PIA-MARIA THOREN

NICO & ELSA SIMPSON

 AGILE
PEOPLE
PICTUREBOOK
 Preamble

Don't let the light format of this excellent book

fool you. Although this is an easy and fun read,
the topic is dead serious. There is a crisis in how
we lead and organize work today.
Our organizations are not designed to keep
up with today's complex and rapid changing
demands. Nor are they fit for people.
This is reflected in low scores in engagement
Surveys around the globe and the challenge
to attract, grow and develop talent, especially
the younger generation. They have totally new
expectations of their work experience. They
demand highly engaging cultures, a compelling
purpose, opportunity to have a positive impact
and continuous growth throughout their career.

This book will give the overview and

introduction to all the Agile People concepts
you need to set you off on a journey towards an
agile organization, more fit for
people and the future.

Michael Gothe,
Agile Organizational Coach at Crisp

AGILE PEOPLE ® PICTUREBOOK

 Table of content

Introduction
Agile principles
Agile organizational structures
Agile HR
OKRs
Learning & Development

Psychological safety
Agile Leadership
Engagement
Agile tools & practices

System & Complexity

Graphic facilitation

AGILE PEOPLE @ PICTUREBOOK

 The future belongsto
organisations that embark
on the journey of adapting
to the environment and
releasing their employees
potential

-AGILE PEOPLE & PICTUREBOOK

 Chapter1
Introduction

To ensure teams are well crafted, motivated,

and successful, leaders must adapt to new ways
of working and thinking - they
must become agile.
We need to accelerate an agile mindset by
spreading the values of customer collaboration,
energized people, learning organizations,
inspiring leadership, and rapid change.
The Agile People Picturebook is a spin-off
project from the book called “Agile People - A
Radical Approach for HR and Managers (that
Leads to Motivated Employees)”. It summarizes
Agile People and the main messages from the
book in pictures and quotes and is a joint effort
between me and Nico and Elsa Simpson.
| first met with Nico and Elsa on a trip to South
Africa in November 2018 when | was giving
training in Cape Town. They helped to make this
book come alive with the drawings and quotes
and is an easy and fun read that will help
people to understand the why, what and how of
change for the future of work.
-

Pia-Maria Thoren

AGILE PEOPLE eo PICTUREBOOK

 In the struggle for survival, the
fittest win out at the expense of
their rivals because they succeed
in adapting themselves best to
their environment
The Darwinian hypothesis;
civilisations past & present

Survival of
the fittest

Choosing to adapt
Where have we actively chosen
to adapt in the past?
© PICTUREBOOK
 Agile People Mission
There is a shift happening in the world
of work. Organisations are becoming
more inspiring, human, and purposeful.
Organisations that are fit for humans and
the future. Business is becoming
a force for good.
Peoples potential is freed up to have.
a positive impact on people's lives,
community, and the world.
Our purpose is to accelerate this
transformation by spreading the agile
values of customer collaboration,
energised people, learning organisation,
inspiring leadership, and rapid change to
all areas of business and organizations.

AGILE PEOPLE ag PICTUREBOOK

 AGILE PEOPLE MANIFESTO
Agile People are curious and collaborate -
to create awesome value and innovative
solutions that meet human needs
(Engagement, Innovation, Curiosity)

Agile People actively embrace diversity and inclusion

to create communities where people feel safe
and truly belong
(Diversity, Safety, Belonging)

Agile People connect deeply with individuals,

businesses and SS
to create a culture where human ability is
nurtured, valued and unleashed
(Culture, Connection, Humanity, focus on broader society)

Agile People continuously pursue meaning

@ %
and purpose in life
to create a positive and significant impact
in the worla of work
(Purpose, Meaning)

Agile People actively seek opportunities to

experiment and learn
to adapt fast and thrive ina changing environment
(Adaptability, Experimentation)

*3* Kx Agile People promote transparency

across Organizations and teams
to enable trust, ownership and self-organisation
(Transparency, Commitment, Accountability, Self-organisatio
n) —
Agile People harness the power of boundary spanning
to facilitate proactive collaboration ;
across Organizational barriers
(Cross-Functional, Collaboration, Communication,
Learning)

The Agile People Manifesto was crafted in

a gathering in Smogen, Sweden,
in jure 2019 by 19 agile people from 15
countries all over the world
_ Bala Asirvatham, Cheryl Tansey, Claudio Lingua,
Ed Cadura, Gustavo Couto,
Helgi Gudmundsson, Inanc Civaz, James stone, Kjell
Tore Guttormsen,
Michele Stone, Mikael Leinskdld, Ola Berg, Pablo Delgado, Pan Wei Neg,
~ Pia-Maria Thorén, Steve Conard, Tamara Molinas , Wouter Bak, Asa Holmberg

_ AGILE PEOPLE © PICTUREBOOK

 Chapter 2
Agile principles

“Agile is a MINDSET, a way

of thinking, and a collection
of values around how work
should be organised in
a complex and -
ever-changing world”

AGILE PEOPLE & PICTUREBOOK

 Critically, agile is not
a method - it is a way of
thinking according to
a set of values.
Agile is a mindset.

AGILE PEOPLE 10) PICTUREBOOK

 Agile is a mentality that allows
people and groups to meet
challenges, learn quickly, and
respond to change.

Incremental approach
What would it mean for us to take an
incremental approach, work in small batches
and then evaluate?
@ PICTUREBOOK
 Agile is an
incremental approach.

How can we structure our work to complete

small batches or sprints, and then
evaluate and test?
@ PICTUREBOOK
AGILE PEOPLE a PICTUREBOOK
 Agile is a MINDSET, a way
of thinking, and a collection
of values around how work
should be organised in a
complex and
ever-changing world.

Agile mindset
How do we tap into the
human potential for creativity?

@ PICTUREBOOK
 We don't really
have to work
9-5 anymore.

Trust-based
management
How can we use experimentation and
trust-based management to increase our
employee engagement and ensure
longevity in the marketplace?
ie PICTUREBOOK
 If you are not clear on the
organization's why, the
employees won't be either.

Innovation happens
everywhere
Are we solely relying on a few at the top or
a specific department for innovation?
AGILE PEOPLE 16] PICTUREBOOK
 Within a sustainable system,
working becomes both a
challenge and a reward.

You are securing a future

by constantly innovating.
a) PICTUREBOOK
 When people feel better
they perform better.

Continuously reward
and yopheats: organically
formed teams
“What is the next step | can take
to make our dream a reality?”
® PICTUREBOOK
Waterfall presupposes that
the world is predictable,
which it categorically is not.
Waterfall Method is an
antiquated approach that
does not suit the pace of
change in today’s world.

The failure rate

is extremely high
because we cannot

t
control change
a c a d

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\ spe
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AGILE PEOPLE 19) PICTUREBOOK

 The Waterfall approach
requires extensive pre-
planning and zero deviation
from the plan.

