Why does Organizations choose to invest in YOU?

It is not requisite that you have excellent skills and knowledge; if you not are saleable!!

Others should also discover you, and they should get an interest in you.

And you should be useful to them! You develop an interest to those fishermen so that they move behind you to catch You!!

“Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.” – Howard Schulz

Some of the outstanding factors which you can be ready with so that organization grabs you!

The organization chooses to invest in you based on the track record you have with the execution of a substantial scale critical program. Do you have any?

A track record is a key motivator for businesses or organizations to acquire you!

You have potential skills and knowledge which are profoundly significant in the forthcoming market and relevant to the prevailing technology trend.

You also have some indicator that you have exercised those skills and knowledge. The more hot the skills are, the higher demand you can create.

The organization is thinking long term by utilizing these skills they will build products and solutions and generate a lot of wealth.

They seek the opportunity and anticipate the potential use of those products and solutions which you will be capable to generate and will establish an impact on the same for the organizational bottom line.

“Dating and hiring have a lot in common.” – Scott Wintrip

What particular problem you will be solving for the organization. How significant is the problem for the organization, How efficient you are to solve those problems? How complex those problems which only you can solve?

Have you dealt with such problems earlier and how is wisdom? what is feedback from the people who have benefited from your service?

What is the unique strength you are bringing about this problem where the organization is searching for the solution?

You also require to ready with the proposal if the organization ask, what are the distinct way your skills and competencies can serve? What alternative approach you can apply to figure out these problems, etc?

If you have any failure in your current track record, that again benefits you to sell yourself to the organization, every experience affects.

You need to aware about your competitor and come up with a better proposal than your offering, which is unique and nobody has such a solution, you can bargain with the organization better

You should be capable to present your offering for 1 mins pitch, 20 mins pitch, and 1 hrs pitch about your key attributes and services flawlessly.

You should have business acumen about making wealth, how to exercise your skills and knowledge to build up the business.

What are numerous cultures, countries, and challenges you have struggled with, stronger is the story, they more attractive the story is, they will generate into more curiosity about your offering, so what is your selling story?

what is your current demand of yours in the market, can you show someway statistics to persuade? 

Organizations may pick up you and amalgamate with some other remarkable team members who have complimenting skills and establish a greater solution and service which you alone can not produce

“You need to have a collaborative hiring process.” – Steve Jobs

Organizations may take you, train you, and strengthen you for a grander mission, they have seen something which with limited investment can expand.

Are you warm up? are you watching at the horizon and strengthening yourself for those powerful people who can grab you?

Transformation is more or like a sales process!

Have you also realized the same? Transformation and Change is lot like selling product and service?

Whatever we do in Organization business transformation is something like a sales process. Some of the techniques that salespeople use which as a transformation change agents we also apply.

What do you think?

Let us understand what do salespeople do in the sales process?

You will discover many parallels in the sales process and transformation and change management process.

Individuals do not buy because salespeople have a solution and customers need the solution. Sales do not work that way. It is much deeper, bigger, and confusing! A lot of emotional than logical drives.

As a salesperson, you don’t modify individuals’ buying habits or factors. What you can do is precisely discover the customer and then pursue to establish a sense of urgency. A lot of buying is performed owing to momentum. It is vital to discover those “real” reasons or factors as to why a prospect would buy now, subsequently, not at all or never.

Selling is not onetime events, it is like establishing a relationship first. People choose to buy from a trusted, experienced individual. Sales are figuring out a problem that is continuing on in customer life. The customer some time recognizes and sometimes not conscious of the problem. Also, the impact of the problem, If they are familiar also, they are not capable to identify whom to seek advice. The customer is not able to trust someone.

End users ready to grant any prices, if it is matching their needs. The customer always does not invariably think about the low price, they seek value, if they are convinced, they will spend any price or prepared to stretch most of the time. The product or solution should make their life better.

Great sales happen when salesmen exactly discover what customer pain points are. They never explain product features or benefits. First, they understand the customer pain points and slowly explain what could be the offering. The customer chooses. Customer needs to be comfortable to buy service from you and you have the end-to-end solution ready which a customer is looking for.

“All things being equal, people do business with and refer business to those people they know, like, and trust.” --Bob Burg

People always choose to purchase from the best, they prefer to feel proud that they have bought from the finest. They look for the credible product and solution which they can proudly share with others. They want to feel best in front of their friend and family members.

Great salespeople understand the pain points of the end-users, they walk with the customer, to consider the customer pain, empathize with them. They observe the customer better before they recommend any solution. The great salesperson asks better powerful questions to grasp the deepest desires of the customer. Together they sail the journey for a common customized solution. This becomes a memorable moment for the customer which they share gladly with other companions.

