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Joelle shares her experience as a coach and Scrum Master at a small startup where multiple companies had merged over several years. When a new VP with a conservative approach replaced her original sponsor who favored significant change, Joelle failed to adapt her tactics and align with the new leadership's direction.
She emphasizes the critical importance of listening to feedback from leaders and avoiding the anti-pattern of only listening to peers and direct managers instead of higher-level leadership. Joelle explains that whenever you get a new leader, your job essentially starts over again, requiring you to discover their goals and style through interviews about their priorities. She stresses that change happens through people, not just actions, and that pushing too hard creates more resistance.
In this segment, we refer to the book The First 90 Days by Michael D. Watkins and the Deep Canvassing Technique.
Self-reflection Question: How do you currently assess and adapt to new leadership styles in your organization, and what steps could you take to better align your change management approach with leadership expectations?
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About Joelle Tegwen
Joelle helps teams build products that customers love in a sustainable way and with high-quality. She creates environments that foster high performing teams improving their interactions. Her background in science and passion for cognitive science complement her work. Joelle's non-linear, 15-year career in software development has provided her with diverse perspectives.
You can link with Joelle Tegwen on LinkedIn.