Join Brian and Scott Dunn as they unpack what “buy-in” actually means and what it takes to move from surface-level support to genuine commitment in this episode of the Agile Mentors Podcast.
Overview
In this episode of the Agile Mentors Podcast, Brian is joined once again by Scott Dunn to tackle a listener-chosen topic: how to get real buy-in for Agile initiatives, especially when shifting from a non-Scrum environment.
They explore why buy-in isn’t about enthusiastic cheerleading or deep Agile knowledge, but about leaders and teams aligning on desired outcomes. From the cost of performative support to the emotional side of change, Brian and Scott share practical strategies for securing support at all levels of the organization. Along the way, they dive into influence tactics, the importance of shared purpose, and how co-creation—not compliance—drives lasting change.
Whether you're guiding a large transformation or simply trying to influence up, this episode will help you rethink how to earn trust, build alignment, and inspire meaningful momentum.
References and resources mentioned in the show:
Scott Dunn
Elements of Agile Assessment
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This episode’s presenters are:
Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work.
Scott Dunn is a Certified Enterprise Coach and Scrum Trainer with over 20 years of experience coaching and training companies like NASA, EMC/Dell Technologies, Yahoo!, Technicolor, and eBay to transition to an agile approach using Scrum.
Auto-generated Transcript:
Brian Milner (00:01)
Welcome in Agile Mentors. We're back for another episode of the Agile Mentors podcast. I'm with you as always, Brian Milner. And I also have with me today someone that you probably know pretty well because he took over this podcast for about a month there. Mr. Scott Dunn is with us. Welcome in, Scott.
Scott Dunn (00:19)
Hey, thanks Brian. Yes, that podcast takeover was a lot of fun. So thank you for that opportunity. That was a hoot. Had a great time.
Brian Milner (00:25)
Absolutely. Well, I don't think I publicly thanked you for that. just ⁓ a public thanks.
Scott Dunn (00:28)
No, you didn't. No, not even an email. Not even a Slack message.
Brian Milner (00:33)
Well, very public thanks to you for doing that. Those episodes were great. I enjoyed them and it was fun to be a listener. It was fun to listen to it and just kind of hear the conversations and be a fly on the wall for those. So thanks again for doing that.
Scott Dunn (00:47)
Yeah. Yeah. It's a real treat.
Brian Milner (00:48)
We're having Scott on we kind of ran an experiment on this one because we were Scott was teaching a class for mountain goat and We thought maybe we'll just see what the class thinks so we pulled the class to see what topic do you want us to talk about and We thought we'd just go with the winner the winner that came out of that class was how to get buy-in How do you get buy-in in a? move from a non-scrum place to a Scrum kind of way of working. How do you get buy-in in the organization and buy-in from others? So when I was thinking about this as a topic, I think the first thing that popped in my head Scott about this was What do we mean by buy-in? So what does that mean to you?
Scott Dunn (01:33)
Right. So sometimes what I'm hearing is people saying like, buy in, you know, they, I would hear a common complaint, like they don't get it. They don't understand. don't, for me, buy in isn't that they need to understand agile or scrum and these types of things and how it works. Buy in is they get, they give their support kind of regardless. So my favorite example of that is walking into, this is a multi vendor effort we're doing on a Salesforce implementation. And we'd asked for the VP of the whole thing to come down and say some words before we had our first retrospective. You can imagine it's going to be kind of heated with different vendors trying to make each other look bad or whatever. And he'd said, yes. So we're coming down into this, you know, big high stakes meeting. And I just remember him saying, you know, I'm so excited to be doing this for you all. It's great. And he kind of falls in and looks at me says, what am I doing again? Cause he didn't, he didn't know, he didn't know what a retrospective was. He just knew he was asked to come and do something around that. And to me, Brian,
Brian Milner (02:21)
Ha
Scott Dunn (02:28)
That's fine. He's showing up. He's letting everyone know this way of working is important. It's important to me. It's important to success. And he probably couldn't tell you any of the meetings or artifacts or anything in scrum, right? But that's still what we need.
Brian Milner (02:39)
So. Yeah, I think that's a good way to think about it because I think a lot of people sometimes think of buy-in, like everyone's clapping and waving scrum flags around and all that stuff. And I don't think that's really buy-in. I think it's just the willingness to honestly try it, to give it a shot and be open about what would work and what doesn't work. The opposite of that is the resistance, know, of just being resistant to it and saying, I'm gonna put up hurdles and walls in the way of this being successful. That's, think, what needs to be avoided.
