In part one of this discussion, we explored some of the dynamics associated with how managers are sometimes “left out of” agile transformation conversations. Here we continue discussing what each of us can do to change those less than helpful postures into something a bit more constructive.

Instead of “bashing” or “removing”, what about…

Instead of phobic distrust of, bashing, marginalizing, or demonizing management, I think there are a few way more constructive approaches for us to partner with managers and leaders who are struggling with the shift to agile methods. I want to highlight these alternative reactions and recommend that we go here first.

1. Be Respectful – First of all, let’s stop the blame game and name-calling when it comes to our managers. I heard one coach imply that all managers are useless and should be fired. But then say that leaders are required when moving to agile approaches. In fact, leaders are a significant part of a successful transition. I guess that coach was the final judge as to who was a “manager” and who was a “leader”?
2. Don’t Stereotype – In many ways Dilbert has done all of us a truly terrible service. It’s got us into a habit of stereotyping all managers as pointy-headed incompetents who are only looking out for themselves. Don’t fall into that habit. Treat all of your managers as unique and give them a fair shake when it comes to supporting their efforts to become agile leaders.
3. Seek to Understand; Be Empathetic – I’ve gotten into the habit of trying to walk in the shoes of my leaders (and my teams) before I pass judgment on their intentions and actions. It often gives me a much more nuanced and balanced perspective. It also prevents me from assuming I understand the challenges and pressure that they are under.
4. Be Patient – Please realize that it takes time to change. Often it depends on how long you’ve been approaching things, so age and experience comes into play. As does the energy needed to change. Also realize that when the pressure is on, we often revert to our old habits. So it will take time for someone to truly change and become ‘sticky’ as a solid agile manager.
5. Partner with & Teach Them – Too many coaches focus towards the team in their efforts and avoid coaching management and leaders. I often wonder why; or if money and risk has something to do with it. Regardless, I believe agile coaches should spend the majority of their time in situational coaching of the management tier within organizations transforming to agile. Spend time partnering with them and teaching them solid agile leadership principles.
6. Listen with Intent – I think sometimes we under and over react to what are leaders are saying and doing. Listen to both the words and the actions of your leaders and managers. Don’t react to each word or poorly phrased message, but consider them within the overall contexts. Realize that we all communicate poorly at times and say things we don’t mean. See through the words to their true meaning within their historical patterns.
7. Open Dialogue; Tell Truth – I’ve found that leaders really want their teams to “tell them the truth”, as early as possible. While they might not like and sometimes overreact to the truth, they appreciate honesty, openness and courage. Establish a relationship with your manager where you can tell (and also accept) the truth in your communications.
8. Be Flexible and Context-Based – There is way too much “purist agility” in the world that looks at things from a one-size all perspective. Try to embrace your managers from the perspective of context. Consider what they’re doing and why they’re doing it from within the frame of your companies’ culture. Don’t expect them to always “buck the system” in large-scale ways. They may be waiting for the right moment to inspire a shift.
9. Don’t Jump on the Bandwagon of “Blaming” Managers – Just because it’s so pervasive in the “agile community”, doesn’t make it right. In my personal coaching experience, I’ve never fired a manager because of moving to agile. We reframed their roles, then trained and coached them along the path of the transition. Nearly all of them made the transition and became successful servant leaders in agile contexts. And yes, many of them retained “management” titles. And to the point of the quote I used at the introduction, we did achieve high performance agile teams with “managers” in place. In fact, in my estimation, they were a part of the reason that we achieved higher performance. That is—their Leadership.
10. Don’t Underestimate the VALUE of Leaders – One of the greatest risks in marginalizing your managers and leaders is considering them to have no value. Even the bad ones have value in your organization for reporting, budget, HR practices, training, roadmap planning, and yes, leading. I think it prudent to somehow figure out how to work WITH them instead of against them. And if you’ve come to the end of journey, then be mature enough to vote with your feet as you find your next opportunity.

And did I say – Be Patient? Trust me, agile team transitions don’t happen overnight. Developers just don’t magically start writing well designed, coded, and tests components via swarming that meet all aspects of your Definition of Done. It takes time. So how can we fairly expect our leaders to immediately become effective agile servant leaders? Truth is, we can’t.

Wrapping Up

I guess I should come clean. My name is Bob Galen and I’m a manager. I’ve been a manager in Waterfall and Agile contexts for over 25 years. My teams have told me that I’m an effective manager and leader in both contexts. And I’ve been fortunate enough to see several organizations I’ve led become high performing from an agile perspective, believe it or not WITH managers in place.

So, I’m somewhat biased. I think there’s a place for management in agile contexts. And most certainly for a related aspect called leadership. Much of that involves providing the vision and mission around the organization and then providing the team support to meet those goals.

But to be clear, I have seen managers who struggle moving to agile and I have seen the damage they can cause. I’ve fired (or significantly reframed the roles for) some of those managers. Not because some company or book said to do it, but because they weren’t effectively doing their jobs. It was an individual move, not a holistic one.

To do otherwise, to fire all the managers, as part of an agile transformation is in my mind an immature and simplistic reaction to a far more complex evolution. Solid managers and solid leaders are not only needed within agile contexts, they sustain, grow, and empower it. Now you agilistas in the audience please figure out a way to embrace your management.

Stay agile my friends,

Bob.

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