Have you ever had one of those days (or weeks, or months) where you just feel stuck? What do I mean by stuck? That feeling that you are not making progress. That you are doing the same thing over and over and nothing is changing. Solving the same problem time after time and knowing that tomorrow you will probably be solving the same problems again. That feeling that you are working really hard but not really achieving anything.

If you do feel that way, I'm going to let you in on a secret - it's not just you. Unless you have talked openly to others about this (and how many of us have done that?), you probably feel like it's just you. That everyone else around you feels fine and is having a great, fulfilling experience. But they probably aren't. That feeling of being stuck is pretty common. Most of us have spent weeks, months or even whole careers feeling like that. It's not much fun. It's draining. Soul destroying. It leads to stress, burnout and just plain unhappiness. Fortunately, there is something you can do about it.

Last time we asked the question - "What makes a great leader?" and in order to answer that, we had to look at what it is that a leader actually does. What really is leadership? It turns out that the function of a leader is to allow large groups to work in a coordinated and purposeful way. Then we started to look at what sort of skills leaders are encouraged to develop and which of those skills really make the difference between a leader and a great leader.

The skills that really make a difference are not the ones that many people assume are the important ones. Technical skill in whatever it is you are doing is fairly unimportant. How driven you are personally is not that important. The reason for this is that those skills are ones that don't scale. Being technically good as the leader doesn't make the group any better once you hit the capacity of that one leader to dispense technical advice. Being driven to succeed as a leader doesn't make the group driven to succeed. Those things are individual things. They have a scale of one. What matters when leading groups are skills that scale across the whole group - things that lift the whole group up, not just the leader.

Last time we looked at how to transform large organisations by building capability internally rather than buying capability externally. There are a lot of benefits to this approach. It's faster. It's cheaper. It's more effective. But it does fundamentally change the way an organisation sees its agile transformation program.

Most of the time, a traditional coach-led transformation program is set up to minimise the disruption to staff. Apart from some training and a new way of working (and maybe a slight blurring of strict job titles), the organisation sees its staff doing pretty much exactly the same thing they were doing before the change. Developers develop, testers test, they just do it in a new, agile way. With an internally-led transformation, this is not the case. A significant number of staff will be involved in this program for a long time. This will impact their day jobs. So the first rule of internally-led transformations is - give people time.