Leadership In Agile Environments

We just closed a $480K deal at Aligned - our biggest ever. But twice in the final weeks, it almost died. It was brutal. Two execs came out of nowhere with objections. We had no access. No time to fix it. But 22 (!!) stakeholders had already been engaged… And they saved it. That’s when it hit me: Multithreading isn’t a tactic. It’s deal insurance. Here’s the exact playbook we now run in every complex deal: 1. Early Exec-to-Exec Sponsorship Don’t wait until sh*t hits the fan. Initiate VP-VP or CXO-CXO alignment early. We send short, supportive emails without direct asks. Time after time, that builds genuine trust and establishes a safety net long before we need it. 2. Identify ‘Hidden Stakeholders’ Buyers often silently forward materials internally. By using Deal Rooms, we uncover up to 68% more stakeholders, often the real decision-makers influencing budget approvals or strategic buy-in. 3. Isolate Stakeholders 11 people on a call? You’re NOT multithreaded - it’s about quality, not volume. Our team opens separate 1:1 convos. They follow up with each buyer with next steps, suggestions or value that ties to something they said. 4. Proactive Signal-Based Engagement When stakeholders interact with key assets in the deal room, we use those signals to trigger follow ups - e.g. RevOps spends 20min on CRM integration; they might need more info, or could benefit from a dedicated session. 5. Multiple Champions Strategy Nothing beats having an army of internal champions instead of one. Whenever we see an opportunity to build champions, we do it. It derisks the deal in case someone leaves. Plus, budgets are shared, or are just easier to pass. 6. Real-time Alerts on New Stakeholders Our deal room sends instant alerts whenever there’s a new stakeholder (see #2). We then leverage this event as an opportunity for exec introductions or quick alignment note—”Hey, saw you joined the project”. 7. Support the Above-the-Line (ATL) Met an exec early? Keep them looped into POC updates, key milestones, or call takeaways. When we give regular status updates, it builds credibility and keeps momentum - as execs don't join every call, and appreciate the visibility. 8. Never Underestimate Below-the-Line (BTL) Decision-making today is flatter; end-users/junior stakeholders are increasingly influential. I’ve lost count on how many times AEs (our BTL buyers) were make or break in our deals. Give them genuine attention. Don’t underestimate any buyer. 9. Late-Stage Exec Reinforcement If a deal stalls, a concise, confident, personal email from me as CEO resets urgency. The message isn't pushy; it reinforces our shared vision, driving commitment. —— Multithreading isn’t a tactic. It’s insurance. A deal defense system. Built thread by thread, stakeholder by stakeholder. So when things break, and they will - You’re not the only one left to save it. P.S. The Deal Room we used to multithread is Aligned. It's free to try: https://lnkd.in/dYksGnfb

This quote got me thinking. Early in my career, I struggled with how people showed up. I was often called too intense, I was often perceived as overwhelming, but the truth of it is I SHOWED UP! I was engaged, I was committed, and I wanted to make an impact. Not knowing why there was such a difference between how I showed up and others, I learned … that ONLY 31% of employees are enthusiastic and energized by their work? Imagine that almost 70% of the people in your team are there because they just have to 🫣 I honestly can't imagine that, which is why I implemented some solutions in my teams, most of it worked, some of it I’m still testing & trying … Here are some things I did: 👉 Trust & Empower: I involve my team in decision-making processes and push decisions to them when possible. This fosters a sense of ownership and responsibility. 👉 Celebrate Feedback: I create an environment where feedback is frequent and constructive. It encourages continuous learning and growth. 👉 Connect 'Why' to Vision: I share a compelling vision to motivate team members and clearly explain why their contributions matter. 👉 Offer Development: I signal my commitment to personal growth with training and development opportunities. It sparks motivation and increases loyalty. 