Leadership In Agile Environments

We just closed a $480K deal at Aligned - our biggest ever. But twice in the final weeks, it almost died. It was brutal. Two execs came out of nowhere with objections. We had no access. No time to fix it. But 22 (!!) stakeholders had already been engaged… And they saved it. That’s when it hit me: Multithreading isn’t a tactic. It’s deal insurance. Here’s the exact playbook we now run in every complex deal: 1. Early Exec-to-Exec Sponsorship Don’t wait until sh*t hits the fan. Initiate VP-VP or CXO-CXO alignment early. We send short, supportive emails without direct asks. Time after time, that builds genuine trust and establishes a safety net long before we need it. 2. Identify ‘Hidden Stakeholders’ Buyers often silently forward materials internally. By using Deal Rooms, we uncover up to 68% more stakeholders, often the real decision-makers influencing budget approvals or strategic buy-in. 3. Isolate Stakeholders 11 people on a call? You’re NOT multithreaded - it’s about quality, not volume. Our team opens separate 1:1 convos. They follow up with each buyer with next steps, suggestions or value that ties to something they said. 4. Proactive Signal-Based Engagement When stakeholders interact with key assets in the deal room, we use those signals to trigger follow ups - e.g. RevOps spends 20min on CRM integration; they might need more info, or could benefit from a dedicated session. 5. Multiple Champions Strategy Nothing beats having an army of internal champions instead of one. Whenever we see an opportunity to build champions, we do it. It derisks the deal in case someone leaves. Plus, budgets are shared, or are just easier to pass. 6. Real-time Alerts on New Stakeholders Our deal room sends instant alerts whenever there’s a new stakeholder (see #2). We then leverage this event as an opportunity for exec introductions or quick alignment note—”Hey, saw you joined the project”. 7. Support the Above-the-Line (ATL) Met an exec early? Keep them looped into POC updates, key milestones, or call takeaways. When we give regular status updates, it builds credibility and keeps momentum - as execs don't join every call, and appreciate the visibility. 8. Never Underestimate Below-the-Line (BTL) Decision-making today is flatter; end-users/junior stakeholders are increasingly influential. I’ve lost count on how many times AEs (our BTL buyers) were make or break in our deals. Give them genuine attention. Don’t underestimate any buyer. 9. Late-Stage Exec Reinforcement If a deal stalls, a concise, confident, personal email from me as CEO resets urgency. The message isn't pushy; it reinforces our shared vision, driving commitment. —— Multithreading isn’t a tactic. It’s insurance. A deal defense system. Built thread by thread, stakeholder by stakeholder. So when things break, and they will - You’re not the only one left to save it. P.S. The Deal Room we used to multithread is Aligned. It's free to try: https://lnkd.in/dYksGnfb