Scott Dunn (03:18)
Right, right. think that some of what was helped is to give them the, for me, the mindset of their buy-in isn't about doing things right. They're not saying, we're really wanted. We really want a new process. We were getting asked to come in because they're not getting the results they want. So buy-in for me from their perspective is how to help get the results that they're looking for. And they'll support us to get those results. So I don't talk to them about some of the aspects of an empirical process or any of that. I sort of say, you in order to get things faster or in order to improve quality, right? And that's how they get behind that. I think sometimes people are preaching some of the process part, even if they could understand that's not really what they're about. But I think they even struggle to understand what we're talking about. So yeah, it's hard for them to get behind and support us when they're not tracking. They simply know there's a pain point we're having. Can we talk about that and how to get what we need and what do you need from me to get that? Great. But I think we We can do ourselves a favor by helping point to the same target, make sure we're aligned with the same target they want. And maybe they'll give us more support if they feel like, yeah, you're tracking with me. I want to come in talk about, you know, more collaboration. Like we already have enough meetings. That's what, that's what I heard. Right. But I'll come and talk about faster time to market. Well, yeah, now they're interested in talking about what they need to do, you know, that I'm asking them to get behind that. I think that's fair.
Brian Milner (04:28)
Right. Yeah, I think there's also an element there, because I know we're both kind of fans of and users of kind of the path to agility framework from our friend David Hawks. And I love the part of that that's trying to establish the motivation, the purpose from the outset to try to say, What's the thing we hope to get out of this? And I think that's really crucial in getting buy-in that you can't just tell people, hey, we're gonna be a Scrum organization now. Why? Because I tell you that's what we're gonna do, because we're gonna check off the box and say that we're now Scrum. That's not motivating to anyone. if I can say, no, we're gonna... go through this change because here's the end result. Here's what we're trying to get to. Here's what we think will be better. If I can lay that out, then I've got a purpose behind it. And now I have motivation to go forward with this difficult change and learning what's expected of me and all that stuff. But if that's not done, I feel like that's a crucial misstep in that.
Scott Dunn (05:44)
Yeah, I wanted to add to that, that that point about the clarity of the goals is really something that has sticking power. And we had a client, I came and was working with him this year that he had remembered from the last year as the CTO. He's remembering from last year that we had done that same exercise or what are the goals that leadership has. And he remembered it was quality and customer satisfaction. That had been over a year since we had done that, but that not only stuck with him, but we came back to the group and kind of had a fun poll. Like, everyone remember? They remembered. And so every time we're having a decision we're trying to make about should it be this way or that way on the process, the different, were doing the race, the matrix work, et cetera, people kept coming back to, well, is that going to help us in terms of quality? Is that going to help us in terms of customer staff? We're not going into the nuts and bolts of Scrum or these other approaches. It's simply what's the business goal. will that help us hit the goal? And when the leader hears you using their language that they get, like that's my goal, they're feeling like, okay, whatever you need to do, sounds like you understand what I'm after, right? It's really powerful. But I like that you mentioned that, because when we go through that exercise, always super clear, we don't get confused. Times when we lead with, especially on the executives trying to lead with explaining Scrum, you can tell sometimes they're not really tracking or they're following along, okay, so what's the point?
Brian Milner (06:59)
Yeah.
Scott Dunn (06:59)
Yeah, you start off with what's their goals. They're like, great, this is exactly what I want to talk about. And then, Hey, you're not doing the things you need to do to hit those goals. Oh, okay. What are they? I mean, I remember one time a couple of years back, literally when the coach was presenting the results of that assessment towards their goals, they cut them off in the middle of his presentation. Just says, well, why, why is it, you why is that red? Why are we not hitting the goal? What do need to do? And they just started solving the problem right then he couldn't even finish his presentation. Talk about getting support. And he had been there six years saying,
Brian Milner (07:23)
Wow.
Scott Dunn (07:27)
Scott, they're not gonna buy into doing this transformation team and the scrum work. He couldn't even finish, I think, a couple of slides and they gave him everything he wanted, right? Powerful, powerful.