👉 Recognize & Praise: I acknowledge achievements and make saying ‘thank you’ my default. A little recognition goes a long way to boost morale and motivation. 👉 Promote Diversity: I embrace diverse perspectives and backgrounds to enrich the work environment, prompt healthy debate, and drive innovation. 👉 Encourage Collaboration: I encourage teamwork on projects. This builds a sense of community and belonging while also accelerating learning 👉 Challenge Comfort Zones: I push and encourage team members to expand their skills and what they think is possible. It promotes growth and enthusiasm. 👉 Cultivate Inclusivity: I ensure all voices are heard. For example, I make sure extroverts don't steal the show and create the space needed for quieter team members to speak. Be the leader that serves, empowers and inspires. And all will go just fine 🙌 #EmployeeEngagement #TeamMotivation #WorkCulture

𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: 𝐌𝐞𝐞𝐭 𝐓𝐡𝐞𝐦 𝐖𝐡𝐞𝐫𝐞 𝐓𝐡𝐞𝐲 𝐀𝐫𝐞 Enterprise Architecture abhors a vacuum—it thrives on stakeholder engagement. Often, architects jump into collaboration without first assessing one critical factor: • 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐤𝐧𝐨𝐰, 𝐚𝐧𝐝 𝐛𝐞𝐥𝐢𝐞𝐯𝐞, 𝐚𝐛𝐨𝐮𝐭 𝐄𝐀? Before strategy, frameworks, or roadmaps, 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞𝐢𝐫 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬, 𝐩𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬. This will shape how you approach, gain buy-in, and drive outcomes. Here are 𝐭𝐡𝐫𝐞𝐞 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐦𝐨𝐯𝐞𝐬 for aligning EA with stakeholders: 𝟏 | 𝐆𝐚𝐮𝐠𝐞 𝐄𝐀 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐁𝐞𝐟𝐨𝐫𝐞 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 EA means different things to people, how can you align? Approach: * 𝐀𝐬𝐬𝐞𝐬𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞. What do leaders think EA does? What experiences shape their view? * 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐄𝐀 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞. If a product saw EA as 'overhead,’ shift the conversation to ‘rapid decision-making.’ * 𝐓𝐚𝐢𝐥𝐨𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐛𝐲 𝐚𝐮𝐝𝐢𝐞𝐧𝐜𝐞. Finance, operations, and IT leaders have different concerns. Meet them on their terms. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: When you shape EA’s role based on their reality, it becomes relevant, not theoretical. 𝟐 | 𝐀𝐥𝐢𝐠𝐧 𝐄𝐀 𝐭𝐨 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 EA isn’t all architecture, it’s solving business problems. Approach: * 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐊𝐏𝐈𝐬. Growth? Efficiency? Risk? Align EA contributions to what leadership interests. * 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐨 𝐢𝐦𝐩𝐚𝐜𝐭. Show architecture driving go-to-market, savings, or agility—over compliance. * 𝐀𝐧𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞/𝐫𝐞𝐦𝐨𝐯𝐞 𝐫𝐨𝐚𝐝𝐛𝐥𝐨𝐜𝐤𝐬. If EA was a bottleneck, demonstrate accelerated decision-making instead. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA is a strategic enabler, not afterthought. 𝟑 | 𝐁𝐮𝐢𝐥𝐝 𝐄𝐀 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 EA works best in collaboration, not isolation. Approach: * 𝐄𝐦𝐛𝐞𝐝 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬. Decision-making improves when EA is a proactive presence. * 𝐒𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 ‘𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐢𝐧𝐠 𝐄𝐀’ 𝐭𝐨 ‘𝐜𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬.’ Stakeholders engage when architecture is a tool for their success. * 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐧𝐨𝐭 𝐨𝐧𝐞-𝐨𝐟𝐟. EA isn’t a pitch—it’s a dialog evolving with business. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA shaping decisions early rather than reacting later. 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠. Before pushing frameworks or models, assess 𝐰𝐡𝐚𝐭 𝐄𝐀 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨𝐝𝐚𝐲—and how to reshape that narrative to unlock its full potential. How do align EA stakeholders? Let’s discuss.👇 --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔    👍 Like | ♻️ Repost | 💬 Comment    🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 👉 https://lnkd.in/dgmQqfu2