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Waterfall model
Do your time-lines and project phases
allow for shifts in the marketplace or
customer feedback?
(20) PICTUREBOOK
 \

In 2001, a group of IT
professionals met at a ski resort
in Utah and wrote the Agile
Manifesto and the
Twelve Principles:
“We are uncovering better ways
of developing software by doing
it and helping others do it. |
- Through this work, we have come to value:

Individuals and interactions over

ses csr sass”

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Responding to change over

following a plan

“That is, while there is value inthe itemson

the right, we value the items on the left more”

AGILE PEOPLE 21) PICTUREBOOK

 The Twelve Agile
Manifesto Principles
These principles describe a culture in which
change |is welcome, and the customer is the
focus of the work.

© Customer satisfaction through early

and continuous software delivery
@ Accommodate changing requirements
throughout the development process
© Frequent delivery of working software
€ Collaboration between the business stakeholders
and developers throughout the project
© Support, trust, and motivate the people involved
@ Enable face-to-face interactions
@ Working software is the primary measure of
progress - Delivering functional software to the
customer is the ultimate factor that measures
progress
8 ]Agile processes to support
a consistent development pace
© Attention to technical detail
and design enhances agility
© Simplicity - Develop just enough
to get the job done for right now
® Self-organizing teams encourage great
architectures, requirements, and designs
@® Regular reflections on how to
become more effective

AGILE PEOPLE @ PICTUREBOOK

 Twelve Principles of
the Agile Manifesto

om
3 Satisfy Welcome changing
the customer requirements
a 6
~ 0

Deliver working Collaborate

products frequently daily

Ce
a

Motivated Face-to-face
individuals conversations

AGILE PEOPLE & PICTUREBOOK

 Measure of progress
through working products
o& Promote sustainable
development

Continuous attention to Simplicity

technical excellence is essential

Self-organizing Regularly reflect on

teams continuously improving

AGILE PEOPLE (24) PICTUREBOOK

 Agile strive for fewer
processes, systems, reports,
and checklists. They gobble
up management's time and
energy.

Function like a network

Do people have the freedom to act locally,
make decisions quickly, and communicate
freely with others and customers in real time?
@ PICTUREBOOK
 Qe (S),
Beotda
rd loi oii
Incremental

Originally described by Henrik Kniberg

AGILE PEOPLE 26) PICTUREBOOK
 The only true reality is
that we must adapt
to survive.

Real-time ,
feedback needed
Do you assume that you do not know and
cannot plan for what will
happen in the future?
@ PICTUREBOOK
 Smaller pieces mean delivering
faster and creating value as
early as possible for customers.

Breaking work down into

smaller pieces
Do we satisfy customers through
continuous value delivery?
AGILE PEOPLE (28) PICTUREBOOK
Big ban Big Small Highest
(High risk) increments increments value first
(Reduced
risk)

VALUE

« eal ©

Aim for the highest value first

AGILE PEOPLE (29) PICTUREBOOK
Agile focus on happy people
rather than bureaucracy
and rigid processes.

Less bureaucracy
AGILE PEOPLE (30) PICTUREBOOK
 @ Functional team creating business value

PN
at yf #
@ Return to incremental development
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AGILE PEOPLE a PICTUREBOOK

Agile is about being
able to adapt to
change - specifically,
the changing needs
of the customer.
The company must
understand what creates the
most value for the customer
and strive to deliver it
above all else.

AGILE PEOPLE & PICTUREBOOK

 What should we
continue, stop, or start doing?

Continuous learning
and improvement
AGILE PEOPLE & PICTUREBOOK
 Autonomy in the workplace
means that individuals can
control their own workflow
without being micromanaged.
They can make their own
choices and decisions about
what to work on, where to
focus their energy, and what
they need to learn.
Autonomy leads to less
stressed employees
and teams.

rs
_ Autonomy
AGILE PEOPLE 34) PICTUREBOOK
 People are working remotely
with increasing frequency.
They must be trusted to
organize their time and get
their work done in alignment
with the rest of their team
and organization.

It starts with trusting people

(35) PiICTUREBOOK
 Diverse organizations tend to
experience superior output, and
it's easier to achieve diversity
when people feel secure.
It’s also much easier to deal
with change when people are
comfortable with each other.

Relatedness
36] PICTUREBOOK
 The sense of injustice, or
perceived unfairness, always
stems from a comparison
with someone else.

Fairness
Do you act like a good gardener, creating
an environment that supports growth and
provide the prerequisite that
supports abundance?
ép PICTUREBOOK
There is no universal solution
for handling the pace of
| change,
but agile is the way to work
for the future.

© PICTUREBOOK
 Agile Maturity Pillars

Motivation
To make an organization hum, you
need to start with the people.

Areas of change
lf you want to be agile, ask:
Is there value in everyone
working in the same way?

Leadership & culture

Creating those good circles where
the culture and the structure
reinforce an strengthen each other.

-Structure ©
What changes can be made to
Support less management and
more collaboration? |

AGILE PEOPLE 39) PICTUREBOOK

 For agile to be successful, you
need to come to the stage where
you are not only using tools - you
have also changed your mindset
and work with new principles and
a new set of company values that
will come gradually from your
new agile culture.

@ PICTUREBOOK
 Chapter 3
Agile organizational
structures

_ “How we view other people

will affect how we structure
our management processes”

Pia-Maria Thoren

AGILE PEOPLE @ PICTUREBOOK

 Everyone is yearning
for a better way to
work together.

Soulful workplaces
Are you creating a workplace where people’s
skills and talents meet their deepest desires?
42) PICTUREBOOK
 A company
can thrive
when it has the
right blend of
structure and ©
chaos, which |
is in between
over-structured
and complete
disaster.
A little bit
of structure
is necessary
to focus on
productivity |
and creative
work, but too
much structure
stifles
creativity.

AGILE PEOPLE 43) PICTUREBOOK

 “This is what we want
to do, this is how far we
need to go, and these are
our limitations.”

Aligning constraints
Do people know the why behind what they
do, and do they know the rules of the game?
(44) PICTUREBOOK
 Decisions are made at the top
and implemented all the way
down the chain of command.

Hierarchical Organizations
Do you use a one-way,
top-down, silo approach?
AGILE PEOPLE @ PICTUREBOOK
 When you give smart,
talented people the freedom
to create without fear of
failure,
amazing things happen.

Flat Organization
Does your organization acknowledge that
communication has no regard for hierarchy?
@ PICTUREBOOK
 People will always talk and
Share ideas with each other,
regardless of the managerial
structure.

In real life, communication

flows like a network.
@ PICTUREBOOK
Knowledge will soon be the
only competitive advantage,
so the companies that can
learn and adapt fast are the
ones that will survive.

