Last time I talked about the importance of self care and how caring for self is what really enables caring for others. Care for self is what recharges our reserves and gives us the energy to do the same for others. Care for others without care for self is draining and unsustainable. This time I'm going to talk about some strategies for practising self care in stressful times. This really applies all the time but is particularly relevant when we are under unusual stress.

This past 12 months have been a very difficult time for many, if not most of us. Pandemics, lockdowns, work insecurity, added to natural disasters and a long overdue reckoning on racial injustice made for a very stressful time. During stressful times, self care is especially important and many people recognised that at the beginning of the pandemic. There was a lot of talk initially about using the lockdowns to reset and invest in self care (Covid baking, sourdough, cooking, exploring your neighbourhood, investing in home exercise equipment, colour coding your bookshelves). Followed a few months later by guilt and shame at not being able to maintain that initial drive long term. Many people found themselves paralysed and unable to even start the simplest of projects. Lots of time but no energy.

Last time we looked at care as a leadership strategy - how care for others is the key to great leadership. Leaders who truly care for the welfare of others and demonstrate that continuously are the ones who can lead their teams and organisations through uncertainty because their people are more willing to follow and try different things. Care builds trust and trust is needed if you want someone to move willingly out of their comfort zone and try something new. Particularly if that change will be an uncomfortable or difficult one.

There was one aspect of care though that I didn't talk about and it's a really important one - always remember that care is not just for others. Care for Self is really important, and, sadly, often overlooked. I have seen many leaders who care very deeply about their people and their organisation. They devote themselves to their organisation and their teams and they work tirelessly to make them better. And they completely neglect themselves.

Here in Australia (and around the world) we have seen crisis after crisis recently. In the last 6 months or so we have seen a horrific fire season that flattened whole towns and vast areas of wilderness. We have seen a global pandemic that has devastated lives around the world. We have seen the Black Lives Matter movement sparked by events overseas, but now shining a long overdue light on the lives of our Indigenous people and their often horrific treatment by law enforcement, and society in general. So far, 2020 has been a year of constant crisis.

It's an old cliche that every crisis is an opportunity in disguise. It usually pops up on awful inspirational posters or the social media posts of people who look insufferably smug. Sadly, it seems that those posters and smug social media folks are right. A crisis provides a shock to the system. It breaks the existing order. It forces a rebuilding and that rebuilding is where the opportunity is, if we can seize it.

Last time we looked at what it means to be a learning organisation. There are obvious benefits to having a learning organisation - better decisions, better products, better processes, better, well, just about everything. There are also some non-obvious benefits that are, in some ways, even more powerful than the obvious stuff - it turns out that learning is extremely motivating for people. Learning organisations tend to have very highly motivated, switched on, dedicated people in them and that gives them a huge advantage. It's not just that these organisations attract those sort of people, but the really amazing thing is that the people already in the organisation become more motivated when the organisation embraces learning.

It turns out that learning - getting better at something - is one of the key things that motivate us. When we talk about motivators in a work context we tend not to think about things like learning. We tend to think more about things like pay and bonuses. Psychologists who work in this field divide up motivators into two types - extrinsic (meaning coming from outside) and intrinsic (coming from inside). Things like pay, bonuses, company cars and the like are extrinsic motivators. Things like learning are intrinsic motivators. Guess which turns out to be more powerful? Yep. Intrinsic motivators win. Extrinsic motivators tend to work in reverse - the lack of pay is a de-motivator, but once you are paid fairly, more pay does not equal more motivation. So, what are intrinsic motivators and how do they work?

Hi Folks. Back after the new year (and a major unplanned upgrade to the blog that knocked me off air for a few months…so much for keeping up to date with maintenance) I’ll be kicking off with something I talked about at the end of last year - an in-depth look at my views on what an agile culture looks like. If you can cast your minds all the way back to 2018, I posted an overview of 5 things that I feel are the foundations of a good agile culture. To refresh everyone's memories (including mine) after the holiday season, here they are again -

• Supportive leadership

• Strive for quality

• Learning organisation

• Enable people 

• Enhance safety

Today I'll be looking at the first one - supportive leadership. Agile folks talk about this all the time by different names. Servant leadership, supportive leadership, people-focused leadership, and a host of others. We all mean the same thing. The trouble is, when we are asked "well, what exactly does that mean, we generally aren't very good at defining it, and are even worse at giving leaders real, practical guidance on what to do to become a supportive/servant/people focused leader. So here is my attempt.

Let’s look again at our team from the last post and take a closer look at the Team Lead. It’s easy to see how Fred got into the situation he was in. The job of Team Lead is very unclear in an Agile world. One of the agile principles is that all team members are equal so what does a team lead do? I usually recommend that teams don’t have a team lead. That forces them to look after themselves rather than relying on a team lead to do it for them.  Most large organisations though insist on having a Team Lead for every team. That’s OK. We can live with it. We just need to work out what an agile team lead does.

I recently coached a team that had a problem. Actually, they thought they had a lot of problems. Their builds were a mess. Their environment was unstable. Their tests were broken. They were finding it very difficult to get any work done. Their once excellent planning was starting to drift away from reality. When we started to look into these problems though, it became clear that all these problems had one single cause – their team lead.