What are the agile values and principles you demonstrate in your actions and behaviors?

As agile leaders, we should foster a psychological safe environment for the team members to work in. Allowing experimentation & celebrating failure should be a part of this safe space. You also need to build respect & trust for your team members & empower them for local decision making. Empower them to always seek customer centricity by teaching right practices and ensuring everyone is committed to deliver customer value. These are some of the additional ways to model Agile values in your behavior.

I prioritize the Agile values and principles in my actions: Individuals and Interactions: I foster open communication, respect diverse perspectives, and encourage collaboration in team members. Working Solutions: I prioritize delivering tangible outcomes, adapting quickly to changes for continuous improvement. Customer Collaboration: I engage stakeholders, ensuring their input throughout the project to align deliverables with their needs. Responding to Change: I embrace change, adapting plans based on feedback, and fostering a culture of flexibility and resilience. In my behaviors, I reflect Agile principles: Prioritize People: I value individuals and interactions over processes, recognizing that motivated teams drive successful outcomes.

In my actions and behaviors, I embody Agile values such as individuals and interactions, working software, customer collaboration, and responding to change. I adhere to Agile principles by fostering continuous delivery, embracing change, and promoting sustainable development. My Agile practices include iterative development, daily stand-ups, and retrospectives. I cultivate an Agile mindset by encouraging innovation and adaptability. As an Agile leader, I empower teams, nurture collaboration, and lead by example. Additionally, I prioritize clear communication, transparency, and a relentless focus on delivering customer value.

The manifesto was some kind of a rebellion - 20 years ago this was important to make a difference ... today the values are more common and most employees and leaders _have_ them already incorporated In my experience in over 20 years of agile - you can "activate" the values very easy - just (1) underload your organization and (2) do daily releases [CI/CD] and (3) measure what the user does the values are emergent behavior - so if you focus on the three points above - the values will appear in your daily work ... this is the simplest way to change also the culture

What I always try to do with my clients is bring people together to discuss our challenges and form a multi-disciplinary team to brainstorm so we have different perspectives. When brainstorming it is always good to keep two things in mind - where is our customer in all of this and what results are we trying to achieve.

One of the agile principles is about regular reflection and improvement. As a leader, this is important to demonstrate that you are adapting in the light of new information and are also on a journey of improvement. You can demonstrate this by talking about your learning journey, attending meetups and taking an active part in demonstrating where you and other leaders have shown what you have done to inspect and adapt through actual examples.

all 12 prinicples can be have one "master principle" its #FLOW there are four kind of #FLOW (1) money (2) work (3) information and (4) personal just talk every day about #FLOW and the other principles will come to live :-) p.s.: #Trust and #Purpose are then the fuel to get more #Flow

Decentralized decision making: I am a firm believer that the brains of the many are greater than the brains of the few or the one. Like Gemba, if you are able to pull together the leaders AND the people who do the actual work to collaborate on a subject, you'll usually come to a more optimal trade-off, decision, solution proposal, etc.

My leadership approach is deeply rooted in agile values and principles. I'm particularly keen on ensuring we deliver what's valuable and needed consistently and efficiently. This approach shines through in how we embrace iterative development and continuous feedback, matching Agile's open-mindedness towards evolving requirements. As a leader, I focus on creating an environment where my team feels empowered and trusted, with motivation as the key to our success. Clear and direct communication is my go-to, especially face-to-face, to make our decision-making smoother and teamwork more cohesive. Additionally, I'm a strong advocate for making our work processes as simple and efficient as possible.

To emphasize agile principles in customer cooperation and frequent interactions, engage customers in the development process through regular feedback loops, shared project boards, and continuous communication. Prioritize their feedback to guide iterations, ensuring the product evolves according to their needs. This approach fosters a collaborative, adaptive environment, enhancing product relevance and customer satisfaction.

please forget about the practices ... scrum is in the core a production control like Henry Ford ... kanban is part of toyota production control let the teams find the best ways and practices - they are all better than the stuff the agile industrial complex suggest to do - keep away from recipes oh one more information ... scrum/Henry Ford is a production control of the first generation .. Kanban is second generation ... and maybe you heard about E. Goldratt - with the #TheoryOfConstraints could be called third generation - my hint look for these they are even faster and need less work-in-process but practices are manifold and change - you don't get agile by applying a method or practice - there are so many different situation

Regular stand-up meetings keep the team aligned and provide a platform to address any roadblocks immediately. This practice has significantly improved our coordination and problem-solving speed. More so, conducting retrospectives after each sprint has helped us identify areas for improvement and celebrate successes. This continuous reflection and adaptation process has been key to our ongoing improvement.

Implement agile practices like Scrum or Kanban. Prioritize iterative development, conduct regular retrospectives, and ensure continuous feedback loops. These practices enhance adaptability, transparency, and collaboration within the team.

