Will agile creators be careful?

In the group facilitation list, Jerome Passmore held an interesting discussion about how to avoid the exhaustion of agile mentors. Most of the participants admitted that there was indeed a situation of exhaustion due to heavy work and agreed that the key was how the mentor would immediately be aware of the situation.

In a project, the most important part of applying agile methods is the process used by the management team, but not only the process, but also other aspects: for example, team development, management of cultural changes, corresponding technologies and management tools, and cooperation with agile mentors who have direct or indirect relationships with projects.

In an article on "(agile) process mentor" written by Mishkin berteig, he proposed that the agile process mentor should possess the following skills:

• Basic Agile Work Management Skills;
• Ability to clear obstacles;
• Team creation and development;
• Ability to guide others;
• Organized development;
• Training Team and team;
• Improve agile methods;
• Strategic application of agile methods.

Will the above content overload them? Are they doing what they cannot do?

Many members in the discussion group admit that they may feel exhausted in some cases. Jo Nelson "fell down" after three months of continuous work because he wants to work overtime on weekends to understand the customer's requirements and deliver products beyond his capabilities. Even when he was in a meeting, he almost forgot how to walk when he wanted to stand up! Jan Haverkamp also shared his story about exhausting energy. He has been working in Romania and Ukraine for two years. After that, he participated in a three-day workshop about strategy. During the break, he cried alone.

Forum members basically agree that (agile) promoters are very difficult to work, and they must be practical and do what they can. Juli fellows's opinion is:

I have learned how to set the number of working days of my mentor every week, especially when there is a conflict in the group. I also found that once I work more than three days a week, I feel physically and mentally exhausted.

Jo Nelson provides the following suggestions:

Aside from working hours, I try to be alone. For me, returning to nature is "recharging ". I will arrange time for a person to take a long, slow, and free walk. I also read some pleasant novels, or do some creative handicrafts that do not require much intelligence or lip work. Sometimes I also do some yoga and breathing exercises to listen to the music that attracts me.

John powderly has another interesting way to avoid exhaustion:

I no longer call myself an agile mentor! Facilitation is only the skill (or philosophical basis) That I rely on in my work, not my role. Currently, I call myself a "strategic research, planning, and collaboration expert", but this "title" is constantly changing and adjusting.

The members of the discussion group basically agreed on one point, that is, the promotion of agile key tasks and secondary key tasks requires the participation of instructors, so exhaustion is inevitable. The difference is how to identify that you are nearing this state and take immediate action. Jo also believes that the key to the problem lies in "What is the signal to build a mentor to be exhausted quickly ". At this time, it is the time to reflect the core value of the Facilitator. As a mentor, you need to find ways to maintain energy and ambition, and then execute these strategies.

View Original English text: Is burnout inevitable, while facilitating agile projects?

 

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