Is it the end of road for Scrum masters and Agile coaches? Agile approaches have permeated organizations across industries over the past couple of decades. From financial institutions to automotive giants, the promise of business agility—a potent blend of flexibility, speed, and collaboration—has driven enterprises to embrace agile frameworks. Scrum masters and agile coaches, emerged as catalysts, guiding teams through the transformational process. But the nature of these roles are evolving, and the expectations are changing. Today, automation and AI are changing the work landscape at a pace never seen before, presenting opportunities and challenges. As a Scrum Master, are you merely sending out meeting invites, booking conference rooms, asking the same three questions at the Daily Scrum, and raising support tickets for the team's infrastructure needs? Then, it's time to reassess your impact. The Scrum Master is not a mere team secretary but rather a leadership role requiring deeper engagement with team dynamics and a proactive approach to continuous improvement. Similarly, as an Agile Coach, your role extends far beyond just throwing "thought-provoking questions" (although those are still valuable!) around. Our role is not just about facilitating meetings and coaching teams—it's about enabling meaningful change and driving organizational success. As change agents, we are the strategic partners, guiding organizations through complex transformations. Transformation demands a comprehensive understanding of the latest innovations alongside product lifecycle management, product development, and organizational design. Agility is not dead. It has become more relevant than ever before. So, what's next? Here's a starting point: - Develop Strategic Thinking: Move beyond tactics and focus on the bigger picture. How can Agile practices drive true business value in your organization? - Sharpen Your Business Acumen: Gain a deeper understanding of your company's industry, competitors, and overall business goals. - Become an AI Evangelist: Don't fear AI! Embrace it! Become an expert on how these technologies can complement and enhance Agile ways of working. Agile teams and organizations need leaders who can navigate this rapid change, guiding them through the complexities of AI-driven transformation. The future belongs to those who can embrace change and lead their teams toward innovation. Indeed, it is a litmus test for the change agents. The successful folks will continue to play a pivotal role in shaping the future of work. As we bid adieu to what these titles mean today, let us embrace Agility's essence: continuous learning, adaptability, and collective growth. #scrum #agile #leadershipandmanagement #AI

5 things that 'actually' motivate your team (not just pizza, potluck, and WFH) Here are some proven strategies I have used at Ctruh that actually boost motivation for my team (without going bankrupt): 1. Purpose-driven projects: We link all the small tasks to bigger goals. You have to show the impact of the team's work on customers and the company. 2. Growth opportunities: Offer skill-building workshops or create mentorship programs. At Ctruh, we offer upskill allowances and have workshops frequently. 3. Deserving recognition: Your team didn't want an award for everything they do. They want recognition. Give them shout-outs in meetings or set up a peer-to-peer appreciation system like we do. 4. Autonomy and trust Extra PTOs won’t motivate your team but flexible work hours do. Try offering options they can choose to tackle/complete projects and watch them bring great results. 5. Transparent communication: Instead of just regular town halls that add no value to anyone’s day, you can apply open-door policy with leadership to inspire others to be transparent. The point here is, motivation isn't a one-size-fits-all concept. It works best when you tailor strategies according to your team's needs. If you really want to motivate your team, then start asking what matters most to them. 9/10 times it's something you can easily provide. What's an unexpected thing that motivates you at work? #teambuilding #motivation #work #leadership

𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗳𝗼𝗹𝗹𝗼𝘄 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 - 𝗶𝘁 𝗳𝗼𝗹𝗹𝗼𝘄𝘀 𝘆𝗼𝘂𝗿 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿. 𝗔 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗯𝘂𝗶𝗹𝘁 𝗼𝗻𝗲 𝗹𝗲𝗮𝗱𝗲𝗿 𝗮𝘁 𝗮 𝘁𝗶𝗺𝗲. I once watched a CEO talk endlessly about improvement whilst ignoring the obvious waste in his own executive meetings. My greatest challenges? ⚠ First, convincing leaders that their actions speak louder than Powerpoint slides. ⚠ Second, helping executives see how their personal behaviours reinforce or destroy improvement efforts. ⚠ Third, overcoming the "do as I say, not as I do" approach that breeds cynicism. These struggles taught me that 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗰𝗵𝗮𝗻𝗴𝗲 𝗯𝗲𝗴𝗶𝗻𝘀 𝘄𝗶𝘁𝗵 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗵𝗮𝗯𝗶𝘁𝘀. That coaching is more powerful than commanding. And most importantly, that 𝘀𝘂𝘀𝘁𝗮𝗶𝗻𝗮𝗯𝗹𝗲 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘄𝗵𝗼 𝘃𝗶𝘀𝗶𝗯𝗹𝘆 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗽𝗿𝗲𝗮𝗰𝗵. The video shows the power of role-modeling. The two year old follows the example of his mum. Imagine what would happen if your teams followed what you do, not what you say ... 𝗙𝗼𝗿 𝘆𝗼𝘂 𝗖-𝘀𝘂𝗶𝘁𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀: 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘄𝗶𝗹𝗹 𝗻𝗲𝘃𝗲𝗿 𝗲𝘅𝗰𝗲𝗲𝗱 𝘁𝗵𝗲 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱 𝘆𝗼𝘂 𝘀𝗲𝘁. 𝗜𝗳 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀𝗻'𝘁 𝘃𝗶𝘀𝗶𝗯𝗹𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿, 𝗰𝗮𝗹𝗲𝗻𝗱𝗮𝗿, 𝗮𝗻𝗱 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀, 𝗶𝘁 𝘄𝗼𝗻'𝘁 𝘁𝗮𝗸𝗲 𝗿𝗼𝗼𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗼𝗿𝗴𝗮𝗻𝗶𝘀𝗮𝘁𝗶𝗼𝗻. 𝗧𝗼𝗱𝗮𝘆'𝘀 𝘁𝗮𝗸𝗲𝗮𝘄𝗮𝘆: Identify one personal work process you can visibly improve this week. Your actions will inspire more change than any speech. --- ▶ Please follow me for more on continuous improvement.   📄 Join my free monthly newsletter to help you improve by 1% each day, every day: https://bit.ly/ob-news2 🔁 Please repost if you find 𝗺𝘆 𝘁𝗶𝗽𝘀 𝗼𝗻 𝗰𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 valuable.

Leader Standard Work Daily habits that keep leaders on track. Want leaders to stop firefighting every day? Start with Leader Standard Work. Leader Standard Work is simple: Build the right leadership habits. Repeat them every day. Improve the process with the team. It turns leadership from reactive to proactive. It helps leaders go see, check the process, coach the team, and close gaps. Here is how LSW works: Time-based routines → Set daily, weekly, and monthly tasks. → Make leadership work visible. → Keep priorities clear. Gemba walks → Go see the real work. → Confirm standards are followed. → Find problems before they grow. Daily huddles → Align the team fast. → Review performance and issues. → Agree on the next action. Visual management checks → Make sure metrics are current. → Look for red, yellow, and green. → Turn gaps into action. Coaching and development → Build people through feedback. → Teach problem-solving. → Help the team own improvement. Improvement follow-up → Track countermeasures. → Close open gaps. → Make sure action really happened. Why this matters: Better consistency → Leaders follow the same rhythm. → Teams know what to expect. → Accountability becomes easier. Better visibility → Problems surface sooner. → Metrics guide the conversation. → Leaders manage the process, not opinions. Better improvement → Coaching happens at the source. → Waste becomes easier to see. → Small actions build daily kaizen. Leader Standard Work is a system for leading with purpose, seeing problems early, and developing people daily. Firefighting may feel urgent. But disciplined leadership is what sustains improvement. *** 🔖 Save this post for later. ♻️ Share to help others learn Leader Standard Work. ➕ Follow Sergio D’Amico for more on continuous improvement. PS: LSW does not replace leadership. It makes leadership visible, repeatable, and easier to improve.