Hyper-innovative
and creative
(48) PICTUREBOOK
 Fit between VALUES and
STRUCTURE

If we trust Someone -
why detailed reports? |
If we value creativity and innovation -
why detailed, limiting job descriptions?
If we want cooperation -
why reward individual performance?
If we want to engage the whole self -
why numerical targets?
If we imagine equality -
why promote only some?
If diversity is important -
why so few women in top management?

Do you have a fit between the culture

(values and behaviour) on the one hand
and the structure (methods, processes,
and systems) on the other hand?

AGILE PEOPLE 49) PICTUREBOOK

 Agile is a seismic
mindset-shift.

“The key to success lies

in an organization’s ability
to adapt to change.”

Self-steering Nodes

AGILE PEOPLE 50) PICTUREBOOK

 The best solutions come from
working cross-functionally.

Many to many
How can we provide the best structures to
allow people to give their best efforts?
AGILE PEOPLE & PICTUREBOOK
 We need to learn how to
allow people to give their
best effort to the company
by enabling supporting
structures to emerge.

=[—> @Q@e-—=

Design structures
Manage the system, not the people?
CS PICTUREBOOK
 (Joshua Kerievsky)

Deliver value
Experiment continuously
and learn
rapidly

bf Make safety
a prerequisite

AGILE PEOPLE 53) PICTUREBOOK -

 att
“=

aoe
} Modern agile is like a
lighthouse that offers guidance
and illuminates the path.

AGILE PEOPLE 54) PICTUREBOOK

 Fear is the greatest
roadblock to creativity.

Abolishin
the culture of fear
Are we creating an environment where
people feel comfortable enough to make wild
suggestions, to say what's on their minds,
and to experiment without
judgement or penalty?
& PICTUREBOOK
 Switch to a structure that
focuses on customer value
over rules and policies.

Customer value
How can we enable people closest
to the issue to be the ones
making the decisions?

@ PICTUREBOOK
Reinventing Organizations
Frederic Laloux

Machine
i Army The goal is
to beat the
Highly formal competition;
roles within a achieve profit
ye hierarchical and growth.
ac pyramid Innovation
Constant Top down is the key to
exercise of command and staying ahead
power by chief control (what Management
to keep troops and how) by objectives
in fine, Stability (command
Fear is the valued above and control on
glue of the all through what; freedom
organization rigorous on the how)
Highly reactive, processes.
* Multi-national
short term Future is companies
focus. repetition of «Charter
Thrives in the past. Schools
chaotic * Innovation
environment Catholic Church
+ Accountability
Military
+ Meritocracy
Mafia
Governmental
Street Gangs Organizations
Terror Public School
Organizations System
Division of Formal roles
Labour (stable and
scalable
sions hierarchy)
authority
Processes
(long term
perspectives)
Teal Organisations
are complex, participatory,
interconnected, interdependent,
and continually evolving systems,
like ecosystems in nature.

58) PICTUREBOOK
Teal organizations

AGILE PEOPLE 59) PICTUREBOOK

 Running a business today
is less about the process than
it is about people, teams, and
relationships.

The word ‘process’ alone

indicates control
How can we do performance management
and learning without trying
to fit it into a process?
60) PICTUREBOOK
 Culture eats
everything
for breakfast!
AGILE PEOPLE @ PICTUREBOOK
 Chapter 4
Agile HR

"Traditional performance
management causes people
to focus on all the ©
wrong things”

AGILE PEOPLE (63) PICTUREBOOK

If we change the way our HR
processes work along with
our mindset, we obviously
Shape a different culture.
Fabiola Eyholzer

AGILE PEOPLE @ PICTUREBOOK

 w el
\ | RE<

“v
:
‘Manifesto for
Agile HR Development
We are uncovering better ways
of developing an engaging workplace
culture by doing it and helping
others do it.
Through this work, we have come to value:

Collaborative networks over

hierarchical structures
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That is, while there is value in the items on

the right, we value the items on the left more.
AGILE PEOPLE 65) PICTUREBOOK
 _ Central group HR can
support the shift towards
agile through:
Support flexibility, soeed, and
collaboration
Involve the customer in delivery
T-shaped HR people who can
take on many different roles
Teamwork (cross-functional)
Value stream based HR
Playing many different roles
Stable, high performing teams
Salary formulas and profit sharing
(can be performance related)
Supporting the organization
to perform
No-size fits all
Experimentation
Human view Y_
AGILE PEOPLE 66) PICTUREBOOK
 When HR managers hold on
to traditional ways of working,
learning, developing, and
planning, they are severely
reducing the possibility
for change

Lightweight and flexible

Are we focusing on customer value
over rules and policies?
@ PICTUREBOOK
 Traditional performance
management causes people
to focus on all the wrong things

Focus on strengths
How can we focus on strengths instead of
weaknesses when evaluating performance?
68) PICTUREBOOK
 IMPROVED EMPLOYEE
PERFORMANCE

Set and revise goals

What do | need to learn?
What competencies are necessary
to reach our goals?

Plan for development

Establish several small goals to make
it easy to change course.

Lead, serve and coach

When goals are achieved,
the agile start again.

Follow up
Share feedback and
celebrate successes

AGILE PEOPLE 69) PICTUREBOOK

 People have an intense
reaction to being assessed
ona rating scale because of
social threats.

Sandbagging
means setting
lower goals so
People put their own they can be
individual goals ahead achieved more
of the team, creating an easily.
unhealthy competitive
environment.

How can we get our annual performance

goals and ratings in sync with our
agile initiatives and goals?
70) PICTUREBOOK
 Use several smaller sessions
throughout the year.
Be transparent to
the rest of the team.
Allow the employee to decide on
the structure of the conversation.

@VO
vd

Open improvement
conversations
How can we focus on improvement for the
future, rather than judging the past?
> PICTUREBOOK
 Four phases of team
development:

@ Polite and tiptoeing

~@ Squabble and conflict
€) Calm and find a place
@ Focus on productive
work

rey

ma

Q),
2

: _ AGILE PEOPLE @® Picturesoox

 In uncertain situations:

“i We can’t know ©
what will happen.
Ga We need everybody's brains
to try to figure out the
best way forward.
3) Acknowledge your fallibility -
you are not perfect.
e Ask many questions.
& Show that you don't
have all the answers.

AGILE PEOPLE es) PICTUREBOOK

 Well-functioning teams do
more for each other than they
do for themselves.

One plus one equals three

Do you replace conflicts with constructive
discussions to focus on the same goal?
@ PICTUREBOOK
 Teams cannot achieve their
goals unless its members are
capable enough to complete
the necessary tasks and
experiment to find solutions.

Learn to succeed
Are you ensuring that everyone learns
what they need to learn to succeed?
75) PICTUREBOOK
 What do you think was your
greatest achievement?
What do you think was your
biggest mistake?
What do you think you need to change
to stay motivated and perform?
How do you think you have
progressed toward your ambitions?
What could I, as a manager, have done
to support you better?
What are your ambitions for
the next period?