Let's be honest... most of us are living in digital chaos right now; Data, technology, and new product overload. How do you make sense of it all? Establishing your own set of Golden Rules Golden rules are the non-negotiable principles that offer a blueprint for success. In digital transformation, they are the critical load-bearing walls that support the entire structure of transformational change. Here are my 10 Golden Rules for Successful Digital Transformation: 𝟏. 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐞 𝐄𝐧𝐝-𝐔𝐬𝐞𝐫 𝐄𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞: Always craft your digital interfaces and processes with the end-user in mind, ensuring that every interaction is intuitive, engaging, and satisfying. 𝟐. 𝐂𝐨𝐦𝐦𝐢𝐭 𝐭𝐨 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠: Foster a culture where ongoing education is valued, enabling your team to stay ahead of the curve by mastering new technologies and methodologies as they emerge. 𝟑. 𝐔𝐩𝐡𝐨𝐥𝐝 𝐃𝐚𝐭𝐚 𝐒𝐞𝐜𝐮𝐫𝐢𝐭𝐲 & 𝐏𝐫𝐢𝐯𝐚𝐜𝐲: Vigilantly guard your customer’s data as if it were your own, implementing robust security protocols and privacy measures to maintain trust and compliance. 𝟒. 𝐄𝐦𝐛𝐫𝐚𝐜𝐞 𝐀𝐠𝐢𝐥𝐞 𝐌𝐞𝐭𝐡𝐨𝐝𝐨𝐥𝐨𝐠𝐢𝐞𝐬: Adopt a flexible and responsive approach to project management, allowing for rapid iteration and adaptation in the face of changing digital landscapes. 𝟓. 𝐁𝐫𝐞𝐚𝐤 𝐃𝐨𝐰𝐧 𝐃𝐚𝐭𝐚 𝐒𝐢𝐥𝐨𝐬: Encourage a collaborative environment where data flows freely between departments, enhancing decision-making and fostering a unified view of the business. 𝟔. 𝐂𝐨𝐧𝐝𝐮𝐜𝐭 𝐑𝐞𝐠𝐮𝐥𝐚𝐫 𝐓𝐞𝐬𝐭𝐢𝐧𝐠: Implement a rigorous testing regime to identify and address issues early on, ensuring that your digital offerings are resilient and reliable. 𝟕. 𝐃𝐞𝐬𝐢𝐠𝐧 𝐟𝐨𝐫 𝐅𝐮𝐭𝐮𝐫𝐞 𝐆𝐫𝐨𝐰𝐭𝐡: Anticipate the scalability of your digital solutions, ensuring that they can evolve and expand as your business grows and market demands shift. 𝟖. 𝐑𝐞𝐠𝐮𝐥𝐚𝐫𝐥𝐲 𝐑𝐞𝐯𝐢𝐬𝐞 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬: Continually reassess and refine your digital strategies to stay relevant and effective in an ever-evolving technological ecosystem. 𝟗. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐚𝐧𝐝 𝐈𝐧𝐯𝐨𝐥𝐯𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩: Ensure that your leadership is actively involved in driving digital initiatives, setting a visionary tone and aligning digital goals with business objectives. 𝟏𝟎. 𝐌𝐚𝐢𝐧𝐭𝐚𝐢𝐧 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Cultivate an environment where communication is clear and open, establishing a foundation of transparency that builds trust and facilitates smoother digital transitions. Use this as a framework to write your own set of Golden Rules, and communicate them to EVERYONE who is a part of the transformation. 𝐅𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/e_TGu_4D What else would you add to the list?

This quote got me thinking. Early in my career, I struggled with how people showed up. I was often called too intense, I was often perceived as overwhelming, but the truth of it is I SHOWED UP! I was engaged, I was committed, and I wanted to make an impact. Not knowing why there was such a difference between how I showed up and others, I learned … that ONLY 31% of employees are enthusiastic and energized by their work? Imagine that almost 70% of the people in your team are there because they just have to 🫣 I honestly can't imagine that, which is why I implemented some solutions in my teams, most of it worked, some of it I’m still testing & trying … Here are some things I did: 👉 Trust & Empower: I involve my team in decision-making processes and push decisions to them when possible. This fosters a sense of ownership and responsibility. 👉 Celebrate Feedback: I create an environment where feedback is frequent and constructive. It encourages continuous learning and growth. 👉 Connect 'Why' to Vision: I share a compelling vision to motivate team members and clearly explain why their contributions matter. 👉 Offer Development: I signal my commitment to personal growth with training and development opportunities. It sparks motivation and increases loyalty. 👉 Recognize & Praise: I acknowledge achievements and make saying ‘thank you’ my default. A little recognition goes a long way to boost morale and motivation. 👉 Promote Diversity: I embrace diverse perspectives and backgrounds to enrich the work environment, prompt healthy debate, and drive innovation. 👉 Encourage Collaboration: I encourage teamwork on projects. This builds a sense of community and belonging while also accelerating learning 👉 Challenge Comfort Zones: I push and encourage team members to expand their skills and what they think is possible. It promotes growth and enthusiasm. 👉 Cultivate Inclusivity: I ensure all voices are heard. For example, I make sure extroverts don't steal the show and create the space needed for quieter team members to speak. Be the leader that serves, empowers and inspires. And all will go just fine 🙌 #EmployeeEngagement #TeamMotivation #WorkCulture

𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐄𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭: 𝐌𝐞𝐞𝐭 𝐓𝐡𝐞𝐦 𝐖𝐡𝐞𝐫𝐞 𝐓𝐡𝐞𝐲 𝐀𝐫𝐞 Enterprise Architecture abhors a vacuum—it thrives on stakeholder engagement. Often, architects jump into collaboration without first assessing one critical factor: • 𝐖𝐡𝐚𝐭 𝐝𝐨 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐤𝐧𝐨𝐰, 𝐚𝐧𝐝 𝐛𝐞𝐥𝐢𝐞𝐯𝐞, 𝐚𝐛𝐨𝐮𝐭 𝐄𝐀? Before strategy, frameworks, or roadmaps, 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞𝐢𝐫 𝐚𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬, 𝐩𝐞𝐫𝐜𝐞𝐩𝐭𝐢𝐨𝐧𝐬 and 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬. This will shape how you approach, gain buy-in, and drive outcomes. Here are 𝐭𝐡𝐫𝐞𝐞 𝐞𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐦𝐨𝐯𝐞𝐬 for aligning EA with stakeholders: 𝟏 | 𝐆𝐚𝐮𝐠𝐞 𝐄𝐀 𝐀𝐰𝐚𝐫𝐞𝐧𝐞𝐬𝐬 𝐁𝐞𝐟𝐨𝐫𝐞 𝐄𝐧𝐠𝐚𝐠𝐢𝐧𝐠 EA means different things to people, how can you align? Approach: * 𝐀𝐬𝐬𝐞𝐬𝐬 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐤𝐧𝐨𝐰𝐥𝐞𝐝𝐠𝐞. What do leaders think EA does? What experiences shape their view? * 𝐏𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐄𝐀 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐥𝐚𝐧𝐠𝐮𝐚𝐠𝐞. If a product saw EA as 'overhead,’ shift the conversation to ‘rapid decision-making.’ * 𝐓𝐚𝐢𝐥𝐨𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐛𝐲 𝐚𝐮𝐝𝐢𝐞𝐧𝐜𝐞. Finance, operations, and IT leaders have different concerns. Meet them on their terms. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: When you shape EA’s role based on their reality, it becomes relevant, not theoretical. 𝟐 | 𝐀𝐥𝐢𝐠𝐧 𝐄𝐀 𝐭𝐨 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐞𝐬 EA isn’t all architecture, it’s solving business problems. Approach: * 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐊𝐏𝐈𝐬. Growth? Efficiency? Risk? Align EA contributions to what leadership interests. * 𝐂𝐨𝐧𝐧𝐞𝐜𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐭𝐨 𝐢𝐦𝐩𝐚𝐜𝐭. Show architecture driving go-to-market, savings, or agility—over compliance. * 𝐀𝐧𝐭𝐢𝐜𝐢𝐩𝐚𝐭𝐞/𝐫𝐞𝐦𝐨𝐯𝐞 𝐫𝐨𝐚𝐝𝐛𝐥𝐨𝐜𝐤𝐬. If EA was a bottleneck, demonstrate accelerated decision-making instead. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA is a strategic enabler, not afterthought. 𝟑 | 𝐁𝐮𝐢𝐥𝐝 𝐄𝐀 𝐢𝐧𝐭𝐨 𝐭𝐡𝐞 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 EA works best in collaboration, not isolation. Approach: * 𝐄𝐦𝐛𝐞𝐝 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬 𝐢𝐧𝐭𝐨 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐝𝐢𝐬𝐜𝐮𝐬𝐬𝐢𝐨𝐧𝐬. Decision-making improves when EA is a proactive presence. * 𝐒𝐡𝐢𝐟𝐭 𝐟𝐫𝐨𝐦 ‘𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐢𝐧𝐠 𝐄𝐀’ 𝐭𝐨 ‘𝐜𝐨-𝐜𝐫𝐞𝐚𝐭𝐢𝐧𝐠 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬.’ Stakeholders engage when architecture is a tool for their success. * 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭, 𝐧𝐨𝐭 𝐨𝐧𝐞-𝐨𝐟𝐟. EA isn’t a pitch—it’s a dialog evolving with business. 👉 𝐎𝐮𝐭𝐜𝐨𝐦𝐞: EA shaping decisions early rather than reacting later. 𝐓𝐚𝐤𝐞𝐚𝐰𝐚𝐲 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐬𝐭𝐚𝐫𝐭𝐬 𝐰𝐢𝐭𝐡 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠. Before pushing frameworks or models, assess 𝐰𝐡𝐚𝐭 𝐄𝐀 𝐦𝐞𝐚𝐧𝐬 𝐭𝐨𝐝𝐚𝐲—and how to reshape that narrative to unlock its full potential. How do align EA stakeholders? Let’s discuss.👇 --- ➕ 𝐅𝐨𝐥𝐥𝐨𝐰 Kevin Donovan 🔔    👍 Like | ♻️ Repost | 💬 Comment    🚀 𝐉𝐨𝐢𝐧 𝐀𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭𝐬’ 𝐇𝐮𝐛 👉 https://lnkd.in/dgmQqfu2

