Change Agility Quotes

Life’s beauty is inseparable from its fragility.

The most effective way to transform your life, therefore, is not by quitting your job and moving to an ashram, but, to paraphrase Teddy Roosevelt, by doing what you can, with what you have, where you are.

When we show up fully, with awareness and acceptance, even the worst demons usually back down. Simply

Shaping the company's future requires a board that fosters a culture of innovation and agility to adapt to changing market conditions.

We still don’t like the things we don’t like –we just cease to be at war with them. And once the war is over, change can begin.

Incremental climate adaptation needs to shift to exponential climate adaptation.

Fast-changing environments drive new opportunities and gaps. Agility means finding those gaps and exploring them.

Business people need to understand the psychology of risk more than the mathematics of risk.

Secrets hidden at the heart of midnight are simply waiting to be dragged to the light, as, on some unlucky high noon, they always are. But secrets shrouded in the glare of candor are bound to defeat even the most determined and agile inspector for the light is always changing and proves that the eye cannot be trusted.

The parent who praises a child’s accomplishment by saying, ‘You studied hard!’ promotes a growth mindset. The parent who says, ‘Look at your A, son! You’re a genius!’ promotes a fixed mindset.

Courage is not an absence of fear; courage is fear walking.

The neurons that do expire are the ones that made imitation possible. When you are capable of skillful imitation, the sweep of choices before you is too large; but when your brain loses its spare capacity, and along with it some agility, some joy in winging it, and the ambition to do things that don't suit it, then you finally have to settle down to do well the few things that your brain really can do well--the rest no longer seems pressing and distracting, because it is now permanently out of reach. The feeling that you are stupider than you were is what finally interests you in the really complex subjects of life: in change, in experience, in the ways other people have adjusted to disappointment and narrowed ability. You realize that you are no prodigy, your shoulders relax, and you begin to look around you, seeing local color unrivaled by blue glows of algebra and abstraction.

Psychological pseudoscience dies hard, especially when there are commercial interests at stake.

Our contract with life is a contract that is brokered with fragility, and with sadness, and with anxiety. And if we’re going to authentically and meaningfully be in this world, we cannot focus on one dimension of life and expect that focusing on that dimension is going to then give us a well-rounded life.

In looking for the right places to make these tiny changes, there are three broad areas of opportunity. You can tweak your beliefs—or what psychologists call your mindset; you can tweak your motivations; and you can tweak your habits. When we learn how to make small changes in each of these areas, we set ourselves up to make profound, lasting change over the course of our lives.

Leaders need to sacrifice "power-over" to get "power-to".

Leaders need to correct for cognitive biases the way a sharpshooter corrects for wind velocity or a yachtsman corrects for the tide.

Emotional agility is about loosening up, calming down, and living with more intention. It’s about choosing how you’ll respond to your emotional warning system.

Staying emotionally agile requires us to find the equilibrium between overcompetence on the one hand and overchallenge on the other. This is the teeter-totter principle.

Who’s in charge—the thinker or the thought?” Are we managing our own lives according to our own values and what is important to us, or are we simply being carried along by the tide?

Perhaps you thought that “getting it working” was the first order of business for a professional developer. I hope by now, however, that this book has disabused you of that idea. The functionality that you create today has a good chance of changing in the next release, but the readability of your code will have a profound effect on all the changes that will ever be made.

Life is full of diving boards and other precipices, but, as we’ve seen throughout this discussion of emotional agility, making the leap is not about ignoring, fixing, fighting, or controlling fear—or anything else you might be experiencing. Rather, it’s about accepting and noticing all your emotions and thoughts, viewing even the most powerful of them with compassion and curiosity, and then choosing courage over comfort in order to do whatever you’ve determined is most important to you. Courage, once again, is not the absence of fear. Courage is fear walking—or

Perhaps the best term to describe living at the edge of our ability, thriving and flourishing, being challenged but not overwhelmed, is simply “whelmed.” And a key part of being whelmed lies in being selective in our commitments, which means taking on the challenges that really speak to you and that emerge from an awareness of your deepest values.

Mindfulness requires being a beginner. Setting absurdly high-standards, and being unwilling to be a novice, are the joint enemies of personal progress and change. Nobody benchpresses 100 kilos the first time they enter a gym.

When business leaders talk about the next quarter, they ought to sometimes be talking about the next quarter century.

Strategic coherence is more important than strategic perfection.