=il
=
Feedback session
guidelines
The value of ongoing conversations
is immeasurable.
@ PICTUREBOOK
 General salary rule:
Market-based and fair

Compensation
Are we paying enough
to get the salary issue of the table?
AGILE PEOPLE @ PICTUREBOOK
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AGILE PEOPLE @ PICTUREBOOK
 A salary discussion doesn't
have to poison the
water at work.

Intrinsic motivation
~ When the secrecy surrounding the topic
is removed, there is a universally positive
impact on trust, motivation, and culture.
AGILE PEOPLE (79) PICTUREBOOK
 Yi¢;

SALARY FORMULA
Jurgen Appelo) |
_ Develop criteria for what
is important to reward
Weigh all the factors
against each other
Develop a formula to
calculate a salary that is perceived
as fair as possible by as many
people as possible.
Do NOT use bonuses as rewards.

AGILE PEOPLE 80) PICTUREBOOK

 Big rewards and bonuses
have been proven to decrease
performance and increase
Stress. Keep the rewards
Small and distribute
them often.

Give unexpected rewards

Do we celebrate accomplishments in public?
31] PICTUREBOOK
 Whenever something
has been accomplished,
regardless of how large
or small, it should be
accompanied by a
celebration.

Giving recognition
Do we make it easy for
co-workers to reward each other?
(82) PICTUREBOOK
 Celebrations serve to
reinforce learning and good
practices and give people
a sense of belonging and
togetherness.

=
Look for reasons to
celebrate.
4
Does your reward system emphasize
teamwork and de-emphasize money?
© PICTUREBOOK
Hire for attitude:
train for skill.

AGILE PEOPLE @ PICTUREBOOK

 Large organizations tend
to get mired down in
bureaucratic red tape and
nonsensical
hiring criteria.

Small team approach

Are you looking for people who will
complement your company and who
will add to your team?
85] PICTUREBOOK
 It might be more
important to look for
drive and passion than
the right competencies.

People can learn a lot

86] PICTUREBOOK
 “Can you do the job?”
Person's strengths and
weaknesses

“Will you love the job?”

What motivates someone |

“Can we work with you?"

Persons fit in the team

AGILE PEOPLE 87) PICTUREBOOK

 If an employee from your
organization encounters
someone who embodies the
company values, that person
should be brought in to meet the
team and assess how they can
contribute to the company.

Always recruiting
How do you include the team in the
decision-making process; and, at the end of
the day, how do you make sure
that the team has a say?
PICTUREBOOK
 Be transparent with
information on the company
website and make it easy for
people to learn about what
you stand for and value.

Attraction starts
with branding
How are we as a company
positioned in the marketplace?
© PICTUREBOOK
 Your employees are usually
your best resource for finding
other great people.

Transparency is key.
A simple and flexible approach to the hiring
process is ten times more effective than
a rigid, step-by-step program.
AGILE PEOPLE (90) PICTUREBOOK
 We need people who are
self-directed and
collaborative.

Don’t hire jerks!

Do your managers lead in a way that
releases motivation in others so they
can function optimally?
(91) PICTUREBOOK
The point is to allow people to
~work when, where, and
how they work best.

—. AGILE PEOPLE (92) PICTUREBOOK

 When people go to work,
they shouldn't have to leave
their hearts at home.
Betty Bender

(93) PICTUREBOOK
 Employee engagement:
An equation between
personal satisfaction and
organizational contribution.

AGILE PEOPLE (94) PICTUREBOOK

 Happy employees lead to
happy customers, which
leads to happy profit margins
and the fulfilment of the
company’s higher purpose.

(95) PICTUREBOOK
 Gallup
“State of the Global Workplace” Q12®

Questions
@ | know what is expected of me at work.
@ | have the materials and equipment
| need to do my work right.
© At work, | have the opportunity
to do what | do best every day.
@ In the last seven days, | have received
recognition or praise for doing good work.
© my supervisor, or someone at work,
seems to care about me as a person.
@ There is someone at work who
encourages my development.
@ At work, my opinions seem to count.
@® The mission or purpose of my company
makes me feel myjob is important.
© My associates or fellow employees are
committed to doing quality work.
@ | have a best friend at work.
® In the last six months, someone at work
has talked to me about my progress.
12 This last year, | have had opportunities
at work to learn and grow.
AGILE PEOPLE 96] PICTUREBOOK
 Engaged employees
feel connected to their
companies. They go to work
with passion and enthusiasm.
They drive innovation and
move the organization
forward.

Engaged employees
@ PICTUREBOOK
With connectivity at an all-time
high, working remotely is the
reality for today’s corporations.
The younger generation of
employees expect flexibility and
choices when it comes to where
and how they work

Flexibility. and choices

Do you understand that the current
workforce is global, connected, mobile,
transient, and multi-generational?
98) PICTUREBOOK
 The younger generation |
expects that they will be able
to work when, where, and |
how they desire.

AGILE PEOPLE 99) PICTUREBOOK

 The current workforce
expects workplaces that
are transparent, dynamic,
specialized, interconnected,
and performance driven.
The world is moving towards
a border-less existence,
meaning people are no longer
confined to their offices.

Autonomous Workforce
Can your workforce work anywhere, any time
of day or night, and however they choose?
@® PICTUREBOOK
 If career paths are needed
(which is not obvious), they
should be
as flexible as possible.

Succession planning
Is it possible to move up, down, out of
your organization and then back in again
to another function that fits the
circumstances of employees?
@ PICTUREBOOK
 Chapter 5
OKRS

"Objectives and key results

help to unify the whole
company towards one
common direction”

AGILE PEOPLE 103) PICTUREBOOK

 Ideas are precious,
but they're relatively easy.
It's the execution that’s everything.
John Doerr

To step towards the future, build

a goal model centred on creating
customer value in everything the
company does.

How can | make creating customer value

our central principle and use it as a
guidepost for decision making?

AGILE PEOPLE 104 PICTUREBOOK

ALIGNED AUTONOMY

High autonomy
People decide HOW
to reach their goals.

High alignment
People are moving
in the same direction.

AGILE PEOPLE 105 PICTUREBOOK

 For goals to be effective,
they need to be inspiring.

Goal-setting
AGILE PEOPLE @ PICTUREBOOK
 If you want engaged
employees and a culture
of exploration and
experimentation, the goals
must have some pizazz.

Do our goals convey a sense of

excitement and purpose?
@ PICTUREBOOK
 Sandbagging is when
employees establish low-
performance targets so they
can more easily meet their
goals and receive a bonus.

Sandbagging
Employees do as little as possible, and
managers squeeze them to death.
@ PICTUREBOOK
 Objectives and key results
help to unify the whole
company towards one
common direction.

