» Self-Organizing Teams
Most leaders would claim that they want high-performing teams but many of them don't know what it takes to create them. In some cases, leaders actually behave in ways that undermine high-performing teams.
Can Leaders Create High Performing Teams?
How do you create High-Performance Teams? More specifically, how do you create high-performing teams from your current employees?
Between Santa Claus, Big Foot and the Agile Project Manager, which exists? Few people argue for the existence of Big Foot or Santa Claus, though most believe that Agile Project Managers exist. I would contend that none of them exist, especially the Agile project manager. (BTW we used a photo of a Wookie for Big Foot since all the pictures we had of Big Foot were blurry.)
A few months ago I had a conversation with a development manager whose teams had transitioned to Scrum earlier in the year. The development manager said he was really happy with the transition to Scrum and how productive, transparent and collaborative the teams had become. Then almost as an afterthought, he mentioned another benefit of Agile Transformation that excited me.
Imagine that you have a favorite restaurant and that you go there all the time. The restaurant's specialty is the veal chop. You love the restaurant and the veal and you recommend it to everyone. You have a good friend who visits your restaurant based on your recommendation. But rather than getting the veal, she orders the spaghetti and meatballs. Her husband orders the vegan burger, which BTW is terrible. They wind up very dissatisfied with the restaurant.
I am working closely with some distributed Teams using the Scrum Framework and seeing some challenges with the daily Scrum Meeting. They are probably typical challenges for all new Scrum teams and include some habits developed over years of using other processes. These habits are harder to break because the teams are distributed and reliant on phones or Skype to communicate.