Ambiguity is not, today, a lack of data, but a deluge of data.

Too few leaders have the emotional fortitude to take responsibility for failure.

The gap between thought and action, between belief and will, prevents us solving our most pressing individual and societal problems.

People who appear to be resisting change may simply be the victim of bad habits. Habit, like gravity, never takes a day off.

In today's interconnected and rapidly changing world, boards of directors must prioritize ensuring their companies possess agility in response to global phenomena.

Business Paradigm Shifting helps companies stay agile in a rapidly changing market landscape.

depend on things that change less often than you do.

If a change to the requirements breaks your architecture, then your architecture sucks.

People frequently die in fires or crash landings because they try to escape through the same door they used when they entered.

Of course, determing what you truly care about is only half the process of walking your why. Once you've identified your values, you then have to take them out for a spin. This requires a certain amount of courage, but you can't aim to be fearless. Instead, you should aim to walk directly into your fears, with your values as your guide, toward what matters to you. Courage is not an absence of fear; courage is fear walking.

At night I locked my bedroom door, because [my father] could not sleep and would insist on talking to me, endlessly, without making sense. But there was a small window over the door which could not be locked. One night I woke up to see him slithering through the tiny aperture and jumping nimbly to the floor. But he paid no attention to me. He aimlessly picked up various pieces of heavy mahogany furniture and let them drop with seemingly little effort. In his insanity he had become superhumanly agile and powerful. Staying with him was a nightmare.

We have minds that are equipped for certainty, linearity and short-term decisions, that must instead make long-term decisions in a non-linear, probabilistic world.

Compared to ecosystems and some species, corporations are very fragile entities indeed.

Green light, STOP - if you want to see where you are taking the most risk, look where you are making the most money.

All of us are not always smarter than one of us, leaders need to distinguish between the wisdom of crowds and the madness of crowds.

The best way to encourage out of the box thinking is to draw the box correctly in the first place.

The essence of extended rationality is to know when you are being irrational.

That which a team does not want to discuss, it most needs to discuss.

Don't let Deepak Chopra manage your change program.

Just stamping out anti-science and bad science will eliminate an enormous amount of business waste

Leadership must evolve into a “science-based craft”, like surgery.

The most damaging cognitive bias is overconfidence (illusory superiority), making leaders use their “gut” when they should be more rational.

The key to behavioral change is to pass behavioral control to the environment.

Resistance to change should be a thing of the past if we could develop growth mindsets and create organizations with growth cultures.

One way to start doing this is to answer a single question, in writing, each night before bed: “As I look back on today, what did I do that was actually worth my time?

The ultimate goal of emotional agility is to keep a sense of challenge and growth alive and well throughout your life.

A programmable mind embraces mental agility, to practice “de-learning” and “relearning” all the time.

Your application needs to work right now just once; it must be easy to change forever.

Embrace change and practice flexibility. It will make you more agile in adapting to new people and situations.

Nature favors evolution, not revolution. Studies from many different fields have demonstrated that small shifts over time can dramatically enhance our ability to thrive.

expectations are resentments waiting to happen.

The agile way is more adapt to changes but shall not lose the sight of big picture.

Successful (working) but undesigned applications carry the seeds of their own destruction; they are easy to write, but gradually become impossible to change.

The sword doesn't change. So you have to adapt to the sword. You can't change your surroundings. They only change once you have changed.

Emotions pass. They are transient. There is nothing in mental experience that demands an action.

Emotions are data, they are not directives

These comments are so noisy that we learn to ignore them. As we read through code, our eyes simply skip over them. Eventually the comments begin to lie as the code around them changes.

Here are a few questions to ask yourself in order to start identifying your values: - Deep down, what matters to me? - What relationships do I want to build? - What do I want my life to be about? - How do I feel most of the time? What kind of situations make me feel most vital?

Compassion gives us the freedom to redefine ourselves as well as the all-important freedom to fail, which contains within it the freedom to take the risks that allow us to be truly creative.

It is unit tests that keep our code flexible, maintainable, and reusable. The reason is simple. If you have tests, you do not fear making changes to the code! Without tests every change is a possible bug.

These micro-moments of intimacy or neglect create a culture in which the relationship either thrives or withers. The tiny behaviours feed back on themselves and compound with time, as every interaction builds on the previous interaction, no matter how seemingly trivial. Each person's moments of pettiness and anger, or generosity and lovingness, create a feedback loop that makes the overall relationship either more toxic or happier.