Brian Milner (07:36)
Yeah. Yeah. I think that's a good point. I also think one of the reasons that there's, you know, and that kind of parallels it. One of the reasons there's a lack of buy-in in general is that it's sort of targeted to just one area. You know, like this is a team thing. The teams are going to get trained, but the leaders have no idea really what's going on. They're kind of separated off from this. And I think that's a big part of the problem as well is you get buy-in when they see the leaders have bought in. So are the leaders bought in? Are the leaders on board with this? If they're not, then the rest of the group isn't going to be bought in either.
Scott Dunn (08:18)
People are smart. They're watching which way the wind's blowing. to be honest, Brian, I'd love to hear your thoughts. I tell people, I don't even care if they genuinely believe in that or not. If they're getting behind it because that's the way the politics are going, hey, they're getting out of the way. We're getting things done. Fine by me. Right. So partly when we're getting that by now, so make sure leaders, are you communicating this clearly? Because some of your people are either not on board or they're kind of waiting to see, this a fad or is this going to blow over? I need you to really communicate that clearly, et cetera, to see if people are get on board with that or not. Or, and on the other side, if I feel like some of these folks are not on board and I do feel like I have leadership support, I need to escalate that pretty quickly and make sure you understand, know, because they might get mad at you or me for talking about scrum and changing things. I'm like, I didn't knock down the door and come in myself. I was asked to come in here by someone who has authority. So maybe you need to clarify that with them, whether we're doing this or not. But don't get mad at me.
Brian Milner (09:04)
Right.
Scott Dunn (09:11)
So I will check them on that and clarify with the leadership to say, let's make sure your people are in alignment as well. If we do have that buy-in for sure.
Brian Milner (09:20)
Yeah. I saw another kind of quote about this that really got my brain working a little bit. Cause it was talking about the cost of fake buy-in and it was, it was kind of saying, you know, performative buy-in might actually, you know, it was asking the question, is performative buy-in worse than just outright resistance? And I don't know. Let me ask you that. What do you think? Do you think performative buy-in is worse than just someone who's resistant?
Scott Dunn (09:28)
Interesting. Yeah. As someone that just gave an example of performative buy-in. So if you would ask me a week ago, I might have gave a different answer, but someone was talking about this is a wildly different aspect of this, but you did ask me to join. So you get what you get. ⁓ They're talking about the difference of discrimination in the US versus South Africa. And they said, what's the difference? And they said in South Africa, it was blatant. no, you're a person of color. You cannot buy property here. That's how it is. Here, it's more like
Brian Milner (09:59)
You
Scott Dunn (10:14)
Yeah, we're looking at your loan application and I don't know if you can buy in this way. So it's subtle. And this person actually said, I'll take the outright blatant discrimination of South Africa, where at least you know what the issue is versus the subtle one. So maybe to that point with what you're saying, maybe it is better to have outright resistance and then say, well, at least I know who's on board or not. Rather than the person says they're on board, but every time they're in a meeting, they come out meeting and we don't get the decisions made we need. That's funny.
Brian Milner (10:39)
Yeah. Yeah. When I read this and started to think about it, I kind of had that same conclusion that like when someone's being outright resistant, yeah, it's an obstacle, but it's honest. And, you know, I'd rather have the honesty because they're trying to, they're still acting their way because they have a belief that their way is the right way to do it. And so they're throwing up a resistance because they're honestly resistant to it. Whereas someone who just sort of nods in meetings and claps along and, know, oh yeah, sure, great. But then they're kind of in the quiet, you know, behind the scenes and the hallway conversations. That's insidious. That's something that I can't really deal with. And it's like, you know, let's have the discussion. Let's talk about it. And, you know, if you win, then great. Why not have the courage to just have the conversation and see which idea wins?