Your change management certification is useless without this Unpopular opinion: Having PROSCI, Lean Six Sigma, or Agile certifications doesn't make you a change expert. In fact, it makes you dangerous. The real practitioners who deliver results don't rely on certifications. They rely on something entirely different: adaptive systems. 82% of change initiatives fail. Not because frameworks don't work. Because leaders treat them like rigid checklists instead of adaptive systems. After 15+ years driving transformations across 3 continents, I've refined a 9-step methodology that bends without breaking. Whilst most frameworks tell you what to do. This one tells you when to pivot. PHASE 1: FOUNDATION (Steps 1-3) 1️⃣ BUSINESS CASE BRIEF ❌ 50-page documents nobody reads ✅ 2-page brief with 3 sections: ↳ Current pain points costing money TODAY ↳ Specific ROI projections with timelines ↳ Risk mitigation for top 3 failure modes 2️⃣ STAKEHOLDER MATRIX ❌ Generic influence/interest grids ✅ Tactical engagement playbook: ↳ Champions: Give them early wins to amplify ↳ Resisters: Address their specific fears first ↳ Fence-sitters: Show peer success stories 3️⃣ PROCESS DISCOVERY ❌ Documenting ideal workflows ✅ Mapping what actually happens: ↳ Shadow work people do but won't admit ↳ Integration points that break everything ↳ Workarounds that reveal system gaps PHASE 2: EXECUTION (Steps 4-6) 4️⃣ COMMUNICATION STRATEGY ❌ Announcement emails from leadership ✅ Multi-channel influence campaign: ↳ Town halls for big picture context ↳ Team huddles for practical implications ↳ One-on-ones for personal concerns 5️⃣ CAPABILITY BUILDING ❌ Generic training modules ✅ Role-specific skill development: ↳ Simulations using real company data ↳ Competency gates before system access ↳ Peer mentoring for complex scenarios 6️⃣ PILOT IMPLEMENTATION ❌ Testing with willing volunteers ✅ Strategic pilot selection: ↳ High-visibility, low-risk business unit ↳ Mix of champions and skeptics ↳ Documented success metrics that scale PHASE 3: ADOPTION (Steps 7-9) 7️⃣ SCALED ROLLOUT ❌ Big-bang launches ✅ Wave-based deployment: ↳ 3-week intervals between waves ↳ Pilot learnings applied each wave ↳ Quick wins celebrated publicly 8️⃣ RESISTANCE MANAGEMENT ❌ Forcing compliance through authority ✅ Converting opposition through evidence: ↳ Address root concerns, not symptoms ↳ Use peer influence over manager pressure ↳ Turn vocal opponents into case studies 9️⃣ SUSTAINMENT SYSTEM ❌ Hoping new habits stick ✅ Embedding change structurally: ↳ Performance metrics include adoption rates ↳ Recognition systems reward new behaviors ↳ Continuous improvement cycles built in The elite 18% who succeed don't follow steps in order. They know when to pivot and jump steps. Which step has derailed your transformation? Comment below 👇 ---------- 🔔 Follow Justin R. for more Change insights that actually work ♻️ Save and Repost this playbook for your next Change initiative

Spoiler: Pizza parties aren’t a strategy. And another trust fall exercise? That’s a no from HR and your spine. Want to know what actually works? Let's look at the evidence: ✅ Google’s Project Aristotle studied 180 teams. ✅ Gallup surveyed 2.7 million workers. ✅ Harvard tracked motivation for decades. They all point towards the same pattern: Real motivation doesn’t come from perks. It comes from psychology. Here are 7 proven ways to motivate your team: 1. Turn Mistakes Into Growth Moments → Make it safe to fail by focusing on learning, not blame → Share your own mistakes first to model vulnerability → Ask “What did we learn?” not “Who’s to blame?” 