During one of our recent transformation engagements, ‘R’ – one of the most active change agents within the organisation came up to us with a challenge.
“One of our senior guys (SG for short) used to head the manual QA team. Now that we’re moving into automation and incorporating QAs into the individual delivery squads, he doesn’t have a role anymore.”
There were a number of interesting facts around this particular situation. For example, this person was out of a clearly defined role for 4 months! He was helping other managers with whatever support they asked him for, on an ad-hoc basis, and the fact that he wasn’t owning or delivering to any particular set of objectives came up when data from the ground started flowing in on peoples’ contribution to various activities.
“He’s a really nice guy and when I went to speak to him he requested me to find a role for him where he can use his current experience. Given his long tenure at the, he doesn’t feel like he can pick up on automation at this age. I really think we should help him!”
Let me remind you that ‘R’ is an active change agent who really grasps the need and motivation behind the changes implemented, and has smoothed over a number of situations where the change pill was not easy to swallow by the individuals in them. What is interesting is that ‘SG’ packaged his fixed mindset so beautifully into a request for help that even ‘R’ missed catching it for what it was – dead weight in the that was slowing down its pivot!
What ‘R’ needed was help identifying this. It then becomes clear for him to understand the kind of conversations and coaching he needs to do with ‘SG’ to bring him on board by first acknowledging and then addressing the problem of a fixed mindset.
How have you faced and handled situations around Fixed Mindsets within your organisation?