Objectives and key results

Are our OKRs connected, transparent,
progress-based, adaptable, and aspirational?
@ PICTUREBOOK
 Objectives should be
qualitative, not measurable.
They should be ambitious,
time-bound,
and actionable.

Objectives are
stretch goals
Do our objectives require stepping
outside of the comfort zone?
@ PICTUREBOOK
 Key results should be based
on outcomes, not tasks, and
they should focus on where
the employee is now and
where they want to be
in the future.

Key results are

extremely measurable.
Are you focusing on outcomes - what you are
trying to achieve - rather than activities?
@ PICTUREBOOK
 Focus on improving in
a common direction.

Do NOT use OKRs for

appraisals or bonuses. It
spoils the concept of trust
and honest conversations.
AGILE PEOPLE @ PICTUREBOOK
 Chapter 6
Learning & Development

"Failure is simply
a part of constant
learning”

AGILE PEOPLE @ PICTUREBOOK

 The only competitive
advantage that remains
is knowledge, continuous
learning, and innovation.

The company that learns

the fastest and transforms
the learning into new
products and services
will have a competitive
advantage.
14) PICTUREBOOK
Learning as a lifelong process
The most pressing task is to
teach people how to learn.
Drucker

He
et 2
io. [
ww.

AGILE PEOPLE 115 PICTUREBOOK

The whole organization benefits
from nurturing all people to
better themselves.

Building internal
knowledge and skills
leads to faster innovation
116) PICTUREBOOK
 When people
learn as ateam,
they have the
opportunity to
reach group
goals faster and
easier.

(24
O Y
Av A
a E )

Continuous
organizational learning
Do you innovate by focusing less energy on
trying to achieve perfection and more
energy on accepting mistakes?
@ PICTUREBOOK
 Shorter work cycles and
project retrospectives are
an effective strategy for
overcoming the
fear of action.

Team learning
Starts with dialogue.
@ PICTUREBOOK
Stop making assumptions
and interact on a real level

Organizations are dynamic systems in a state

of continuous adoption and improvement.
AGILE PEOPLE @ PICTUREBOOK
 Failure is simply
a part of constant
learning.

Fail fast
Are you creating an open environment, where
experimentation is encouraged, making
mistakes are acceptable, and different
viewpoints are welcome?
@ PICTUREBOOK
 We need cross-functional,
interdisciplinary, continual,
self-directed formal
and informal education.

Learning is
a never-ending process.
® PICTUREBOOK
 People learn most effectively
in small chunks.

Invite to mingle
Are you creating environments that invite
people to communicate and mingle?
AGILE PEOPLE 122) PICTUREBOOK
 People who develop a broad
and general competence base
with deeper knowledge
in particular areas.

T-shaped people
23) PICTUREBOOK
 T-shaped people mean
increased flexibility because
they can swap tasks and try
on several different hats.

Decreasing bottlenecks
Are people able to work together in
small, shifting, and evolving teams?
@ PICTUREBOOK
 Job descriptions are boxes to
Stand on, not live in

Develop in any direction as

long as it benefits the
whole organization.
Are your job descriptions foundations
for growth instead of restrictions?
125) PICTUREBOOK
 Lunch and learn
facilitates quick learning
Do people use their lunch hour to
exchange ideas and try out new things?
@ PICTUREBOOK
rar
Having a partner helps
to make people more
accountable to themselves,
their buddy,
and the company.

ayal KH
/

Pairing
Do people pair up to design, test, manage, -
or simply explore new ideas together?
@ PICTUREBOOK
Self-education is, | believe,
the only kind of
education there is.
Isaac Asimov

- AGILE PEOPLE EB eicturesoox

 The people who have
extensive knowledge in a
particular area are considered
an “informal leader.”

When team goals change,

so does the
informal leader.
129 PICTUREBOOK
 Tomorrow's companies
- embrace continuous
learning and development
as an investment

AGILE PEOPLE 130 PICTUREBOOK

 Chapter 7
Psychological safety

eo
ware,

“Where there is trust, there is

autonomy, and where there
is autonomy,
there is productivity”

AGILE PEOPLE 137 PICTUREBOOK

There are many situations
where, if people felt
psychologically safe and
asked the right questions,
mistakes could be avoided.

Psychological Safety
& PICTUREBOOK
S
Psychological
Safety

$
We are
not afraid to...
Be ourselves

Make mistakes

Ask questions
Take risks

Raise problems
Disagree

AGILE PEOPLE 33) PICTUREBOOK

 Where there is trust, there is
autonomy, and where there is
autonomy, there is productivity.

AGILE PEOPLE & PICTUREBOOK

 The experience of social pain,
while temporarily distressing
and hurtful, is an evolutionary
adaptation that promotes
social bonding and,
ultimately, survival.
Naomi Eisenberger

Social pain
Do you remember that employees experience
organizations as a social system, not as a
system designed for economic transactions?
& PICTUREBOOK
 Chapter 8
Agile Leadership

Modern leaders face a dual challenge. There is a

way we collaborate in groups and teams.
The way leaders can lead is framed by those
that follow them... in what ways do
we like to follow?
The plain fact is that we do not like to follow
leaders whose approach is based on control
and command anymore. What we like to follow
is instead based on principles like agency,
contribution, transparency, delegation,
and inclusivity.
Organisations seek increased agility at all levels,
then the need for more collaboration, more
teams, and better teamwork also increases.
The need for effective leaders becomes more
important than ever before. In effect, the role
of the team leader becomes one of the most
important in the whole organisation. As leaders,
it's time to elevate our game. Its time to become
an enabler, someone who support and clears
the way to make it possible for people and
teams to collaborate, produce, thrive, and
be happy at work.
That is what Agile Leadership is about. ~

Helgi Gudmundsson
Agile People Coach & Facilitator

AGILE PEOPLE & PICTUREBOOK

 I
RAY —~
Agile leadership...
... Is about people: empowering
them, letting them take control
of decision making, choosing
effectiveness, doing the right
thing, and setting the direction.
...1S about focusing on tasks,
speed, efficiency, good
practices, and helping teams
direct their energy and —
activities productively.

AGILE PEOPLE 138 PICTUREBOOK

 It is not practical or
realistic to assume
that an entire
company can be
managed from
a control tower.

Delegate decision making

Are you a company of self-steering nodes?
& PICTUREBOOK
 Human viewX

Dislikes work and

will avoid it iy!

Must be forced or bribed

to put in effort ;

Lack ambition and

dislike responsibility

Motivated by money
and job security a

Lacks creativity and G3

resist change \V V7

AGILE PEOPLE 140) PICTUREBOOK

 Human viewY

Driven byjob
ee satisfaction {tT

Actively seek work

Show ambition and

seek responsibility

Motivated by a desire
to realize your own
potential

Creative and
ingenious

AGILE PEOPLE @ PICTUREBOOK

 One of the reasons some
people are resistant to agile is
because it levels the playing
field. Control and power
are spread democratically
throughout an organization.