Many of the cataclysmic leadership failures were failures of rationality. The pendulum of leadership development needs to swing back toward the rational: strategy, creativity, foresight, decision-making, and analytics.

Good software designs accommodate change without huge investments and rework. When we use code that is out of our control, special care must be taken to protect our investment and make sure future change is not too costly.

When one has apparently made up one’s mind to spend the evening at home and has donned one’s house-jacket and sat down at the lamplit table after supper and do the particular job or play the particular game on completion of which one is in the habit of going to bed, when the weather out is so unpleasant as to make staying in the obvious choice, when one has been sitting quietly at the table for so long already that one’s leaving must inevitably provoke general astonishment, when the stairwell is in any case in darkness and the street door locked, and when in spite of all this one stands up, suddenly ill at ease, changes one’s coat, reappears immediately in street clothes, announces that one has to go out and after a brief farewell does so, feeling that one has left behind one a degree of irritation commensurate with the abruptness with which one slammed the apartment door, when one then finds oneself in the street possessed of limbs that respond to the quite unexpected freedom one has procured for them with out-of-the-ordinary agility, when in the wake of this one decision one feels capable, deep down, of taking any decision, when one realizes with a greater sense of significance than usual that one has, after all, more ability than one has need easily to effect and endure the most rapid change, and when in this frame of mind one walks the long city streets—then for that evening one has stepped completely outside one’s family, which veers into inessentiality, while one’s own person, rock solid, dark with definition, thighs thrusting rhythmically, assumes it true form. The whole experience is enhanced when at that late hour one looks up a friend to see how he is.

Our hidden demons are simply the residue of perfectly ordinary and almost universal insecurity, self-doubt, and fear of failure. Maybe you still resent your sister for flirting with your boyfriends in high school. Maybe you feel undervalued by your new boss. This is not even the stuff of a good, tear-soaked Oprah episode. But it can be enough to hook you into behaving in ways that don’t serve you.

And if something feels new, difficult, or even slightly incoherent, fear kicks in. And while fear comes in all shapes and sizes, and sometimes it appears in disguise (as procrastination, perfection, shutting down, unassertiveness, or excuses), it speaks only one word: no, as in "No, I'll just screw it up." "Nah, I wouldn't know anyone there." "Nope, that will look awful on me." "Nuh-uh, thanks; I'll sit this one out.

A child’s sense of secure attachment—this idea that I, in all my glory, as well as all my stinkiness and imperfection, am loved and accepted—allows him not only to take risks in the world but also to take risks with his own emotions. Knowing he will not be invalidated, rejected, punished, or shamed for feeling whatever he feels, he can test out sadness, happiness, or anger and figure out how to manage or respond to each of these emotions in turn.

Luckily, scientists have uncovered a few secrets to help make the process of creating habits easier. In their bestselling book Nudge, the economist Richard Thaler and the law professor Cass Sunstein show how to influence other people’s behavior through carefully designed choices, or what they called “choice architecture.” You

Roarke." She had to admit, maybe just this once, she enjoyed being swept up and carried off. "Yes." "I always thought too much emphasis, in society, advertisement, entertainment, was put on sex." "Did you?" "I did." Grinning, she shifted her body, quick and agile, and overbalanced him. "I've changed my mind," she said as they tumbled onto the bed.

Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan. Scrum is the framework I built to put those values into practice. There is no methodology.

21st century leaders will be growers, not knowers.

Agile processes harness change for the customer's competitive advantage.

The notion of "business as usual" is a harmful myth.

It is time to euthanize change management.

Most businesses would profit greatly from just applying Change Management 101 well.

Yesterday’s decision-making strategies are ill-equipped to deal with petabyte information flows.

The problem is not lack of competence, it is confidence without competence.

Creating change-agile businesses will eliminate the need for what we today call change management.

We need leadership books that offer information as well as inspiration. Pop leadership is one of the most destructive forces today.

Malcolm Gladwell puts the "pop" in pop psychology, and although revered in lay circles, is roundly dismissed by experts - even by the researchers he makes famous.

Humanity can not afford to have 21st Century businesses run on 20th Century science, and (worse) pseudoscience.

Most change strategy models are not very strategic – change strategy is an important lynchpin between business strategy and change tactics.

