#188 – Managers in Agile
Holding on to legacy or Taylorist management activities, such as yearly resource allocation sessions, doesn’t rhyme with agile. So, let’s stop believing that an organization can become agile without Management and their practices and mindset)having to change, as well. Based on the number of (way too expensive) ”Agile Leadership” courses out there, it seems that both enterprises and AgileBS Consulting are starting to acknowledge it.
We like Dr. Simon Hayward’s approach to agile management; in his book, The Agile Leader, he describes the Agile Leadership Paradox where agile leaders must both Enable (learn about agile, emphasize with employees, trust them, empower teams, urge collaboration across silos, etc.) as well as Disrupt (question the status quo, create new ways of thinking, be aligned with customer trends, etc.) both teams and the organization.
Combining this approach with a strong understanding of Situational Leadership, and have as ambition to be more Supporting and Delegating than Coaching and Directing, is a start—also, remember that different teams might require different levels of servant-leadership.
Latest Comics
-
#11. Team Problems
Apr 18, 2020
-
#10. The Scaling Agile Showdown
Apr 13, 2020
-
#9. Homeschooling
Apr 08, 2020
-
#8. Manager vs. Sprint Backlog
Apr 03, 2020
-
#7. Social Distancing
Mar 30, 2020
-
#6. Let’s call it
Mar 26, 2020
-
#5. The ‘Why’ of going agile
Mar 22, 2020
-
#4. Burning Down
Mar 20, 2020
-
#3. Skateboards
Mar 20, 2020
-
#2. Distributed Hoarding
Mar 20, 2020
Recent Comments