Replacing
the concept of
‘boss’ with self-
management
@ PICTUREBOOK
You manage things;
You lead people
Admiral Grace Murray Hopper |

AGILE PEOPLE 143 PICTUREBOOK

 Traditional company
structures date back to the
command and control model.

Your team is an organic

system, not a machine
Are your management and HR processes
built on distrusting people?
® PICTUREBOOK
»
Agile leadership
is brain-friendly
leadership. >
It nurtures Se
the parts
of people’s
psyche that
allows them to
operate at the
highest level
of functioning
while avoiding
circumstances
or interactions
that cause
people to
shut down

AGILE PEOPLE @ PICTUREBOOK

The goal of agile leadership is
to delegate as much power as
possible to the employees.

Bottom-up approach
Are leadership informal and do
communication flow freely
between everyone?
AGILE PEOPLE @ PICTUREBOOK
 New leaders
Lead a community full of
internal social activists
Drive a cause with volunteers
Guide a social movement
of brokers
Broker peer-to-peer networks —
with widespread teaming up
Invest in business campaigns
Compile opinions and ask
people :
Live non-negotiable
behaviour on the
ground
Help structures
self-reconfigure as
needed without noise
or hassle.
: Speak human
«a ) language
Love their work
Make a visible impact

AGILE PEOPLE 147 PICTUREBOOK

 We cannot predict what
is going to happen or
when. It all depends on the
relationships, the people,
the system, the structures,
the processes, and the
organization itself.

Support complete
transparency
Do you look at the whole picture?
@ PICTUREBOOK
 Continuous improvement
requires continuous learning
and the opportunity to
experiment and make small,
calculated mistakes.

C)

Improve everything
all the time
Are you always looking for ways
to get better across all channels?
@ PICTUREBOOK
The seven levels of delegation
“Delegation Poker” from Management 3.0

Tell

Sell

Consult

Agree

Advise

Inquire

@2o6€C0860U6UCUCOOWUCUCOO
Delegate

AGILE PEOPLE 150 PICTUREBOOK

We have to unlearn jumping
in and telling people what
to do. We have to stop
dictating what people are
Supposed to do, and instead,
work on empowering them.

@ PICTUREBOOK
 The Gmail story proves that
good things happen when you
allow people to relax into their
creative head-space.
It’s a more productive approach
than having employees fill out
forms, adhere to checklists, and
constantly report on
their progress.
When there is trust, there is
no need for constant reporting
~ anyway. The only reason
for all the reporting is to
maintain control, and in agile ©
management, control
is distributed.

AGILE PEOPLE 152 PICTUREBOOK

Managers need to focus
their activity on keeping
people actively and
creatively engaged and
motivated.

Energize people
 Leaders who fear
powerlessness fail to
_ understand they are
not dealing with a
zero-sum game.

Holding on to an ‘I win, you

lose” mentality does not
serve the greater good of
the team or company.
154) PICTUREBOOK
 Managers become more
powerful once they give
power to others, or delegate
responsibility.

When power is distributed,

we all win.
Is the fundamental anchor
of your team, trust?
55) PICTUREBOOK
 CEO

Chief Enabling Officer

AGILE PEOPLE 156 PICTUREBOOK

 ,

Chapter 9
ae
ee
YE
TEES
Engagement

“Motivation can only come

from within. It is triggered
by people’s inner drive and
desire to make something
happen”

AGILE PEOPLE 57) PICTUREBOOK

 People behave differently
when they know they are
working towards a higher
purpose that supports a
Shared dream.

1. Create better engagement:

_ Find adream
with the power to unite.
@ PICTUREBOOK
 A good laugh prolongs life!

2. Create better engagement:

Have fun at work
Do you create opportunities for laughter
and camaraderie?
59 PICTUREBOOK
 The culture of control
is hindering employee
engagement and performance.
The tighter the reins, the less
control management
actually has.

3. Create better engagement:

Empower people
60) PICTUREBOOK
 A culture of transparency
serves to replace many of the
policies and rules that would
otherwise exist.
Don’t underestimate the
power of peer pressure,
which has more sway in
a group setting than an
unspoken expectation.

4. Create better engagement:

Create an environment
of transparency
@ PICTUREBOOK
Most people want to know
how they're doing and
if their work is valuable.
Feedback gives them the
wings to fly.

5. Create better engagement:

Provide feedback
@ PICTUREBOOK
 The perks of providing
feedback are that it can be
delivered quickly, it’s free,
and its impact has a lasting
positive effect.

6. Create better engagement:

Use constructive criticism
63) PICTUREBOOK
 Winning teams know how
to regroup and redirect
their attention to the vision
and mission that support
the dream.

CY

7. Create better engagement:

Keep a laser-like focus
164) PICTUREBOOK
 If someone does their best
thinking after midnight, so be
it. If someone wants to work
from a remote jungle and
Zoom into team meetings -
that's fine too.

8. Create better engagement:

Create a high degree of

freedom and flexibility.
@ PICTUREBOOK
 Quality suffers
when people have too much
| on their plate.

AGILE PEOPLE G& PICTUREBOOK

 Motivation can only come from
within. It is triggered by people's
inner drive and desire to make
something happen.

AGILE PEOPLE 167 PICTUREBOOK

 We need our businesses to
create a culture where it’s easy
to be committed and positive,
where it's easy to understand
the company’s overall goals,
and how the team and
| can help to achieve them.
And, where | feel respected,
listened to, and valuable.

((

AGILE PEOPLE 68) PICTUREBOOK

 Measure engagement with
three questions:
@ What feels best right now?
@ What feels the worst right now?
€) What can you or your boss do to
increase your Satisfaction?

ee
ef
S ava ~
aw

AGILE PEOPLE 169 PICTUREBOOK ——

AGILE PEOPLE 179 PICTUREBOOK
 Chapter 10
Agile tools & practices

“The idea is that you can

deliver a product according to
plan, shorten the lead-time,
and communicate faster and
clearer by focusing on one
task at a time”

AGILE PEOPLE @ PICTUREBOOK

Dealing with work in small
batches is a common
practice in agile

Deliver in bite-sized sections

AGILE PEOPLE @ PICTUREBOOK

 The brain loves visualizing
through pictures, models, and
drawings.

Visualizing where you are

Do you enhance understanding by
using visuals to create consensus?
@ PICTUREBOOK
 In a culture of
experimentation, it must be
okay to fail.

Foster an environment of
experimentation
AGILE PEOPLE @ PICTUREBOOK
 Scrum
The idea is to reduce complexity
and focus on building products
and services that directly meet
the customer's needs.
Providing value for the customer
is the primary goal and
transparency, evaluation, and
continuous improvement is built
in the form of daily stand-ups and
retrospectives.