The cardinal rule of sales is to consistently make it about your consumer. Let them talk, let them share, let them get the attention, let them feel proud, and grant them to receive attention, then only relationship will expand, they will feel like to be with you and share their deep concerns with you.

“Your most unhappy customers are your greatest source of learning.” – Bill Gates

Greta salesperson, talk less and listen more. They are mindful of the moment and circumstances. Maybe as a salesman, you know a lot, but end-users do not have expertise like you. So salesmen come down to the customer level and serve.

Great salesperson builds a contract with the customer, Initial with a psychological contract and over a period of time a business contract which results in a successful sale. Initial great salesmen build a shared goal, in which both customers and salespeople work together. Most successful sales happen when all these state steps follow.

“Pretend that every single person you meet has a sign around his or her neck that says, ‘Make me feel important.’ Not only will you succeed in sales, you will succeed in life.” – Mary Kay Ash

A great salesperson is optimistic, confident, positive, smiling, and in good emotional control. People love to work with such a personality. They have a good sense of humor. Those salespeople quickly connect with the customer and the success rate for them is remarkably high. They do not criticize or bad mouth about competition or others.

“I like to think of sales as the ability to gracefully persuade, not manipulate, a person or persons into a win-win situation.” – Bo Bennett

Buyers also don’t want to hear about your product or service. Good salespeople know this and incorporate the product or service they’re selling into a broader story that has an arc and finishes with the customer receiving what they choose.

Agile Coach Job available....

When I google search Agile Coach role, the latest this turned out at Linked in Section with the Price tag in it!

When we debate about ROI from this role….

If I am an employer, what do I do to sustain this cost?

If I am an employee, what do I do to sustain this cost?

As an Agile coach, this calculation has to be performed well ahead before the interview commences, and we have to be 120% confident in our offering!

Some applicants who showed up to claim that, I have 20 certifications, I can provide better training, I can facilitate, I have done blah blah transformation in ABC and EDF companies. Ask me any queries I can respond etc.

Most of the time, employees when gave hypothetical scenarios during the interview, recognized that those candidates, certainly knows many things, how do we differentiate, who will win this money? We can not permit everyone this offer anyway, particularly one will accomplish this.

An employer is constantly wondering, how can we legitimize a suitable candidate?

One day Employer meet one gentleman who demonstrated that he can do follows...and he is worthwhile of the budget...

a) I can rapidly identify barriers and dependencies across teams and support. [He suggested his own model drive those where he already accomplished these in the previous stint]

b) I can instantly establish what will bring the greatest value from the delivery units. [He introduced his own model to drive those where he already accomplished in the previous stint]

c) I can quickly Diagnose and bring forth and resolve impediments that remain within and outside of the teams’ area of influence. [He suggested his own model drive those where he already obtained in the previous stint]

d) I can quickly Identify and influence others in order to stay aligned up, down, and across the organization. [He suggested his own model drive those where he already accomplished in the previous stint]

e) I can quickly Support the teams' adaption and administer the agile and lean thinking to their situation, and support them challenge the existing environment. [He submitted his own model to stimulate those where he already accomplished in the previous stint]

f) I can quickly Serve as an adequate change agent who is both motivating changes and driving it to take effect at the delivery teams. [He proposed his own design to guide those where he already obtained in the previous stint]

g) I can Partner with Leadership to build up a comprehensive enterprise Agile transformation roadmap, Coach stakeholders on identifying Business KPIs to measure progress towards achieving business outcomes. [He introduced his model to drive those where he already accomplished in the previous stint]

h) I can quickly Help raise awareness of the benefits and impacts of Agile adoption throughout the organization to create a supportive environment for Agile adoption. [He presented some of the techniques he has come out to obtain this goal]

i) I can quickly Bring transparency to Business and IT organizations about development and increase trust. I can rapidly identify trade-offs between short and long-term benefits to drive a shared vision between the Business and IT organizations. [He suggested his own model stimulate those where he already obtained in the previous stint]

j) I can instantly evaluate the team maturity and enable them to work out the upgrade the maturity of teams, I can Observe and engage with individual team members to pinpoint opportunities to improve Agile performance [He designs his own model to drive those where he already accomplished in the previous stint]

k) I can immediately influence mind-set and behaviors, including those of senior leaders for new changes [He introduces his own model to drive those where he already obtained in the previous stint]

l) I can quickly Assist the teams with the identification, collection, and reporting of agile practice metrics and measurements for Value generation for all the stakeholders [He proposes his own model to drive those where he already accomplished in the previous stint]

m) I can quickly Organize and participate in agile events, contribute to communication sites,tools, deliver presentations to stakeholders across the organization [He propose his own model to drive those where he already accomplished in the previous stint]

n) I can quickly help to Progressively evolve the ways of working across the enterprise to assure the fulfillment of business and customer value [He proposes his own model to drive those where he already achieved in the previous stint]

Employers were thoroughly thrilled with his claim and gained confidence that yes, this individual is innovative in his approach and he will be competent to drive the transformation initiative for the context that the organization is operating.