Oh, dear AI, now we’re “demonstrating” Agile practices like a performance? Because living Agile values is just about ticking off practices from a Scrum or Kanban checklist, right? Let’s just use user stories, hold Daily Scrums, and showcase our task boards. That’ll show how Agile we are! Forget about internalizing the mindset and values; it’s all about the surface-level practices. Agile transformation is just a matter of following a recipe – mix in some Sprints, a dash of Retrospectives, and voilà – you’re Agile!

everyone has already an agile mindset ... in their private live people are always agile ... especially parents are agile so if people don't show agile mindset - then it's your company that does not allow to live their private agile mindset - don't change people - change the system

Agile leadership resembles mountain climbing, characterized by ups, downs, and navigating uncharted territory. Agile leaders and mountain climbers share traits such as resilience, adaptability, and flexibility. Both navigate unpredictable terrain, with climbers overcoming physical challenges and leaders navigating dynamic work environments. Resilience helps them face setbacks, adaptability enables adjustment to changing conditions, and flexibility ensures learning and growth from experiences. Whether scaling a peak or leading a team, these traits are essential for overcoming obstacles and achieving success in challenging endeavors.

As a process improvement BA, I always seek ways to enhance our processes and outcomes. This mindset has driven us to experiment with new techniques and tools, leading to better efficiency and results. More so, keeping the customer at the center of our efforts ensures that we deliver products that truly meet their needs and expectations. This focus has strengthened our customer relationships and project success rates.

Cultivate an agile mindset by valuing adaptability, collaboration, and continuous improvement. Embrace change as an opportunity for growth and encourage your team to learn from both successes and failures. Foster a culture of experimentation and learning.

What parenthood has taught me is that we all start as having the agile mindset, but somewhere along the grind of the educational system we lose it and it takes some effort to gain it back. So my advice is - be more like a kid: assume everyone is doing their best, be curious, try to figure things out and experiment relentlessly until you get it right!

Continuous learning and skill building for both the team and leaders members, is very crucial to leadership. Demonstrating transparency, respect for people, commitment to bring a change in the culture if needed, empowering teams to be self managed, constantly aligning all activities to customer's value delivery are some of the additional things that the agile leadership skills cover, apart from what is mentioned in the article.

Develop leadership skills that align with agile principles. Focus on servant leadership, facilitating collaboration, and removing impediments for your team. Demonstrate effective communication, empathy, and the ability to inspire others toward a shared vision.

a good agile leader ensures pure flow (and #underload) and let the people do their work ;-) ... he focuses on the border conditions

One thing I have found useful is to ensure that all voices in the meeting, discussions are heard. As an Agile Leader, it always strikes to me that collaboration and team work are exemplified as we pave out way for ensuring people are engaged and we value opinion from everyone in the team and meeting. People really look for having them heard and this creates a strong foundation for Agile culture as you lead by example!

What makes a good agile leaders? She actively listens and knows (and openly admits) she doesn’t have all the answers, but surrounds herself with people who collectively do, or are open to find them. She trusts people to do their best and gives them the right environment to do so. She gives credit where credit is due, but is also able to give constructive feedback and help people continuously improve.

Reposting my article: Agile: Incremental Delivery or Incremental Value Delivery After years of coaching I have recognized a common theme. Most teams are heads down, working diligently on incremental delivery but very few are focused on incremental value delivery. Usually the key differentiator between the two is how invested and lean thinking the business is on the front-end of whatever the initiative is. If a clear business hypothesis exists, with time bound KPIs that identify winners from losers, along with a truly minimal viable product that allows for learning and measurements to begin, then the team is focused on incremental value delivery. If not, teams are generally using agile principles and practices to deliver statements of work.

Demonstrating agile values and principles in subsea and renewable energy involves prioritizing collaboration, adaptability, and customer focus. In wind turbine projects, iterative design based on user feedback exemplifies customer collaboration. Agile principles guide grid connection studies with constant adaptation to evolving requirements. Regular retrospectives in subsea operations enhance continuous improvement. Embracing change and customer satisfaction are core values evident in decision-making across diverse projects, fostering agility and success.

- Allow for and accommodate changes. - Encourage flexibility, innovation, and creativity during the project phase. - Allow for active engagement/ participation through Open, active communication within the project team and with partners and stakeholders throughout the project. - Team Leader should encourage frequent project review during the project/ product process, this way it makes room for improvements to be incorporated as the project progress - Review the tools. i.e. Capacity building the staff. improved machine equipment and processes to ensure to production high quality final products.

In my interactions, I emulate agile values by prioritizing collaboration, responding flexibly to evolving needs, and focusing on delivering incremental improvements consistently. These align with Agile principles such as customer collaboration, adapting to change, and delivering working solutions iteratively.