Once things are visible to the team and honestly evaluated, you almost can’t hold back making a change. But there is still both art and science involved in leading people through change.
You can’t change everything at once. It becomes too disruptive, and people begin to feel lost and untethered in the transition. It’s also difficult to measure change's impact when you simultaneously change too many things.
Let’s return to the driving metaphor we have looked at already.
Think about how steering works when you drive. You don’t only steer when making turns. You steer continually, constantly making small adjustments as you adapt to the road and the cars around you.
Continuously steering is like the sum of the daily adaptation that, if taken all at once, would be disruptive or impossible for the team. Imagine waiting and trying to make all your right turns at once.
There are moments where more dramatic change is needed, like taking a u-turn. Maybe your environment around you changes rapidly, or your user-testing tells you a significant pivot is needed.
Perfection is not the standard. If you’re not failing much, you’re probably holding yourself and the team back by playing it too safe.
But there is a compounding impact in making small changes over time. Or said another way, take the 1% improvements but be open the to possibility of 100% changes.
1% feels so small, but what if you could implement a 1% process improvement daily. You would see 100% change in just over two months.
The small changes should still connect to the big picture. You can ask the team, “how is this change taking us where we all want to go?”
You have to teach yourself to see adjustments with a long-term mindset. Run the marathon. Even though Scrum calls it a sprint. 🤷♂️
Did you know Scrum applies to more than just developing code?
When you understand the essentials of Scrum and the nuance of how to apply it, you can use it to level up aspects of everyday life.