Scott Dunn (11:39)
Right. on that note, think for everyone's sake, Brian, if we could be honest for a moment, not that we haven't been honest in these other podcasts, but in this, in this moment, we're really going to be honest. Would you, would, do you feel at times that our culture, our company cultures actually teach people to do just what you said to not be honest, but then like be like, you know, politically savvy, don't say what you really think, but then you're going to kind of be subversive and undermine that thing. And I've dealt with that so many times, I'll show up to a meeting like, I would have swore we were on board. had that one-on-one and now you're not saying in the meeting that you go on board with that. So people might've gotten coached. It's actually not safe to be honest and have good clear spirited debate because there's a price to pay if they do that. And they maybe 10 years in corporate can kind of teach you don't be honest or they're trying to read the tea leaves about what you think it's going to be. And so, yeah, I definitely would rather take it. Maybe it's part of the mindset of trying to really check, you know, where people are at. If I go back to my early days of coaching, those one-on-ones of having the level of honesty to really know where people are at. That was, think, some of the power. And I think some of that came from genuinely caring about the people, wanting them to succeed, wanting them win, even if it wasn't going to be at this company because of all the change or whatever. I did feel people felt like I really was open and honest with them and transparent and had their back. I would hear some real things about how they really felt because they didn't feel like there was a payback for that. And that allowed me to actually say, well, you know what, if you're really not on board, let's see what we can do as far as another opportunity. Maybe it's a positional switch we can do or whatever that was. Because I mean, this did affect people's jobs in some ways. And I think maybe if I don't have those one-on-ones, they're probably just going to give lip service because they don't know if anyone there really has their back in a turbulent time of change. AI is a great example of that, right? Hey, we want to move forward with AI. Well, what's the impact of my job if we do? But no one's really talking about that, right? It's all positive and all that. So I think people are trying to read that too. But you bring up a good point. I think I would take the direct as long as they feel like they can safely be open and honest.
Brian Milner (13:31)
Yeah. Yeah, well, even that question, right? What effect is AI gonna have on my job? And the honest answer I think that someone has to give right now is, don't know. I feel like I understand what it is today, but I don't know that that's gonna be the same way tomorrow because this technology changes so fast, so I can't promise anything. But here's what it is today and this is the paradigm we're trying to live in. So I think that there's an honesty component there that you've got a mirror to say, hey, I'm going to be honest with you. You be honest with me about this. And we'll be upfront with each other as we make our way through this. yeah, so yeah, think that kind of being honest and taking that approach, I think, is the right way to go. I also think that being kind of a reverting back before you get into things like, here's what a Scrum Master is, here's what a product owner is. You've got to start with the basics and mindset kind of culture things. You have to start with transparency, inspection, adaptation. That's really the way to go. And if we buy into those sorts of things initially, then we can start to say, well, here's a practice that supports that. Now you understand why we're doing this practice because it does this thing. Without it, it's just sort of one of those things of do as I tell you, you know, and that doesn't get buy-in. We've got to see the why behind it.
Scott Dunn (14:48)
Yes. Yeah, I think so. That's a great point. I was just making a note because sometimes we come in about agile. Some of the folks when I'm sharing this, it's maybe is new to them that I try to really present it. I want what you want. So even down to the words and then I kind of map back to that. So for example, if if we have quality problems now, I might believe in say an agile practice like mob programming, but I don't want to bring up like, hey, we should try mobbing. because it's cool or because you know, whatever, they don't care about that. But oh, they have a quality concern. Hey, boss, I've been thinking about, you know, these quality issues. I got an idea that I think it really could help with quality. But if I was to ask you, Brian, is is Bobby gonna, does Bobby help with quality? Does Bobby help me with, you know, cross training and tearing down knowledge silos and sharing learning? And I think, well, it does a lot of things, I pitch it towards what management wants. So agile as a means to an end. So I want what you want. And if I can't get that clarity that I want what you want, I need to be listening more because if I feel like I come to them talking, I've seen from my own experience, I come talking about better collaboration. That's not what's on their mind. I'm literally losing credit with them because they're like, why are you bringing this up? Like this isn't even our concern right now. Right. So I'm losing trust. I'm losing political capital. So I listen intently what their concerns are, the things I think that are important or that can get that. Then I'm going to pitch it. I'm going to pitch it in that language even like, you know, that what these are the things that would help on. I want what you want.
Brian Milner (16:00)
Yeah.
Scott Dunn (16:18)
the sport, I'll even research stuff to find out. So maybe I gave an example recently, when I was a manager for a web development, team that they wanted bigger monitors, of course, and I couldn't get approval for the bigger monitors. so I went and researched, I knew that always we had pressure to deliver more. I researched until I found somewhere someone had to study the show that larger monitors help productivity. And then I brought that to him and like, Hey, I'm looking for ways to improve the team productivity. I think I found something. What is it Scott?
Brian Milner (16:30)
Mm-hmm.
Scott Dunn (16:46)
Well, larger monitors, you can tell us, Smollick, really? You've been asking for this for months. I said, no, there's a study that proves it. Now he approved it right then. But partly I wonder, Brian, is I was also giving him air cover for when he gets flack from the other departments. Why does Scott's team get the special monitors? Well, it improves productivity. And right. He's got a reason now. Otherwise, it looks like maybe he's just playing favorites or something else. Right. We're all watching costs. So I will do the research to say, hey, I want what you want. I'll go and I'll go and dig it up.
