can bring about change in the larger system or organization of which he or she is a part. Oh yes, now I remember why I bought the book. Don't be a victim, be the change yourself. And I think the theme is certainly interesting now. On the back cover I read that the simple power of self-knowledge encourages the drive, vision and risk appetite that determine excellent performance.<\/p>\n

\u201cThe way of dying slowly\u201d<\/strong><\/h2>\n

A theme of Quin is that everyone can choose how to deal with or go along with change. Do you choose \u201cthe path of dying slowly\u201d or do you go along with the change and choose the profound change?<\/p>\n

In this book, change does not mean step-by-step incremental change, but is the irreversible break with the past.<\/p>\n

Today, people are asked to make profound personal changes more often than in the past, according to Quinn. However, people do not naturally choose the unknown. We naturally long for stability and security. We want to cover as many risks as possible. \u201cDying slowly\u201d is the pain we know and we choose it over the pain we don't know, the unknown.<\/p>\n

Organizations of people are often focused on stability and security. Organizations know that this is not enough to survive and so an organization must change. One of the problems of organizational change is the expectation that the process will be linear. We plan an outcome A and according to the step-by-step plan we will have A in X months. Another problem is that employees and teams are not included in the usefulness and purpose of a change and what it requires of them. The result is that people opt for the status quo and do not take any risks. Or they think you do, but I'm going to look further.<\/p>\n

People then choose to stay in their comfort zone and put their own interests first. Instead of a planned change, the problem only gets worse. Nothing happens because everyone sits quietly, stays in their comfort zone or leaves.<\/p>\n

\"Diepgaand<\/strong><\/h2>\n

Profound personal change<\/strong><\/h2>\n

This book is about the strategy of 'profound change'. What still appeals to me about this book is that an organization cannot change without the people in that organization changing. At Het Adviesbureau we have even encrypted this in our change philosophy. Positively formulated: An organization only changes if the people \u2013 including the leaders \u2013 themselves change. Put more strongly, you must first understand yourself and change, only then can the organization change. Organizational change cannot succeed without profound personal change.<\/p>\n

Sounds simple, right. However, we see that there is work to be done here in practice.
\nChange is about learning and self-reflection. It means you will have to let go of what was and embrace what is to come. You have to show courage and dare to embark on a journey where you don't know what the destination is.
\nA profound change means breaking with the past, letting go of what you know and embarking on a new uncertain path. Based on vision, yes, but without knowing exactly where you will end up. Most people do not like real, profound changes, where we break with the past. Because it hurts.<\/p>\n

Leadership<\/strong><\/h2>\n

People often choose to conform rather than take 'risks'. By not choosing 'risk' they are actually choosing \u201cthe road of slow death<\/a>\u201d. They prefer to follow existing procedures and processes, avoid conflict and say they have no time for change. Too busy. Does that sound familiar?<\/p>\n

Taking an organization and people out of their comfort zone is the task of the leader. Motivate employees to dare to make a profound personal change. And to lead by setting a good example.<\/p>\n

What can you do yourself?<\/p>\n

Enough theory, despite that I assume that you will take with you what is important to you. Of course, it starts with the first step. So where can you start?<\/p>\n

Step 1 \u2013 get to know yourself better.<\/strong><\/h3>\n

Increase your self-insight. Talk to your friends and, for example, take assessments, personality tests or ask questions 360 feedback<\/a>. Learn how good or bad you are in different roles. Self-insight is the first step to mastery.<\/p>\n

Step 2 \u2013 develop a personal change strategy<\/strong><\/h3>\n

A personal learning system is necessary to develop mastery. In its most physical form it is a diary or logbook. Here you note how you react to different situations and with what feeling or emotion. By analyzing this regularly you will discover which role you can improve.<\/p>\n

Step 3 \u2013 personal operating model<\/strong><\/h3>\n

This step is about implementing your personal change strategy. Quinn says, and I agree for several reasons, to find a sounding board. Someone within the company, or outside, who you speak to regularly. As a coach I always agree on a period of 1 to 2 weeks. Someone who mirrors you, open and honest and helps you with your doubts and growth. Someone who reflects on your progress with you.<\/p>\n

Reflection<\/strong><\/h2>\n

Sometimes you come across a book that makes you think and provides a mirror. This book is full of them and an anthology is above. I'm glad I found it again and it fuels my personal journey of discovery.<\/p>\n

Quinn always ends each chapter with reflection and discussion. Steps to personal and organizational change. I would like to agree with his method.<\/p>\n