When an organisation starts an agile transformation, it ideally pursues a certain goal because it has been recognised that existing ways of working bring too many disadvantages with them. The more people are affected by the transformation - by the change in the way of working, the more difficult the transformation becomes.
Change and new ways cause uncertainty. That is why resistance to transformation is pre-programmed. This is not a bad thing per se, it is human behaviour and the task of managers and coaches is to pick up employees accordingly. The best way to achieve this is by explaining the why, as this is the most likely way to get supporters and followers in the company. The more followers that join, the greater a pull effect that draws other, more cautious employees along.
As a leader and coach, this is sometimes a very energy-intensive job, because it is not one issue after another that comes up, but usually a large number of necessary changes lie ahead. It is essential to ideally initiate changes immediately. Step by step, even if they are small steps, lead to the goal.
Goals that are measurable require more effort to define, but it helps immensely to achieve the goal. A goal of "fewer bugs" is far too soft and has a pale taste. A goal of "x bugs less" is stronger and you can clearly see when you have reached the goal. To have a comparison in running, "run further" would be less meaningful than "run 10 km".
When you reach a goal, you should celebrate it. Small rewards and celebrations can also be an important contribution to the motivation to pursue further goals.
Finally, I think it is important to reflect regularly. What have you achieved? Especially in difficult situations, looking back helps you to gather enough energy to move on.