Brian Milner (17:04)
Yeah.
Scott Dunn (17:13)
Someone somewhere must've said it's gonna help. So I'll bring that to them. It ⁓ worked.
Brian Milner (17:17)
Yeah. Yeah, I think you're right. you're giving him the why behind it. You're telling him, hey, here's something that's in. It's the old outcome argument that the outcome from having larger monitors is this, that we have this productivity. I know you want greater productivity, so here's a means to do that. And I think that's kind of the way that this, you in a nutshell, what we're trying to say here is, you know, I can't go into a company, your boss comes into your company tomorrow and says, hey everyone, we're switching to pens that write in green ink, because we're a green ink company. We just, we want to be known as the green ink company from now on, because it's better. So everyone, make sure you switch to green ink. I mean, they do it. But there's a difference between compliance and real commitment. ⁓ And that's the difference, I think, is, all right, you wanted to switch to green ink, but why? What's the point behind it? I'll do it, but I'll be committed to it if you tell me, well, studies show that when people read in green ink. I mean, that kind of thing can make an impact. But otherwise, it's like you're
Scott Dunn (18:08)
Yes. ⁓ Absolutely.
Brian Milner (18:31)
It's almost like an insult to the intelligence of someone, you know, to say, we're going to do this crazy new thing called a standup, you know, or daily scrum or whatever. And well, why are we doing that? I don't know. Cause right. That they tell us that's what we're supposed to do. Well, we have to stand up for a meeting. Why are we standing up? Why aren't we just sitting down? It's more comfortable. I don't know, but that's what you do in a daily scrum is you stand up. Right. I mean, it's, it's, it's that kind of a thing that I think.
Scott Dunn (18:34)
yeah. Yeah. I don't know.
Brian Milner (18:58)
if you don't lay the groundwork of here's why, then they're gonna just react with the way that you would switch to green ink. ⁓ Scott Dunn (19:05) I love that example. love that. And we've all been there, right? When someone says, why would we do this? I'm like, I actually don't know. It's a terrible feeling. I don't know. We go through all this effort to do just that. And you mentioned that compliance, compliance will never have their heart and soul and energy into this. So think that that's a big deal for them as well. When leaders are, we had something happen where it's a large financial institution and their data engineering group.
Brian Milner (19:11)
You're right. Yeah.
Scott Dunn (19:33)
You're like, yeah, AI is not really, you know, for us, not important to us. Which is interesting, right? Then the next week, like that, the head of that group, their boss's boss says, we need to be using, AI. Well, guess who makes it announced at the very next week. We need to get going with AI, So some of this is like, look, if they're pushing those things, we also want to make sure that they're in a position to look good for their bosses, those types of things. Right? So one, you know, giving them air cover, but two, listen to the winds of those things. If we make them successful, I mean, this is old school, right? Make your boss look good. My goodness. If they feel like that's happening, then you're going to get a lot more support. And this is a good example of a radical change for a whole data engineering team, just because the boss's boss says so. So now we're going to do it. I think looking for even those opportunities and following through on what that might be bringing them ideas that make them look good and generating that as well. I love the green ink one. just now it makes me want to be that we're the green ink company. You're we're going to be known for this.
Brian Milner (20:23)
Yeah.
Scott Dunn (20:29)
⁓ But why?
Brian Milner (20:30)
Yeah. I think it's also kind of important that you acknowledge that there is an emotional impact here. And this gets into kind of the idea of the whole Satir model of change and that kind of thing. And so I think maybe part of the equation of getting buy-in is really comprehending and understanding that you're not going to get buy-in right away. ⁓
Scott Dunn (20:56)
Hmm.
Brian Milner (20:57)
you know, there's going to be chaos and resistance. There's going to be a point where people are going to be resistant to it. And if you do the rest of it well, then that they'll turn that corner. But what makes them turn that corner is, is that they're connected to the purpose behind it. And so if you're, if you're going to try to implement this, if you're to try to do a change, and just expect it's gonna be, know, hunky dory from day one, you're fooling yourself. Humans don't take to change well. It's got an emotional aspect to it. I love the way David Hawks used to always say this. You know, I knew how to be a hero the old way, and I have no idea how to be a hero in this new thing. So I don't feel comfortable with this change because I don't know how to win.
Scott Dunn (21:41)
So true.
