I’ve been working in organisations on delivery challenges for many years now, and seemingly speaking two sets of language without even recognising it.
I’m aware of my strength of translating between user needs and solution focused language, but only recently have I noticed that I also use another form of transation.
In many organisations, the same topics are discussed using two different points of view. Those working in the business — the project managers, designers, developers, testers — use the language of operations and tactics. Essentially the what and how. Those working on the business — leaders, heads of, c-suite roles — use the language of strategy.
Although my engagement with a business is almost always initiated by those in leadership roles, my work starts at the other end of the org chart, with those building and crafting.
Although the impact of their challenges is often felt by all levels of the organisation, the transformation — at least the priority tactical change — starts with delivery.
I often find myself going back and forth between the two groups. First I understand the pain the organisation is feeling in the language of strategy and reporting, then I explain my work and how it can support with those pains.
Assuming I do a good job of that, and they bring me in to support them, I then embed myself in the delivery team. Trust is key, so speaking their language, having confidencial discussions, showing them the opportunities, and using tactical language comes next.
At some point I then report back to leadership, using the language the engagement is based on, and translating any progress so that they can see the value of my work.
Then again, back to the delivery team to continue talk of reducing waste, and focusing on value, and optimising flow.
It seems to come quite naturally to me, although I’ve never really thought too hard about the details of it until now.
I generally speak two languages wherever I work to maximise buy-in to my potential, and then to ensure everyone aligns around the opportunities for their own areas of the business.