2. Give Them Ownership, Not Just Tasks → Let them design the solution, not just execute yours → Connect their work directly to business outcomes → Trust them with real decisions (before they’re “ready”) 3. Share the “Why” Behind Decisions → Explain how their project impacts the bigger picture → Show them customer feedback and real results → Connect daily tasks to company strategy 4. Recognise Effort, Not Just Results → Praise specific behaviours you want repeated → Recognise the process: “I saw how you tackled that problem” → Make recognition immediate, not quarterly 5. Align Tasks with Strengths → Map individual talents before assigning projects → Let people volunteer for work that energises them → Rotate roles to help them discover hidden strengths 6. Remove Barriers, Don’t Just Add Pressure → Ask “What’s blocking you?” in every one-to-one → Fix the small irritants (slow laptops, clunky processes) → Shield them from organisational noise 7. Give Real-Time Feedback → Share observations within 24 hours, not at year-end → Make it specific: behaviour, impact, next step → Balance correction with recognition (3:1 ratio works) At the end of the day, motivation isn’t about grand gestures. It’s about small, science-backed actions that say: You matter. Stack enough of those, and you’ve got a team that brings their best. Every day.  Even on Mondays.  Even without pizza. What's worked for your team? Drop it below 👇 ♻️ Repost for your network (and look ridiculously clever while doing it.) Follow 👋 David Meade Keynote Speaker for science-backed strategies you can use this week.

Most stakeholder ‘engagement’ is just a Slack message and a prayer. But engagement doesn’t happen at the end of research. It happens in the middle. If you’re just sending people a link to your insights repo and hoping something sticks, you’re not activating research, you’re archiving it. This is the mindset I’ve been building into my workflow with Condens. Not just to store insights, but to make stakeholder engagement actually happen as the research unfolds. Here’s what that looks like in practice: 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗙𝗮𝗻𝘁𝗮𝘀𝘆 𝗟𝗲𝗮𝗴𝘂𝗲 Set up a leaderboard: +1 point: attends a session +2: submits a question +3: shares a takeaway Track it in Condens. Celebrate the MVP. 𝗖𝗹𝗶𝗽 𝗥𝗼𝘂𝗹𝗲𝘁𝘁𝗲 Drop a random 30-second highlight from Condens into Slack. Ask: “What would you build based on this?” Best answer gets pinned. 𝗜𝗻𝘀𝗶𝗴𝗵𝘁 𝗕𝗶𝗻𝗴𝗼 Build a bingo board with your most common tags in Condens: “User skipped onboarding” “Trust issue” “I guess I expected it to…” Let stakeholders fill it in during playback. It’s research, gamified. 𝗧𝗵𝗲 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗦𝗼𝘂𝗻𝗱𝗯𝗼𝗮𝗿𝗱 Use Condens clips + emoji reactions in Slack: 👍 = makes sense 👀 = didn’t expect that 💡 = sparked something Engagement without a meeting 𝗦𝘆𝗻𝘁𝗵𝗲𝘀𝗶𝘀 𝗣𝗮𝗿𝘁𝘆 Host a 30-min co-synthesis jam. Highlight a few clips in Condens. Play music. Invite reactions. Low-stakes, high-reward collaboration. 𝗦𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿-𝗮𝘀-𝗨𝘀𝗲𝗿 𝗗𝗮𝘆 Have a stakeholder narrate their experience using the product. Upload their recording to Condens. Compare it to real user clips. Perspective unlocked. These are systems for participation and Condens is the infrastructure that makes them possible, fast, flexible, and friction-free. If you want stakeholders to care, stop sending them links. Start giving them reasons to show up. Check out five other ways I engage stakeholders through the research process below. What’s the most creative thing you’ve done to get stakeholders involved?