10 Insights On Agility VS Accountability

The world is a more complex, VUCA (volatility, uncertainty, complexity, and ambiguity) place than ever. As a strategy, many businesses have embraced agility. Yet, that’s only one of the possible strategies.

In a fast-changing world, we can adapt, change, and pivot. This has huge upsides for the satisfaction of clients, the performance of a team, and the motivation of individuals.

However, an agile approach can actively encourage change, provide less certainty, or even invite chaos. What does that mean for L&D? How do we straddle this tension? How do we know when to adapt to change, and when to dampen it? Can we always embrace change?

10 PEOPLE

TEND TO FOCUS ON HANDLING CHANGE, BUT THEY COULD CANCEL IT OUT

AGILITY EMBRACES CHANGE; ACCOUNTABILITY DAMPENS CHANGE.

Feedback is a horrible noise. Simply put, it comes from more sound going back into a sound loop. With every loop it gets worse, amplifying the sound. Agility can be like this with it’s tendancy to welcome change. On the other hand, noise-cancelling headphones are a dream. Again in simple terms, they overlay an input (the noise) with the opposite output which, in real time, cancels out. If we constantly respond to every change (or sound), we’re not dampening it. We’re building up an increasingly high frequency of change.

What challenges, if any, has your team experienced as a result of using Agile?

People revert to old (non-Agile) approach

Difficult to manage unplanned work

Agile and non-Agile teams don’t work together well

Difficult to manage the flow of work across multiple Agile teams

Difficult to estimate team capacity and velocity

Source: Agile Sherpas, 2023

Key stat: Marketing agency, Agile Sherpas, surveyed 776 marketers worldwide, and the number one challenge people found with the Agile approach is that “plans change too often” (33% of respondents).

Coaching Question

In what situations should we welcome change? When would it be better to dampen it?

9 PEOPLE TEND TO THINK CHANGE ARRIVES QUICKLY, BUT FORGET THAT OUR MINDS ARE SLOW TO SEE CHANGE

AGILITY ACCEPTS CHANGE; ACCOUNTABILITY DISPUTES CHANGE.

We can leverage the skill of disputation. Is the world constantly changing? We could reflect on how change isn’t actually as fast as we think. AI, for example, has evolved over 75 years. 3D films looked like they were becoming the new norm for cinema in the 2010s. And in the 1980s. And the 1950s. The first 3D film test shorts were released in 1915. And yet, we’re still not sold. Are the facts really the facts? Or, are people changing their minds?

Source: Andy Hines, 2020

8

WE TEND TO SEE FLUCTUATING WAVES, BUT WE COULD SEE STEADY TRENDS

AGILITY GOES WITH THE FLOW; ACCOUNTABILITY DRAWS THE TREND LINE.

On a fluctuating wave of inconsistent change, a trend line cuts through to show a consistent trajectory. A data-based approach can help us to focus on trends, rather than following every whim of change that comes our way. It’s not just an approach we can apply to visual information, but a way to consider how the common perspective might not always be the most helpful.

Key stat: According to a study by McKinsey, organisations that adopt a data-driven approach are 23 times more likely to acquire customers, six times more likely to retain customers, and 19 times more likely to be profitable.

Source: Alec Bokman and Lars Fiedler, 2019

Coaching Question

When

might drawing the trend line be helpful in our work?

WE

MIGHT THINK WE RESPOND

TO CHANGE LIKE THE REST, BUT ‘PEOPLE PEOPLE’ WILL TEND TO EMBRACE CHANGE

AGILITY SAYS “NO PROBLEM.” ACCOUNTABILITY SAYS “THAT’S A PROBLEM.”

‘People people’ are more likely to embrace change. This is a personality generalisation of course, but L&D leaders typically want to please people. It’s in our DNA. If someone’s running an hour late, ‘people people’ say “That’s no problem. We can deal with that.” Someone not as peoplefocussed says “That’s really annoying. I’m now here an hour early, what a waste of time.”

Key fact: University of Chicago economist Steven Levitt conducted a study asking 22,511 people to make a decision on a dilemma based on the outcome of a coin toss. Researchers then followed up to see whether participants followed through with the decision, and how they felt about it. Questions ranged from trivial facial hair to big life decisions, like leaving a relationship. Those who chose change were significantly more happy with their decision (even though it was dictated by a coin toss) than those who chose the status quo.

Source: Steven Levitt, 2020

Coaching Question

What’s our natural reaction to a change of plan? How much does it differ from how we would ideally react?

6 PEOPLE CRAVE SHORT-TERM SUCCESS, BUT

DISLIKE SHORT-TERMISM

AGILITY RUNS IN SPRINTS; ACCOUNTABILITY RUNS A MARATHON.

Whilst Agile methodology preaches shorter-term deadlines, a lack of long-term planning can be detrimental to our success. The tenure of L&D people is typically short. The roles don’t often have longevity compared to other sectors (e.g. A surveyor might be in their role for decades). Do goals change with the moving people? Or, are we accountable for the long term, irrespective of L&D leaders moving in and out of the revolving doors?