Emotional agility means being aware and accepting of all your emotions, even learning from the most difficult ones. It also means getting beyond conditioned or preprogrammed cognitive and emotional responses (your hooks) to live in the moment with a clear reading of present circumstances, respond appropriately, and then act in alignment with your deepest values.

Stay woke. Jump out of bed, even if it makes you dizzy. Listen to your voice, even if it startles you. Breathe in the smelling salt, even if it stings you. Stare into the light of the reality before you, even if it burns. If you get weary, ask for help—whatever it takes to keep your eyes open. Bask in the glow of conscious living. You are awake. This is when change happens.

Grit embodies—but is not the same as—resilience, ambition, and self-control. The University of Pennsylvania psychologist and researcher Angela Duckworth defines it as passion and sustained persistence in trying to achieve a goal over the very long haul, with no particular concern for rewards or recognition along the way. Resilience is about overcoming adversity; ambition, at some level, suggests a desire for wealth, fame, and/or power; self-control can help you resist temptations, but that doesn’t necessarily mean you’re persistently pursuing a long-term goal.

USE EMOTIONS AS INFORMATION. Horses use emotion as information to engage surprisingly agile responses to environmental stimuli and relationship challenges: (a) Feel the emotion in its purest form (b) Get the message behind the emotion (c) Change something in response to the message (d) Go back to grazing. In other words, let the emotion go, and either get back on task or relax, so you can enjoy life fully. Horses don’t hang on to the story, endlessly ruminating over the details of uncomfortable situations -- from an October 30, 2013 article on the Intelligent Optimist magazine

Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.

The digital age is Heraclitus on steroids: change is a daily constant. In almost every professional environment, we are expected to use and master tools that did not exist a decade ago, or even last year. For better or worse (and frankly, it is often for worse), organizations have access, essentially, to infinite amounts of data, and what might as well be an infinite variety of ways to sort through and act on that data. At the same time, ideas can be turned into reality at unprecedented speed. The thing Amazon, Facebook, and no less hot firms, including Zara, have in common is they are agile (the new-economy term for fast).

You’ve good speed and agility, and endurance enough. But you’ve no killer in the blood, and so you’ll always be bested.” Iona rubbed her butt. “I never planned on killing anyone.” “Plans change,” Branna pointed out. “Fix those flowers now, as it’s your rump that crushed them.

First, how could I protect my team from the incessant demands of the business and achieve what the Agile community now refers to as a “sustainable pace”? And second, how could I successfully scale adoption of an Agile approach across an enterprise and overcome the inevitable resistance to change?

The majority of the cost of a software project is in long-term maintenance. In order to minimize the potential for defects as we introduce change, it’s critical for us to be able to understand what a system does. As systems become more complex, they take more and more time for a developer to understand, and there is an ever greater opportunity for a misunderstanding. Therefore, code should clearly express the intent of its author. The clearer the author can make the code, the less time others will have to spend understanding it. This will reduce defects and shrink the cost of maintenance.

One of the kindest services a scrum master can do for his or her team and for the organization as a whole is to create transparency—to radiate information. Transparency allows us to see flaws, and when we see the flaws we can make the choice to do something about them. We can stop being victims of process and start being warriors of change.

Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.

SEVEN CHANGE MASTERY SHIFTS • Change Mastery Shift 1: From Problem Focus to Opportunity Focus. Effective leaders tend to perceive and to innovate on the opportunities inherent in change. • Change Mastery Shift 2: From Short-Term Focus to Long-Term Focus. Effective leaders don’t lose sight of their long-term vision in the midst of change. • Change Mastery Shift 3: From Circumstance Focus to Purpose Focus. Effective leaders maintain a clear sense of purpose, value, and meaning to rise above immediate circumstances. • Change Mastery Shift 4: From Control Focus to Agility Focus. Effective leaders understand that control is a management principle that yields a certain degree of results. However, agility, flexibility, and innovation are leadership principles that sustain results over the long haul. • Change Mastery Shift 5: From Self-Focus to Service. Effective leaders buffer their teams and organizations from the stress of change by managing, neutralizing, and/or transcending their own stress. • Change Mastery Shift 6: From Expertise Focus to Listening Focus. Effective leaders stay open and practice authentic listening to stay connected with others and to consider multiple, innovative solutions. • Change Mastery Shift 7: From Doubt Focus to Trust Focus. Effective leaders are more secure in themselves; they possess a sense that they can handle whatever may come their way; their self-awareness and self-trust are bigger than the circumstances of change.