I met with some of the key internal Agile champions at a client recently and they asked for my help. They were leading the Agile Transformation in their organization and were supporting their teams to improve and mature their practices. Unfortunately, they found that their teams had hit a brick wall and were not progressing.
That brick wall was the executive leadership team. The leadership team said they wanted the benefits of Agile but frequently acted in ways that undercut the agile teams. The attitude of the leadership team seems to be:
Does that sound Agile or effective to you? More importantly, does it sound familiar?
Leaders Frequently Undermine the Agile Transformation
This Agile champions team wanted to enroll my help to make a fact and data-based argument. They wanted the leadership team to change the way they were behaving to be more Agile friendly; to stop doing some things and start doing others.
Here is the list of items that they wanted the leadership to stop doing, and the corresponding list of items that they wanted the leadership to start doing.
This Is Happening Everywhere
If this sounds familiar, it is because it is happening everywhere. Most leaders are under pressure to do more with less and to show short-term results. They don’t have the time to wait for Agile teams to develop or to learn how to best support an Agile team.
They also don’t want to spend time in an Agile training course or invest in learning. Most already know all about agile (sigh) and so don’t believe they need any Agile or Scrum training (though in reality, they do). They espouse Agile and give it lip service, but they don’t effectively support it.
These leaders are governing how much growth the teams will have. The teams are only going to be able to mature to a certain point and then they will hit the wall.
It’s a recognizable enough pattern that Agile Transformation expert Michael Sahota talked about it in my recent Certified Agile Leader Course (which I highly recommend, BTW). He said that:
Common Barriers to Agility
This also seems to match the experience reported by respondents to the VersionOne Annual Report on Agile. When asked what were the barriers to the further growth of Agile in the organization, most respondents pointed the finger at the leadership team. It is the leadership that is the limiting factor for Agile Transformation.
This rule that the leader is the limit to development in organizations has a couple of powerful implications:
- If the leadership team is not on board, there is little that individuals on the lower rungs of the organization can do to make agile stick or for an effective Agile Transformation.
- If you want to make a major change in an organization, like Agile Transformation, the leadership team needs to understand and champion the change.
Literally, leaders in the organization need to go in front of the change. They do this by investing in their own Agile learning and growth. Michael Sahota has an excellent diagram for this which he titled “Leaders go First”.
Good News for Leaders Seeking Business Agility
There is a bit of a silver lining in all this. If you are a leader who wants to gain the benefits of business agility, flexibility, and team productivity, it is within your reach. Though an Agile Transformation is not easy or painless (see my recent post “We are Using Agile, Why are Things Getting Worse“), it is within your power to help Agile succeed. The way out is to lead through the change, by going first.
Are you ready to lead by example? If learning more is your next step, please check out our various training courses, coaching and other support for Agile Transformation. You can also read more about the leader’s role in an Agile Transformation, or things to consider when planning an Agile Transformation.
Please contact me immediately at acmersino@VitalityChicago.com if we can support you and your transformation.