AGILE PEOPLE @ PICTUREBOOK

AGILE PEOPLE 176 PICTUREBOOK
 Short work cycles ensure
constant improvement, quick
learning, and encourage
listening to and utilizing
customer feedback.

@ PICTUREBOOK
 The team decides how work is
performed and tasks
are dispersed.

Work is accomplished
fluidly
Do all team members share responsibility
for the results of their efforts?
@ PICTUREBOOK
 The product owner owns the
product backlog, which is a
list of features, goals, or to-
do items that constantly shift
based on the feedback from
various stakeholders.

Product owner
Product owners are also responsible for the
overarching vision for the product, so they
make sure the development team is working
on the right initiatives.
79) PICTUREBOOK
 Scrum teams conduct
sprint-planning meetings.

DISTRACTION

SCRUM MASTER

Scrum master
Are you making sure that the team isn't
disturbed or distracted while
working on a sprint?
80) PICTUREBOOK
 The daily stand-up
meeting requires 100
percent transparency and
vulnerability, which takes a lot
of courage.

&>
‘S
3) N

-P

Daily stand-up meetings

Are your stand-ups quick and efficient and
never last longer than fifteen minutes?
81 PICTUREBOOK
 Once the sprint is over, the
team presents the result to
the customer in a sprint demo
meeting, where the customer
gives feedback that goes
into the backlog.

Sprint demo meeting

182) PICTUREBOOK
 The minimum viable product
is the least possible ‘thing’
that a team can deliver to the
internal or external customer
that creates some
sort of value.

Minimum viable product.

83) PICTUREBOOK
 At the end of each sprint, the
team meets to examine what
worked and what didn't.

MORE
KEEP LESS

STOP START

Sprint retrospective
Do you look for areas that can be improved,
changed, or introduced between sprints?
AGILE PEOPLE @ PICTUREBOOK
User stories identify the WHO,
the WHAT, and the WHY
behind projects.

User stories |
Are you using your product backlog as a
resource for high-level,
bare-bone user stories?
AGILE PEOPLE 85) PICTUREBOOK
Scrum is not an ad hoc tool;
it's a very focused way
of approaching work.

Scrum
Do you use a fixed structure and
a specific procedure?
AGILE PEOPLE 86) PICTUREBOOK
 The idea is that you can
deliver a product according to
plan, shorten the lead-time,
and communicate faster and
clearer by focusing on
one task at a time.

KANBAN
Do you promote better communication
through visual project management?
87) PICTUREBOOK
8080
DUE TO00 OONG OONE

AGILE PEOPLE PICTUREBOOK

 The advantages of
agile

High visibility through project

cycles due to the use of daily
Stand-up meetings.
Shorter feedback loops are
leading to reduced risk and
increased learning.
Dividing work into sprints
allows the organization to
deliver value regularly to the
customer and get
results faster.
Continuous customer
contact through real-time
demos allows for immediate
solutions to complex projects.

AGILE PEOPLE 89) PICTUREBOOK

 The SCARF Model
David Rock - 2008

Status - our relative

importance to others.
Certainty - our ability to
predict the future.
Autonomy - our sense of
control over events.
Relatedness - how Safe we
feel with others.
Fairness - how fair we
perceive the exchanges
between people
to be.

AGILE PEOPLE 1199 PICTUREBOOK

 Humans are biologically
programmed to care about
Status because social acceptance
impacts the ability to survive. It’s
much easier to exist in the pack
than out on your own as
a lone wolf.

No lone wolf
197 PICTUREBOOK
 Most employees in large
organizations learn how to
handle criticism and hard to
swallow information. They
become ‘transactional employees’
who only give what they feel they
are getting in return.

Transactional employees
& PICTUREBOOK
 Everyone on the team
must adopt a management
mindset to take care of
the organization and make
decisions that will have the
best possible outcome for it.

Management is too
important to be left to
the managers!
Jurgen Appelo
@ PICTUREBOOK
Positive feedback triggers the
Status section of the brain.
It doesn’t require a large
reward; only a small display of
appreciation is enough to tap
into that section of the brain.

Positive feedback
194) PICTUREBOOK
 Familiar situations allow the brain
to relax and go into autopilot.
Being in uncertain situations
requires extra energy and
focus on coping.

Certainty
When handling uncertainty, do you break it
down into smaller, more manageable pieces?
195) PICTUREBOOK
 To decrease feelings of
uncertainty surrounding an
obstacle, managers and a
leader should make all related
information as transparent
as possible.

Transparency makes
coping with uncertain
situations less stressful.
& PICTUREBOOK
 Chapter 11
System & Complexity

“The future belongs to

companies that embark on
the journey of adapting to the
environment and releasing
their employees’ potential”

AGILE PEOPLE 197) PICTUREBOOK

 One of the big
misconceptions is that
agile organizations have no
structure, no bosses, and no
documentation - the very
picture of anarchy.
In fact, agile organizations
have the ability to both
create change and respond
to it. They are constantly
balancing between flexibility
and stability. ©

=. © AGILE PEOPLE 198) PICTUREBOOK

 Complexity comes into play
when dealing with people
and relationships. People
are not predictable, so you
don't know exactly what's
going to happen next.

High degree of uncertainty

99) PICTUREBOOK
 Everything happens at once
across all channels and can't
be governed by a single,
central authority.

Complex systems are more

than the sum of
their parts.
Do you spread governance
among all the parts?
a PICTUREBOOK
 Complex systems tend
to be spontaneous,
disordered, and vibrant,
especially on the
brink of chaos.

Complexity theory
& PICTUREBOOK
In chaotic times
do something
and see what
happens ~
Marielle Heijltjes

AGILE PEOPLE 202) PICTUREBOOK

 Agile is suitable in complex
situations and actually prevents
them from tipping over
into anarchy.

AGILE PEOPLE 203 PICTUREBOOK

 The future belongs to
companies that embark
on the journey of adapting
to the environment and
releasing their
~ employees’ potential.

AGILE PEOPLE 204 PICTUREBOOK

 Chapter12
Graphic facilitation

The illustrations in this book have been

done by our friends and partners
Nico and Elsa Simpson.

Their belief in a graphical way of

explaining “anything”, is in this last
chapter explained more in detail

We hope that you enjoyed reading this

book and see that “serious” matters can
be explained in a more interesting way

AGILE PEOPLE 205) PICTUREBOOK

Unchain the energy Funnelling knowledge
AGILE PEOPLE 206) PICTUREBOOK
The a-z
of graphic facilitation
Graphic facilitation is a way of using concept illustrations that
facilitates the process, captures the insights and moves the
group forward through graphic illustrations.

© Action Megaphone
A visual process analysis acts like an action megaphone. It clarifies
which actions are important and urgent to take. It motivates people
to self-organize around the vision and work collectively towards a
common goal. A clear visual process becomes a source from which all
sustainable and
consistent action flows.