Roles with high turnover rates

Average turnover rate across functions on LinkedIn globally (July 2021 - June 2022)

Research

Product Management

Marketing

Consulting

Average rate for all roles

Turnover is calculated as the total number of departures divided by the average headcount.

Source: LinkedIn, 2022

Coaching Question

Are we set to provide L&D initiatives sprint-by-sprint or intiatives that will last for a marathon?

5

WE WANT THE FLEXIBILITY OF DISPERSED BUDGET, BUT THE POWER OF CENTRALISED BUDGET

AGILITY WANTS TO RELEASE BUDGET; ACCOUNTABILITY WANTS TO CONTROL BUDGET.

We can consider the sustainability of our financial model. Centralised budgets give control and enable big decisions for smart investment. High amounts of delivery are possible, reacting entrepreneurially to the market every 12 months or more. Delivering learning initiatives on a decentralised budget-per-head allows for some scaling up or down. The decentralised budget empowers leaders and learners to make smaller investment decisions easier. There are huge benefits to both.

Key stat: Garter Inc., a management consulting firm, conducted a survey among 251 CFOs and other finance leaders, which revealed that 72% of CFOs would focus on improving the flexibility of budgeting and forecasting for the following year.

Source: Gartner, 2021

Coaching Question

Which approach would best suit the organisation and industry we belong to?

4

WE WANT TO DELIVER OFTEN, BUT WE COULD ALSO DELIVER EVERYTHING

AGILITY PROVIDES A STREAM; ACCOUNTABILITY GIVES A WATERFALL.

Whilst there are downsides of the Waterfall delivery method inspired agile methodology, it’s not without positives. Sometimes, waterfalls are best. Only having the client involved at certain points has its merits. Sometimes, hierarchical structures work best. Getting sufficiently clear on a brief to deliver something that brilliantly meets that brief, first time, can be spectacularly satisfying for both the client and the worker.

According to a study by the Project Management Institute, 56% of projects used traditional — AKA Waterfall — methods in the past 12 months.

Source: Monday.com, 2023

3

WE TEND TO PRIORITISE VALUE IN THE SHORTEST TIME WHEN WE COULD PRIORITISE VALUE FROM THE FEWEST RESOURCES

AGILITY PREFERS SHORTER DEADLINES; ACCOUNTABILITY PREFERS FEWER RESOURCES.

Agile processes may be efficient, but not necessarily lean. A lean strategy keeps us accountable to use the fewest resources to deliver value. Whilst Agile methodology promotes the sustainability of working rhythms, accountability promotes the sustainability of resources. Shorter deadlines or fewer resources? A project could draw on five people for a scrum on Thursday, or two people could work to completion by the end of the week.

Key stat: According to Indeed, keeping resource utilisation between 70% and 80% can produce more quality results, while ensuring that your team maintains a manageable rate of output.

Source: Indeed, 2023

Coaching Question

Does our approach to L&D prioritise the conservation of time, or resources?

2 PEOPLE TYPICALLY WANT TO GO FLATTER, BUT THEY COULD GROW TALLER

AGILITY PREACHES SELFORGANISATION; AND ACCOUNTABILITY PREACHES STRUCTURED LEADERSHIP.

The modern business loves a flat structure (we do too). We love empowering people to get the job done, but take others with them. Seize the day. Lead. Empowering a team by sharing the captaincy can work wonders. But, there’s a reason that nearly all sports teams have a designated captain and one manager. Structured leadership, albeit hierarchical, can be a solid way to lead a team effectively. We can expect L&D leaders to… lead. And workers to… work.

Key fact: Saerom Lee, assistant professor of management at The Wharton School, visualised the connection between hierarchy and coordination. Increased hierarchical levels decreased a manager’s span of control, resulting in clarity on guidance, predictability, and decision-making.

Source: Saerom Lee, 2020

Flatter

1

WE TALK A LOT ABOUT MAKING MOTIVATION STRONGER, WHEN WE COULD TALK ABOUT MAKING COMMITMENT EASIER

AGILITY WORKS AROUND MOTIVATED INDIVIDUALS; ACCOUNTABILITY WORKS AROUND COMMITTED INDIVIDUALS.

Like agility and accountability, ‘motivation’ is a big buzzword. How do we keep employees motivated? Intrinsic. Extrinsic. Autonomy, Mastery, Purpose (thanks, Dan Pink). Much of the work around motivation results in ways to make employees work with less friction. But, what if a bit of friction (or ‘conflict’ as Lencioni puts it), healthily worked through, could unlock commitment? That commitment could enable accountability. And with that, provide results. Now we’re motivated.

Key stat: The Niagara Institute, a professional development and training organisation, asked 700 respondents around the world about their conflict management style, and found that 80.6% of respondents are not afraid to have difficult conversations, if it can move the conflict towards a win-win solution.

Source: The Niagara Institute, 2020

Coaching Question

How could we encourage healthy conflict to unlock a clear commitment?

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