Zach Bonaker

We all experience career milestones representing "firsts" or specific moments we are proud of. I had one yesterday. Last year I was offered the opportunity to author an updated version of Jeff Hiatt's book "ADKAR: A Model for Change in Business, Government and Our Community" (c) 2006. The new book, "The ADKAR Advantage: Your New Lens for Successful Change" (c) 2024, was uploaded yesterday to Prosci's commercial printer and to Amazon. It will be available for purchase in April. This new book includes additional research that validates the promise of ADKAR, application examples and success stories that demonstrate the proof of ADKAR, and the latest recommendations and guidance that advance the practice of applying ADKAR. If you are new to ADKAR or already an ADKAR enthusiast, there is something for you in this book. I hope you will check it out and be inspired, just as I was when I was first introduced to the Prosci ADKAR Model in 2006, to apply this simple yet powerful model to achieve the change outcomes you seek in your personal and professional life. The book is organized into three parts: Part 1: How One Person Makes a Change Part 2: How Groups of People Make a Change Part 3: How Organizations Become Better at Change You can learn more and sign up to be notified when the book is available here: https://lnkd.in/gehgpyaS Meanwhile, I'd love to hear your ADKAR stories or share a milestone in your career that you are proud of! #adkar #theadkaradvantage #prosci #changemanagement

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The 🔑 to a successful strategy rollout might not be what you think it is. Our Senior Director of Org Change Management Allison Grayson, CCMP, Prosci is here to explain why managers are key change agents who shouldn’t be ignored. Read the full article here: https://lnkd.in/gdZiNSvA

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It’s become the fashion to apply lean/agile manufacturing approaches to our selling and GTM strategies. But there is one aspect critical to lean/agile manufacturing that seems to be absent in every conversation I see about Revenue Architecture and lean manufacturing processes. Anyone who has spent any time looking at manufacturing lines and processes knows that a fundamental principle is the elimination of waste. In fact, this single issue is what drove much of the thinking in the development of the Toyota Production System (TPS). But when we look at our GTM strategies and execution, millions of what we produce is waste. And these "waste" centers impact everything else we do. Let's think about just 4 key areas of waste: 1. Our outreach and engagement strategies. It currently takes about 1500 touches to generate a single engagement. Rather than looking at how we improve our outreach, reducing the outreach to engagement ratio, we scale it up--with AI enabling us to generate much higher levels of waste. 2. At current win rates, 80-85% of our qualified opportunities are waste? How do we reduce this. 3. Customer satisfaction, retention is an ongoing challenge, but developing customer trust for continued growth is as big. 4. And attrition levels have never been higher. With that, we lose all we have invested in developing people, we lose the experience they gain. These 4 areas contribute billions to sales waste. What are we doing about it? Where are the discussions and programs to reduce sales waste? Without this, lean/agile and our sales assembly lines fail! More in the referenced article. https://lnkd.in/gP-MVZ77 #agile #lean #salesinnovationparadox #sales #RevenueArchitecture

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Hot off the press today! Thank-you PM World Journal ! This paper is all about being agile or NIMBLE in coaching and leadership! Thank-You to co-writers Teresa Ramos Martin and Kate Anderson Foley, PhD for the collaboration and co-creation. To the many authors whose published works this paper references: Thank-You! It is out of much of your collective work that Teresa, Kate, and I co-created this paper. A special thank-you to Zuzana (Zuzi) Sochova! Your words, below, open our paper and they succinctly sum up the essence of the paper: “Agile leadership is not about how to implement agile, Scrum, Kanban, eXtreme Programming or lean principles. You have people in your organization who can do that. Being an agile leader is a state of mind” -Zuzana Sochova For Leadership Circle practitioners there is a practical (and hopefully helpful) guide embedded in Appendix A. Special thanks to Alexander Krieg and your informatics team in Bonn for the research that grounded the connection to the Leadership Circle. Our Agile Leadership and Coaching paper can be found here: https://lnkd.in/gXWCm8wg The idea to write papers based on viewing leadership and coaching through a variety of frames had its origins during the Covid-19 lockdowns with the Institute of Coaching, Margaret Moore, aka Coach Meg, Jeffrey Hull, Ph.D. BCC, Jaspal Bajwa, Carol Kauffman PhD We hope you enjoy the read! #leadershipcircle #agilecoaching #agileleadership #pmworldjournal