Brian Milner (21:47)
And I think that is a really accurate reflection of that emotional kind of impact of it. Everyone wants to do their job well and be seen as a smart person at work and everything else. And I knew how to do that before, but now I don't know how. And so I'm afraid I'm gonna look bad.
Scott Dunn (22:02)
Right? And I think that lack of awareness or knowledge is some of the things that we're asking them to do. Like you said, uncomfortable or new doesn't feel good. And we kind of think that, oh, if I don't feel good, this must be bad. It's just uncomfortable. But I think I love what you're saying. We can map it out and say, by the way, it's going to look like this as we go through that. And that hero part, a lot of our management, like 90 % of the management is going to be in that, you what we call expert or achiever. Like they're the smartest ones in the room, or they're ones that coordinate everything and they know who to talk to. you're trying to introduce something to someone who thinks they already know all the things. So how we're presenting that to them, including the fact that they're human too, right? They're gonna feel some things and maybe uncomfortable. It wouldn't hurt to explain a bit more, even if they're not gonna necessarily admit it, but like, hey, it's gonna feel different. The people might push back on this. So even when you're first beginning that, it reminded me of how I just knew I'd need to ask my boss like five times. Look, lots of people are asking him for stuff. They're partly just going by the simplest way of Who keeps coming to my office the most? And maybe on time five, like, wow, Scott, this sounds like a problem. Well, yeah, I've been here five times. Because they're kind of waiting, like, is it really a problem or do you just come in once or twice? So repeating that and then maybe framing it to say, and doing the change looks like this and that, giving them information so they don't have to admit that they don't know if they're priding themselves on knowing all the things. I really think that's a great addition to that. The Satir change model, knowing that it's going to get uncomfortable. I've seen execs jettison this just because people are bothered or upset or they're uncomfortable. So therefore this must be a bad idea. So I think we can do ourselves a favor by explaining a little bit like it's going to look like this moving forward as far as their support. Some people may not like it and here's why, but here's how I would answer those people. Like you're literally feeding them the responses. And I'll also do the get behind the expert and say, well, this is, this is what Harvard business review says, or this is what this expert says. You might be surprised because Again, back to them being experts, if you ask them what they think they know about Agile, I might have mentioned before, they score themselves on average about 8.5 out of 10. But their people would score them about 4.5 out of 10, right? It was what I've seen when I did the study, the surveys. So they think they know, so they're not gonna admit they don't know, but go ahead and give them the information they wish. If you know they don't know, I like what you're saying, kind of shrink the chain so they can understand, it's gonna look like this and feel like this. People might ask this way. But here's how I'd respond to them. know, remember this is where, you know, 90 % of the companies are doing X, Y, and Z. So they have backing. They can answer to the people. We kind of set them up for success. Otherwise that satiric change curve is going to hit them. They won't have answers. That feels really awkward. This must be a bad idea. And they're going to undo what you just asked for. Right. I've seen that happen. You just got approval and then a week or two later it got put on hold or undone.
Brian Milner (24:44)
Yeah, no, I agree. one of the areas, one of the other kind of things that I found in thinking about this in advance was a quote that was from the five dysfunctions of a team book that we all talk about quite a bit. But there's a quote from that that says, people don't weigh in, they won't buy in. And I love that. And I thought, you know, that really is a good point that there, it's not about
Scott Dunn (25:00)
Woo!
Brian Milner (25:08)
people need to feel like they're co-creating with you. And to do that, you need to be able to listen to them. If they don't feel like they have a voice, mean, put yourself in their shoes. If you felt like there was a big change happening and you had no say in it, that would feel pretty oppressive. But if they felt like they're building the change with you, then I think then that's what kind of can turn people around and say, no, I have a say in this, I'm a part of this. and I get to shape a little bit about what this is going to look like. They're going to shape it a lot. I mean, that's part of just the Azure way of working is that, hey, we're going to individualize this for this company, for this team. It has to fit here. And the more we can help people see, no, you're a co-creator in this. You're not just being told, but you're going to shape this with us.