Will you dismiss this individual? if you are not biased, racist or under the pressure of lobbyism, nepotism....and so on. ;-) yes sometimes it happens, life goes on.....Someone else will pay this amount..As you are capable...Keep upgrading our skills...

How can I grow into a Better Assessor?

My companion throws this conversation in one of our chat. She wants to assess a couple of High-performance teams.

How can I do that in the shortest span of time? What is the focus area I should have so that I can thoroughly identify various gaps if any, the team is having?

What we have discussed.....

It is invariably suggested that if you are structured, detail-oriented, and organized, you will receive benefits as an assessor role!

You as an assessor should be able to influence and persuade others easily. So all the traits which will make you a better influencer will prepare you successful in extracting out the intelligence covering inside the carpet!

As an assessor, the biggest question is, how swift the assessor can establish trust and relationship with the team? So that resistance during assessment can be lessened. Increased information inflow can be fetched.

Any agile coach before they commence the journey, conduct an introductory assessment, where they gaze the present condition at the trench! To create a “to be” state.

As an assessor, we have to pick up an independent view, not by biased with anything.

As an assessor, we should be able to examine original ideas or things. During discussion distinct types of information will inflow, the assessor should not get confused with the ambiguity. Need to fetch more and more information to get rid of uncertainty.

Assessors should be able to retrieve intelligence as many diversified origins as feasible, This facilitates to inhibit the Assessors from encountering prejudices in their understanding such as tunnel vision.

The credibility of the assessor plays a significant role, in dealing with the assessment. People read with whom they are interacting. People will admit quickly if any comment and recommendation come from a well-reputed expert in that domain if he/she is an assessor.

Assessors ask the appropriate question, Assessors are excellent at articulating the questions which can bring out the appropriate information. Through the questioning skill, the assessor will challenge the individuals for reflection and receive insight.

Assessors are having good Emotional balance, they can rapidly establish rapport with the team. The team automatically feels part of the assessment. Assessor creates an environment that is safe and information could be utilized positively for improvement.

Assessors are having a growth mindset where they are ready to learn and transform if it is essential for the assignment. They have an eye of observation. They can record all the happening and note it down.

The assessor is full of confidence, as an assessor, he/she is deep into the subject which he/she is assessing. The higher and better teams assessor is assessing with a learning attitude he/she will be able to drive the assessment meeting in a better manner.

As an assessor, one of the finest skills is the intelligence to connect with the individuals in a better way. They are remarkably thorough in communication, an absolute skill to develop into an awesome assessor.

As an assessor, they have to be an excellent listener. As a result of that, they could able to catch even the minutest of detail shared by the team members and use for the benefit.

The ability to decide is one of the key skills of the assessor. They can rapidly come out with action items. The team will find confidence as the assessor can immediately conclude what to be performed and action items.

An assessor is a great leader. They exhibit all the outstanding leadership skills. As a result of that, they can run the assessment meeting better.

The articulating report also is an art which every assessor should have, Conveying vital message which can be conveying factual information, the tone should inspire trust and credibility, as well as express a service orientation.

I am certain all of us have received benefits for this discussion.

Let us grow into a better assessor so that we can come up with a better plan for those high-performance teams. Please share your experience.

Have you thought about these Organizational Challenges?

Top few challenges every leader will discover during software product development.

Let us play any roles in software product development organization, we will notice a scaled version of these challenges.

With our wisdom and intelligence, we need to curtail these challenges to make the organization more agile.

Either you are running your startup or you are leaders in established product development organizations or you are working for some product companies as a supplier, you will encounter these typical challenges causing substantial damage to the end to end product development flow.

If you can, with your expertise can lessen these organizational challenges, everyone will become extremely glad and kiss for your services.

I know you know all these but still sharing…..

a) Rapid Technology advances, as a result of this related change impact in everything e.g. competency, tools, process, etc. How smoothly we can surmount those shifts? What should be our tech strategy to handle such challenges? Such Changes?

b) The customer has many choices: Today’s customer has wide options as there are many solutions. How rapidly we can understand the need of the customer and implement solutions? Most of the time, we do not have the proficiency to pinpoint the customer desire, frequently we are in hurry assuming we know what customers prefer. How can we address such challenges?

c) Time to Market: Everyone wants lightning-fast solutions, as a result, there is always push, how swiftly we can complete the solution and reach the market to capture the largest pie? From concept to cash, how swiftly we can develop the desirable solution, which the customer is looking for. The acceleration with minimal damage!