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'We model the world only for many of us to mistake our model for the world.' Jazz Rasool, 1994 Sarah Short in her post and through the comments of Dr Ruby Campbell MAICD, MScCoachPsych, MBA(Exec), PhD(Sc) attention is draw to respect how coaching governance is promoted. In the comments for Sarah's post, the role of science, especially mind-body science, was emphasised. For coaching to become a credible profession it needs to be founded on credible scientific evidence as well as aligned human coaching lived experience and models of education that are not solely western centred or sourced. Science doesn't care which coaching body you belong to or whether you are a coach, advisor, therapist or consultant. It has laws, some of which empirically have been shown to be inviolable and unbreakable like the First Law of Thermodynamics, The Law of Conservation of Energy. The First Law of Thermodynamics states that energy cannot be created or destroyed; it can only be converted from one form to another. The First Law is used to categorise 'the performance of cyclic conversion systems'. My own cyclic Coaching Enhanced Technology/Coaching Enhanced Technology, CET-TEC, practice is based on this fundamental law of science, on the cyclic management of energy conversion, which don't just apply to the material world but functions equally for our psyche and inner world when using the right frameworks. The Perennial Coaching Frameworks (PCF's) I work with, many of which come from non-western cultures and through methods that are thousands of years old, existed long before any governing body was set up with their set of competencies to curate some professional structure to coaching. Don't get in a fuss about which body you belong to, focus on the body of experience and evidence of sciences and methodologies that work whether we believe in them or not.

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I've come to the conclusion that, regardless of what you abide by, if you follow any single philosophy, framework, mindset, technique, methodology, or toll blindly, you'll end up in a bad spot. #agilityoveragile #agileisnotdead #stoptheframeworkwars

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📚 Agile Book Review: "Turn the Ship Around" by David Marquet I give this a "Must Read" rating. It shows how a leader can create an environment of success and sustainable value generation. I won this book in a raffle at Agile Alliance 2016 in the Hyperdrive Leadership booth. The conference was in Atlanta, GA, and I lived in San Francisco, CA. I read the book cover to cover on the flight back from Atlanta. You can just see my boarding pass, which I used as a bookmark, peeking out from the pages. The story tells us how Captain Marquet took command of the USS Santa Fe, an average, unexciting submarine with a brutally low reenlistment rate (high turnover in corporate speak), and transformed it into one of the best submarines in the entire fleet. Marquet was supposed to take over the USS Olympia and had been studying for that takeover for twelve months. Instead, he was assigned to the troubled Santa Fe with little notice. After realizing he didn't know Santa Fe well and experiencing a couple of comical, if not disturbing, foibles, Marquet shifted his command style to what is commonly called the "Leader-Leader" style. He pushed decision-making down to his officers and even to the enlisted crew, creating an environment of trust, safety, and the ability to learn and grow. In essence, Marquet implemented many of the findings from the Google Project Aristotle study on effective teams: 1. Psychological safety: He made trying new things and proposing new ideas safe. 2. Dependability: He fostered dependability in the teams by letting them work together to solve problems instead of being himself being the sole decision-maker. 3. Structure and Clarity: Everyone understood the bigger picture, how they fit, and their ability to influence that direction. 4. Meaning: The crew's sense of purpose shifted from simply doing a job to being part of a greater whole, individually and collectively. 5. Impact: When crew members suddenly could decide how they did their jobs, they started feeling the impact of their work. Nearly a decade later, I still recommend this book to leaders. It exemplifies how one "team" can change and make a difference even while operating within a larger, highly structured, and stratified organization. Suppose Captain Marquet could make Santa Fe the best submarine in the fleet within the rigid structures of the US Navy and Department of Defense. What stops you from creating an environment where your teams can innovate and generate sustainable value? This has been a 🦍 Gorilla Coach 🦍 book review. Have a nice day. #Agile #Scrum #Sustainability #ContinuousImprovement #SustainableValue

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💡 Why do even the best internal OD professionals, agile coaches, and internal coaches sometimes need external support? As an OD consultant, team coach, and mentor-coach, I’ve seen firsthand how organizational blindness can creep into even the most self-aware professionals. When you're part of the system—whether as an agile coach, internal OD expert, or internal coach—you’re not just observing the organization; you're creating it and sustaining its patterns and structures. And therein lies the challenge: 👉 What you’ve built, you may not notice. 👉 What you contribute to maintaining, you might struggle to challenge. This isn't a flaw—it's human. Our proximity to the system can make it hard to see its hidden dynamics. That’s why even the most skilled internal professionals benefit from having support from an external coach/mentor. An independent perspective can: ✔️ Uncover blind spots in organizational patterns and culture. ✔️ Offer fresh insights into the system’s underlying dynamics. ✔️ Challenge assumptions you may not even realize you hold. Think of it this way: just as we recommend coaching to others for self-reflection and growth, internal practitioners also need someone who can hold up a mirror to their system. It’s not about being wrong—it’s about seeing clearly. 🔎 When was the last time you sought an external perspective on your organization’s structures or your role in shaping them? hashtag #OrganizationalDevelopment #Coaching #TeamCoaching #AgileCoach #ODConsulting #MentorCoach #SelfAwareness #internalcoaching

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