Scott Dunn (25:54)
Right? Even with the leadership, I mean, it's easy. think everyone listening would agree. If you look at the common leaders, that's, even the, let's say director level and above personality types, right? For, for disc, it's going to be a high D for a strange pattern would be like command, um, computing values framework. They're going to be blue, get results, make it happen. But we need it to be, we need to be their decision for some of these folks. So when I would come to one of my bosses and say, I think we should do X every time he'd say like, yeah, let me think about. I'll get back to you. I kept thinking like, I don't understand because these are my people. I thought you trusted me. I realized, it has to be his decision. So part of what you're saying is invite him into the solution. So then I'd say, hey, we've got three options, good, better, best. What do you think we should do? Or I'd say, hey, I've done all the research, option A looks great, option B looks terrible. What do you think we should do? I mean, I try to simplify it. I tried to make it obvious, but I couldn't tell him I need to do X or we need this from you. It needed to be his input and to decide.
Brian Milner (26:44)
Right.
Scott Dunn (26:51)
once I framed it that way, he agreed every single time. I simply frame it, put it right in front of him so it's kind of an obvious decision, but I had to let him have that voice to decide. I'm really glad you brought that up. That one literally went from zero to 100 % if I changed my approach of how I had addressed it to let him be the one to decide and weigh in on that. Or even pitch it as a sales. Hey, I think it'd be great to move forward. What would that look like to you? Well, now he's talking about moving that change forward. without even realizing it, because you said to move forward, what would we need to do? And now he is co-creating, but it's already a yes, right? But by default, a little bit of sales, a little bit of sales effort there.
Brian Milner (27:24)
Yeah. Yeah, no, that's a, that's a good example. And that's a good example, I think for like the scrum masters listening and other people out here that are, feel like, you know, I'm not the leader in the organization. I'm not way up here and I can't, you know, have my decisions trickle down to other people, but, you know, kind of the, influencing up kind of mentality there. Yeah. It might sound like a little bit of a trick, but you know, if you can help. the boss co-create with you, right? Here's the problem. I've done some research. Here's some solutions. How would this look for you? Or what do you think of these options? Which one do you think sounds best? If I'm a boss and someone comes to me and says that I've researched this, here's the solutions that are possible. Which one do you think sounds best? That's really a service to me because you've just done a lot of work for me and I know that I'm doing my job by making the decision, but you've presented it and now I don't have to do anything but make the call. Yeah.
Scott Dunn (28:24)
Yeah, yeah. Simplify the decision-making or frame the decision-making is, think we might actually be kind of, I don't want to say teasing. I just hear some feedback from people at times like, leadership's was like, bright, shiny squirrel, right? And they get frustrated. But in some ways I'm thinking, well, at least someone in the org is decisive. I'll take that. But we can help them leverage that decisive trait they have.
Brian Milner (28:43)
Yeah.
Scott Dunn (28:48)
But for the good, instead of these random crazy things, you know, when the leader's like, I love Agile, I can change my mind all the time. We can, we can, we can guide them to better decision-making too. I love the influence both up and down what you're saying the Scrum Master can do. I think we miss, that we all have that ability to try to influence decision-making and shape some of this. Maybe there's more agency than we realized, I think for some of these folks, Scrum Masters, product owners, cetera, that you might be surprised. Like run an experiment, try some of these things out that we're talking about and see for yourself. I mean, all these personality types are different and your orgs are different. I totally understand that. Do something, inspect and adapt and see what you get. might, cause once you strike gold, you're like, you know, you're set on getting influence and buy-in from folks. It's really powerful network. Cause we don't need to give you a title or change the org chart in order to have results happen with you involved if you're that kind of a person. And I think you can really write your ticket in your career if you're able to do that soft skill of influence and buy-in up and down. It's great.
Brian Milner (29:43)
Yeah, yeah, that's awesome. Well, I hope that for at least the people that were in your class, this is is hit it right on the nail on the head for what it is they were they were thinking this would be about. But I think this is good. I think this is a good conversation and it's important, I think at all levels, because there's you know, this this affects us whether we're doing a massive transformation in an organization or
Scott Dunn (29:51)
Yeah.
Brian Milner (30:06)
We're just trying to influence up a tiny bit, you know, the food chain.
Scott Dunn (30:10)
Yeah, absolutely. Yeah, I hope that for the folks who were in that class, you better let us know if that was it. If anyone else is interested in other things, absolutely. We love hearing what your what those topics would be and bring on the right people. I will say that Brian, you brought in so many different voices. It's really, really great. So again, influence us. You can practice what we're talking about by putting those ideas up there. Other folks that we'd love to hear, because I love the the slated speakers you brought in. Brian's been really awesome. Thanks for this opportunity.
Brian Milner (30:34)
Thank you. Yeah, absolutely. Thanks for coming on again, Scott.