d) Waste in the system: The large legacy organization has evolved a lot for several decades, as a result of that there is a lot of waste in the system, which is unnoticed or communities are ignoring as it will disrupt the healthy flow. With courage, how can we call out outdated processes, people, tools, etc issue to wipe out these clogs in the pipeline? Of course, a potent lobby will try to kill the voice as a when raise!

e) A swift change in the expectation from the consumer: Software product development is delicate, once the customer handles the systems, unique ideas take place. Difficult to convey what absolutely is the desire, as a result, there is invariably a better way to consume the feature. So the transformation in features is persistent, How swiftly we can incorporate those changes considering, all aspects like Architecture, design, code, test, and release including people’s competency?

f) Right acceptance criteria: What is an acceptable quality that looks like? It should work fine, yes it is working, but is this the optimum quality? so establishing the benchmark quality which is periodically changing is also a challenge. How can deal with these?

g) There are always challenges with people’s competency vs the demand in the organization. How swiftly we can ramp up and ramp down people demand? How rapidly we can mobilize individuals in numerous assignments? How rapidly we can channelize funds? How can we stabilize the emotional state of the team members? What is the best way to balance & managing about people loading and engagement looking at the business challenges And human side?

h) Infra needs, as tools and technologies are emerging, many open sources or license software is in abundance in the market, how can we deal with all? whom to trust as security and vulnerability is again a challenge? are we paying more or we have a better option?

i) Distributes team challenges, when we have common code base use by 5 different teams in 5 different countries, managing end to end product development, deployment has its own challenges. Though there are many guidelines written but context-specific has to recognize. How fast we can minimize friction in the system?

j) Product Team appraisal also plays a significant role in building or breaking the team culture. Some organizations not ultimately established what could be the best way to recognize, appraise new-gen team members. Some time heroic culture has been advocated which could be the need of that juncture, some time team cultural building ignored. How can we single out and recommend the appropriate appraisal system desired for that unique context?

k) Heavy thick large top hierarchical layers sometimes impede the execution speed. As everyone prefers to rationalize their existence, they introduce new work into the system which may not enable the team to operate better. How can we diagnose and recommend optimum structure?

l) Product development life cycle management is yet using the legacy sequential system. As the transformations are immense and amends, these will rock the whole fundamental IT project/program management operation, people do not dare to touch those portions. This legacy process itself will inject much waste into the system in the form of process, people, tools, etc burden will dump of the execution team.

m) Welcoming changes attitude from top to bottom layers is missing. Sometimes businesses are complacent with the prevailing stature, they are not open to exploring new situations, the entire ecosystem feels “we know it all”, we are the best" mindset. How can we coach such an organization and adjust for the forthcoming times?

n) Rigid, monolithic, legacy architecture with Legacy people cause deterioration to the adaption with new ways of working. How to transform such a legacy of engineering culture? As today’s customer wants rapid development with lighting speed feature deployment.

There could be many more, these are vital few, Some are Structure related, Some are people, some process, some are technology-related.

Competent Coach!!

Transformation is like brain surgery!!

I am searching for a neurosurgeon to remove tumors from a patient’s brain.

He can not afford the surgery cost.

Can I demand my MBBS doctors to let open his brain?

Perhaps as there is no doctor available in the remote village should this surgery is performed by compounder! Jugaad solution!

Should compounder claim that he/she can perform brain surgery just because he/she has completed 6 days certification course on brain surgery! online!

Will you consult with such doctors! to let open the patient’s brain!

What if in operation theatre he/she opens the brain and could not figure out anything and stitch it back! Saying sorry!

Why Transformation is brain surgery?

Transformation is messy affairs that will alter the organization's People, roles, designation, skills, structures, process, concept to cash flow everything.

The transformation could be an incremental or big bang based on a sense of urgency. Or external challenges facing by the organization.

Because the organization is redesigning new ways of delivering solutions! It will chaos initially like brain surgery.

Most of the things will be invisible as shown in the Iceberg.

In a transformation process lot of turbulence will happen. It is a reasonable part of chaos to the unique norm. This is part of the change management process.

Sometimes organizations buy Scaling Bible book and continue as per the instruction written in the book!

Those Scaling doctors will argue till death as they go by the book whatever it is written in the Scaled bible book and it has to be precisely the same else others are not agile!

What types of doctors do you want for this surgery?


How do we learn to become better doctors?

By performing more surgeries, by accompanying better doctors, learn from them, read and experiment with many patients.

Can we give a surgical knife to people who have WSM1, WSM2, WSM3, WST ....against their name but no real surgery experience?

All these are essential, but with experience. Wisdom counts.

Let us read all the manuals available related to brain surgeries, discuss those, if you are fortunate you will be able to accompany dozens of brain surgeries after that you will become a neurosurgeon!