In the era we are in now, as agility expands beyond software development and begins to inform how entire organizations should function, we find that teams need something more people-centered than the original Manifesto.
Agile PeopleOps/Agile HR attempts to break through the Agile manifesto barriers and calls for intentional change. It demands organizations, leaders, and HR/PeopleOps practitioners to embrace challenges and improve mastery, be more transparent, and coach one another through feedforward and feedback.
The Agile Manifesto for PeopleOps takes a global perspective, recognizing that the most successful teams may be diverse and distributed but incredibly effective and synergistic.
The C-suite, leaders, and HR professionals must bid goodbye to hierarchical, bureaucratic traditional organizations and welcome opportunities to brainstorm ways to break down the barriers (such as silos, hierarchical approvals, and the like) and create a synergistic network of teams – the current and the future of work. The team of teams enables organizations to adapt and innovate quickly in an increasingly complicated world.
A growth mindset thrives on challenges and sees failure as a motivating springboard for advancement and mastery. Organizational members, including the top echelon, leaders, and HR, must embrace a mindset that helps them to embark on the journey of learning agility. Change and learning are constant in today’s VUCA world and cultivating a growth mindset is imperative.
Eminent researchers and organizations (like International Coach Federation, Human Capital Institute) highlight the importance of coaching culture as it correlates with an organization’s performance and employee experience. Leaders and managers need to be the drivers for building an intentional coaching culture by enabling team members and teams to realize their potential.
In today’s boundaryless global organizations and communities, members interact in various socio-cultural settings. To navigate the cultural dilemmas and differences in these settings, members need to develop transcultural competence – the ability to recognize, respect, reconcile and realize cultural dilemmas.
