Schlagwort-Archive: Self-image

Conserve energy in agile activities

Agile activities are determined by the acting people, who produce seizable results. Each particular aspect that makes a contribution to the overall outcome is thereby of interest. These are on the one hand the memetic results – ideas, topics, concepts, models, plans and practices. On the other hand it’s a matter of the physical products – prototypes, parts, components and assemblies. In order to exploit the opportunities of agility, the acting people need a constant energy level. Nothing else remains to be done by the managers than tackling things or doing anything, so that the involved people do not work to hard, not to burn out, but to conserve their energy.

The stamina of employees in the context of agile projects and, above all, the duration of a high agile energy level are apparently not yet analyzed. Factors that affect the duration and encourage on a long-term basis are among other things the following aspects.

  • Positive self-image
    A positive assessment of the self-esteem results from the own, recognized strengths (e.g. skills, creativity) and the controllable weaknesses (e.g. impatience, being nutty on details). The self-image is often reinforced by the comparison with other people.
    The manager should suppress all disturbing impulses, like the feeling of competing with the employees, in order not to put scratches on their self-image.
  • Aligned doing
    As soon as the employees have found their direction; they become bound to everything that goes into this direction. All thoughts turn around planning, execution and implementation of the various parts as well as around similar results that other people created.
    The manager can foster this momentum, by providing appropriate material, trainings and events for the employee.
  • Real autonomy
    The feeling of having control of your own fate and to determine your own career with suitable measures create self-confidence that allows admitting difficult tasks. This results in a confident attitude that achieves more than a negative.
    The manager is crucial for the elbow spaces that are available to the employees. This takes place on the one hand through the fact that they do not interfere into each detail as well as to prevent on the other hand that others limit the autonomy of the employees.
  • Official acknowledgment
    The results that are obtained by the employees, should be honored by the internal public. This can take place through respective publications in the available media, mentions within given events or through appropriate trophies (e.g. certificates, cups, and badges).
    The manager is responsible to take care that the employees are praised and/or for the fact that deliverables become officially visible.
  • Equal workload
    Dependent on the employee type they work with their personal rhythm. There are morning and evening beauties, short-distance and long haul runners as well as short- and long-winded, rhythmic and flowing characters. It is common for all that an interruption of their work is counter productive, since the resumption of the thread always takes a lot of time.
    The manager should know the rhythms of their employees and do everything that they are not thrown out of their rhythm or will be interrupted.

Whereas leaders in the past intervened from above with defaults, demands and instructions in order to prove themselves, now the conception of the world is put upside down. With the old approach they would destroy the mechanisms that keep the employees moving. In agile environments they carry the needs of all employees on their shoulders.

Bottom line: The pro-active actors are located in the center of a self-organized world. Their positive self-image, their aligned doing, their need for real autonomy, their official acknowledgment and their equal workload are apart from other aspects the pre-requisites for agile approaches. The managers have the duty to support the employees in all areas. Thus, the energy is extensively longer conserved in agile activities.

Who am I?

The consistent self-image is the sum of the opportunities that are altogether at one’s disposal. This is particularly valid for individuals. Nevertheless, there is also a self-image of groups of any size. Accordingly cultural areas, nations, enterprises and specialists have additionally an understanding of their group. Employees have to co-operate nowadays more and more in temporary work forms, in teams, Joint ventures and the like. It requires that one has to integrate again and to find out the commonalities. Everything starts with the question: Who am I?


The model of the Logical levels by Robert Dilts for describing the self-image is a practical approach. The following questions are derived from it and should be answered by individuals, but also by groups.

  • What roles do I live?
    The self-image is certainly determined by the roles that one covers in everyday life – professionally and privately. The superior is a boss, colleague, father, association chairman etc. The aspects of the self-image are molded differently depending upon the roles – sometimes even contrarily. We cannot avoid in everyday life to harmonize different roles. A consistent big picture of all roles reduces tensions.
  • Where am I?
    The context, in which one acts, is crucial. It is specified by the stakeholders, the geographical scope and the timeframe. Even if the technical networks are widening this range, the context, where one personally is, remains the most important one.
  • What do I do?
    The actions become visible in the factual activities, in the recognizable patterns of behavior and in the planned measures. They show, what one does (contrary to what one thinks to do). Tensions result, if one misses to dissolve these differences.
  • What do I know?
    The technical, methodical, social and systemic abilities set the limits for the personal opportunities. Based on an overview of the existing and the required capabilities, the learning needs can be derived.
  • What do I believe?
    The convictions have a strong effect on the perception, the thinking, the communication and the actions. They consist of values, intentions and evaluations. Since these are contents that are difficult to grasp, it is favorable to clarify the corner stones of the personal convictions explicitly and to convey them continuously.
  • Where do I belong to?
    Not only the cultural area defines a person, but also the individual specialist areas. Based on them personal, collective and public order and orientation framework arise. They affect all roles (see above). Serious contradictions between the different areas produce conflicts that can be solved by a constant adjustment. For example, religious rules forbid to practice certain roles. Also a pronounced environmental awareness contradicts occupations that are known for extreme environmental damages.

The more harmonious the aspects of the self-image are, the more a role can be performed and the more authentically one is perceived by others.

Same series:

What do I do?

Where do I want to go?