Navigating Team Conflicts In team dynamics, some level of conflict is inevitable—even healthy. However, understanding the nature of the conflict can help leaders manage and resolve it more effectively. Here are four common conflict patterns and strategies for handling them: 1. The Solo Dissenter This conflict arises when one individual disagrees with the rest of the team. Whether due to personal differences or a challenge to the status quo, isolating or scapegoating this person is counterproductive. Instead, leaders should engage in one-on-one conversations to better understand their perspective and address any underlying concerns. Open communication can transform a dissenter into a valuable source of alternative viewpoints and broader system awareness. 2. The Boxing Match This frequent form of conflict involves a disagreement between two team members. If the issue stems from a personal relationship, external coaching may be helpful. However, if it’s task-related, the disagreement may benefit the team by introducing diverse ideas—provided the discussion remains civil. Leaders should avoid intervening prematurely, as genuine task-based disagreements often lead to more innovative solutions. 3. Warring Factions When two subgroups within the team oppose each other, an "us versus them" mentality can develop. This type of conflict is more complex, and solutions like voting or majority rule rarely resolve the issue. Leaders should introduce new options or third-way alternatives, encouraging both sides to broaden their thinking and find a compromise that addresses the core needs of both groups. 4. The Blame Game This challenging conflict involves the entire team, often triggered by poor performance. Assigning blame worsens the situation and creates more division. A more effective approach is to refocus the team on collective goals and explore strategies for improvement. Shifting the conversation from blame to team purpose and collective problem-solving can unite the group around a shared vision. By recognizing these conflict patterns and applying the right strategies, leaders can guide their teams through disagreements, fostering a more cohesive and productive environment.

Is it the end of road for Scrum masters and Agile coaches? Agile approaches have permeated organizations across industries over the past couple of decades. From financial institutions to automotive giants, the promise of business agility—a potent blend of flexibility, speed, and collaboration—has driven enterprises to embrace agile frameworks. Scrum masters and agile coaches, emerged as catalysts, guiding teams through the transformational process. But the nature of these roles are evolving, and the expectations are changing. Today, automation and AI are changing the work landscape at a pace never seen before, presenting opportunities and challenges. As a Scrum Master, are you merely sending out meeting invites, booking conference rooms, asking the same three questions at the Daily Scrum, and raising support tickets for the team's infrastructure needs? Then, it's time to reassess your impact. The Scrum Master is not a mere team secretary but rather a leadership role requiring deeper engagement with team dynamics and a proactive approach to continuous improvement. Similarly, as an Agile Coach, your role extends far beyond just throwing "thought-provoking questions" (although those are still valuable!) around. Our role is not just about facilitating meetings and coaching teams—it's about enabling meaningful change and driving organizational success. As change agents, we are the strategic partners, guiding organizations through complex transformations. Transformation demands a comprehensive understanding of the latest innovations alongside product lifecycle management, product development, and organizational design. Agility is not dead. It has become more relevant than ever before. So, what's next? Here's a starting point: - Develop Strategic Thinking: Move beyond tactics and focus on the bigger picture. How can Agile practices drive true business value in your organization? - Sharpen Your Business Acumen: Gain a deeper understanding of your company's industry, competitors, and overall business goals. - Become an AI Evangelist: Don't fear AI! Embrace it! Become an expert on how these technologies can complement and enhance Agile ways of working. Agile teams and organizations need leaders who can navigate this rapid change, guiding them through the complexities of AI-driven transformation. The future belongs to those who can embrace change and lead their teams toward innovation. Indeed, it is a litmus test for the change agents. The successful folks will continue to play a pivotal role in shaping the future of work. As we bid adieu to what these titles mean today, let us embrace Agility's essence: continuous learning, adaptability, and collective growth. #scrum #agile #leadershipandmanagement #AI

