Scrum 201: Desire

This content is syndicated from LeanAgileTraining by Joe Little. To view the original post in full, click here.

Any sports coach knows that the Team must have desire.

In my classes I talk to the people about how much improvement they expect to make in 1 year. With 1 team.  Often it is in the 20% range.

And I use Henry Ford’s famous quote: “Whether you think you can, or you can’t, you’re right.”  So, I usually think that 100% improvement in 1 year is realistic for a specific team.

As a coach or a SM, if they are going to achieve hyperproductivity, the Team must want it.  And, to some degree, they must believe it is possible.

So, the question becomes, how do you get them to have the desire?

This is not an easy thing. In fact, you cannot make them have desire.  But, if there is something inside them, you can draw on that.  You can blow on that ember of desire, and make it blaze.

Sometimes you can give them a challenge. To be the best team in your company, or your state.  For example. Or to be much better than they are today, and prove that with metrics.

In Lean, we have the idea, expressed in a Lexus ad, of the ‘continuous pursuit of perfection.’  So, we establish a vision of perfection. (Usually we know this vision is not perfect, or later we see it is not really perfect.  But it motivates us; it gives us something concrete that seems within our grasp.)  So, we use the vision of perfection to build the desire.

Little’s Second Law: People are remarkably good at doing what they want to do.

So, if you can help them build their desire, in a concrete way, then they can start to make the changes that can drive tremendous improvement.

Leave a Reply

What is 6 + 10 ?
Please leave these two fields as-is:
Please do this simple sum so I know you are human:)

There are 101 ways to approach anything.
To find the best way, sometimes you need expert help

What People Say

“Kelly is an Agile heavy-weight. He came in to assess my multi-million $ Agile development program which wasn’t delivering the right throughput. He interviewed most of the team and made some key recommendations that, when implemented, showed immediate results. I couldn’t ask for more than that except he’s a really nice guy as well.”