© Light up the brain

The illustrations capture the rational as well as emotional content of the
process. This light up participants brains ‘like a Christmas tree.”

@ Cut to the chase

A visual process ‘cuts’ directly to the ‘chase.” It is a short-cut to big
picture insights and a common map of understanding. This accelerates
innovation and efficiency.

© Diversity
Graphic Facilitation can enable effective communication with diverse
groups, no matter how big the group. It can do this because it uses a
variety of learning styles and accommodates different levels of literacy
and abilities.

© Unchain the energy

Sometimes one needs a fresh method of communication to unchain
the energy of a group. Graphic Facilitation concentrates the people,
securing focus through catching their ideas. This leads to synergy and
have an energizing impact on team awareness, drive, and organization.
-

@ Funnelling knowledge
To understand complex information at a glance a group must generate
creative ideas and then funnel this knowledge into a work plan. A
Graphic Facilitator can help people see what they currently know -
without taking sides. When the group see what they are thinking it
almost always helps them ‘get their head around’ fussy situations.

AGILE PEOPLE 207) PICTUREBOOK

 cy im
Getting on same page Record hidden insights

><

Innovative metaphors Juxtaposed juggling

Explicit knowledge Listen on meta level

AGILE PEOPLE 208) PICTUREBOOK

© Getting on the same page
Often groups have trouble getting on the same page. Leaders then
need to help people get clarity and get focused. They want to facilitate
understand for one another and work through difficulties and group
dynamics. The point is to focus a groups understanding and figure out
what to do.

@ Record hidden insights

lllustrating a person's thoughts increase everyone's focus and clarity.
It is an effective way to open up and record deeper understanding and
hidden insights. When you ‘draw’ on the wisdom of all the people in the
room it opens up more profound insights and lead to better decisions.

@ Innovative Metaphors
Metaphors can unleash new thinking. Visual metaphors generated by a
group often enlighten and lead to innovative new ideas.

@ Juxtaposed juggling
To understand business processes companies need juxtaposed ideas
and juggle contradictions so nothing is lost or overlooked.
Juggling insures that subtle relationships are honoured and not only
shown in a linear format. Juxtaposing helps with seeing the big
picture and the details simultaneously.

@ Explicit Knowledge
Graphic Facilitation is a type of explicit group recall. It is a way
to capture the views of participants in real time and making this
knowledge available to the whole group.

@ Listen on meta level

For groups to move forward leaders need to help them move beyond
the group politics and listen on a meta level - deep listening. The visual
representation catalyses dialogue and invigorates thinking
during meetings.

@ Multifaceted Problem solving

Solving complex problems requires that we use the perspectives and
creative insights of diverse people. Visual illustrations are an effective
tool for capturing the complexity of the problem and promoting
healthy way of thinking.

AGILE PEOPLE & PICTUREBOOK

 Multifaceted problem
solving

Open window

Quickened communication Real time consensus

AGILE PEOPLE a PICTUREBOOK

@ New cards
Graphic recording captures the emerging thinking and dynamic
process of the group when minds meet. It steps up and boosts group
efforts and ultimately produces ‘new cards.’

© Open a window
Rich pictures help open windows on situation that carries a degree of
complexity. Rich pictures show relationships, perspectives, action,
time, journeys, and vision.

@ Project and product planning

Some scientific research has shown that visual language can shortens
meeting time by almost a quarter. It aids in the decision making
process, and assists in planning and implementation.

© Quickened Communication
A plain visual story can help communicate your ideas in a clear,
gripping and quick way. The illustrated information can easily be
shared afterwards, making the meeting easily to grasp and rapidly
promotes the free flow of ideas across an organization.

@ Real time Consensus forming

For consensus forming a groups needs rapid, in-real-time synthesis
of ideas and processes When participant's ideas are drawn out in real
time the group not only stays on topic but conflicts are also minimized
as the group sees the equal presentation of multiple perspectives.

© Sparking fresh ideas

By returning to our visual roots, and realizing images are integral to
sparking innovation we help groups be innovative and spark fresh
ideas. The process combines a world based on words and numbers
and a world where insights are based on the metaphoric images.

@ Thinking made tangible

Seeing our thoughts illustrated in a tangible way help us face complex
multi-faceted problems. Build refined systemic understanding and
brings broad strategic insight.
-

@ Unlocking Understanding
Graphic Facilitation unlocks participant's ability to voice their
understanding. While the audience watch and engage in its creation
participants can add and recognize their own Aha! Moments.

AGILE PEOPLE 217 PICTUREBOOK

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Whole-brain engagement Xploratory playfulness

AGILE PEOPLE 212) PICTUREBOOK
@ Visual Flow
Images, illustrations and symbols, colours, pictures and groupings
become a visual flow of the ‘as is’ scenario. This becomes the
background upon which the group can imagine an improved process.

@ Whole-brain engagement
Graphic facilitation uses imagery as a way of drawing out group
thinking, helping groups “see what they mean”. The use of imagery
combined with structure kindles whole-brain engagement.

© xploratory Playfulness
Concept illustrations help groups break new ground, probe, prospect,
scout, search, examine and inspect. All this is done in a cheerful, joking,
light-hearted, lively and playful way.

@ Yield a conceptual map

Visual images can catalyse the discussion in a group and supply a
common map of the issues in question from which people can move
forward with a shared sense of understanding,
ownership and purpose.

@ Zooming in on gaps
Paradoxically seeing the big picture help groups zoom in on the gaps
in the process. Visual plotting help groups to discover and name these
process gaps without getting bugged down in the detail.

Yield a map Zooming in on gaps

AGILE PEOPLE 213) PICTUREBOOK

Copyright © 2019 Pia-Maria Thoren
All rights reserved.
151922119
Illustrations by Nico and Elsa Simpson

Agile People Picturebook

ISBN 978-91-519-2211-9 Paperback 789151" 922119

AGILE PEOPLE 214) PICTUREBOOK

If you are serious about changing the way your
organization operates, this picturebook is an essential
and fun read to understand what you need to start and
stop doing to create the necessary conditions for the
future of work.

Pia-Maria Thoren is the Swedish author of the successful

book "Agile People, a Radical Approach for Employees
and Managers (That Leads to Motivated Employees).”
In this picturebook, Nico Simpson, a graphic artist from
Claripics, South Africa, complements the text from the
book with his easy-to-grasp illustrations that deepen
the meaning of the messages.

The Agile People Picturebook is for every-

body who wants to understand more
="\\) about business and people agility and how
k to create that common direction where
)¥ People are intrinsically motivated to give
|" their best at work every day because they
. want to, not because they have to.
! i Leadership is about making people go in
re direction that you want them to go because THEY
want to go in that direction.

If you want to know more about what you can do to

increase awareness about people and agile, go to
agilepeople.com and contact us for any questions or
more information.

nna 21159

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