Meetings cut in half. Escalations down 75%. No new tools required. A cross-functional marketing team at a major global retailer was drowning: only 22% thought their meetings were a good use of time, and just 39% understood the metrics they were being evaluated against. No calendar audit fixed it. What did? Getting their team working norms aligned, starting with cross-functional goals. With help from Sacha Connor at Virtual Work Insider, the team worked through five intensive 90-minute sessions over two months. Three focus areas made the difference: 🔹 Align goals before anything else. They mapped KPIs side by side and found one function's top priority barely registered for the other. They worked to get aligned, and shared understanding of team metrics went from 39% to 83%. 🔹 Clarify decision rights first. Designated points of contact absorbed a brutal 15:1 staffing ratio, without adding headcount. It also cut down on meetings ("where are we on X") and reduced escalations by 75%! 🔹 Create norms for communication. One rule on Teams: drop an eyeball emoji to acknowledge you've seen a message. Information-flow effectiveness jumped from 41% to 83%. As Sacha put it about Team Working Agreements: most companies put a toolkit on the intranet, maybe a couple teams download it, work through the logistics and call it done. It's not. Three-quarters of teams have never established formal norms. If you're about to layer AI on top of that foundation, you're building on sand. 👉 Full case study in today's newsletter, linked in comments What's actually standing in the way of your team doing this work? #Meetings #Management #AI

Leading in the digital age is not just about mastering technology; it’s about mastering change. As someone guiding an organization through rapid shifts, I’ve learned that digital transformation is, at its core, about people. I used to think building digital capabilities meant investing in the latest systems, but I quickly realized that the most critical investment is in developing a culture of adaptability. Digital IQ starts at the top. If I don’t immerse myself in emerging tech, competition and customer trends, how can I expect my team to embrace them? Instead of attempting to overhaul the entire company, I started with digital-ready teams, those eager to experiment, collaborate, and drive results. Their success became proof of concept, showing the rest of the organization what’s possible. Change requires persuasion, not mandates. A digital leader must inspire transformation at every level, ensuring that innovation, agility and collaboration become part of the mindset. Transformation is sustained when people evolve alongside technology. #digitaltransformation #organizationalchange

Interview Conversation Role: RTE in #SAFe framework Topic: Conflict Management 👴 Interviewer: "Imagine the Product Manager and System Architect disagree over feature priorities, with the PM focusing on customer needs and the Architect concerned about tech debt. As the RTE, how would you handle this?" 🧑 Candidate: "I’d remind them to focus on the PI objectives and find a middle ground." 👴 Interviewer: "Say this disagreement is slowing decision-making, impacting team alignment, and morale is dipping. What specific actions would you take to mediate?" 🧑 Candidate: "I’d encourage both of them to think about the project’s overall goals." What a skilled Release Train Engineer should say: ------------------------------------------------------ In cases like this, it’s crucial to foster open, constructive discussions without losing sight of both customer value and technical stability. 🌟 I’d start by facilitating a conversation with the PM and Architect to unpack their priorities and establish a shared understanding. 📅 In a similar situation, I scheduled a conflict-resolution workshop with both roles, focusing on ‘value vs. sustainability’ using the Economic Framework. 🏹 We assessed the impact of each priority on the PI objectives, assigning weights based on business and architectural needs. The workshop helped clarify the ROI of tech improvements and immediate features, allowing them to make informed trade-offs. 🛠 To make it concrete, we identified one high-priority feature to advance and a critical refactor for the next PI. By reaching a balanced decision, we addressed urgent customer needs while setting a feasible path for addressing tech debt. 🚩 Impact: This approach helped restore team alignment, fostered trust between the PM and Architect, and improved the ART’s overall efficiency. ✍ As an RTE, my role is to mediate these discussions by grounding decisions in shared values and structured prioritization, ensuring both immediate and long-term value are achieved.

High-pressure, fast-paced work environments are like hot sauce on the brain—they keep everything on fire. While leaders might thrive on this continual state of excitement and ambition, expecting all employees to sustain this intensity is unrealistic. Such an environment can lead to: → Burnout → Disillusionment → High turnover But what if you’re on a mission to change the world or accomplish big things? How can you cultivate a culture of innovation that also supports a sustainable workforce? ⦿ Flexible Schedules: Foster innovation with flexible hours and remote work options, as demonstrated by Google. ⦿ Clear Boundaries: Limit after-hours work and communication to avoid burnout, a strategy championed by 37signals. ⦿ Promote Well-being: Invest in wellness programs and mental health resources, like those offered by Asana. ⦿ Create Innovation Labs: Set up dedicated spaces or times for experimentation and creativity, like 3M's famous 15% rule. ⦿ Encourage Regular Breaks: Implement mandatory downtime, similar to Slack's "no meetings" Fridays, to boost creativity and reduce fatigue. ⦿ Mentorship Programs: Pair employees with mentors to nurture growth and support, following the model used by Pixar Animation Studios to encourage creative collaboration. wearemotto.com