One of the frequent obstacle encountered by project teams when transitioning to Agile is the resistance of their manager. When an executive declares that the organization is moving to Agile, many team members look forward to working differently – that is until their manager gets involved.

As an organizational coach, I often use a simple questionnaire to assess the level of agility of the managers I deal with. Below are nine questions to help determine how Agile the manager I’m talking to actually is.

Go ahead – try the short test.

True or False?

How did you do?

If you answered True:

• 9 times (out of 9): As you enter an Agile transition, your current management paradigms are likely to be severely tested, but with the right mindset and the willingness to change you could be surprised. You may want to take this test again a few months after the beginning of the transition to see how much you have progressed.
• Between 5 and 8 times (out of 9): You have some of the right reflexes but you haven’t fully grasped the concepts behind Agile. With some work and an open mind, you could modify your leadership style and eventually become an Agile manager.
• Between 1 and 4 times (out of 9): You’re almost there. You are comfortable with most of the Agile concepts but still need to fine-tune some of your reflexes to make it to the top of the chart.
• 0 time (out of 9): Congratulations! You seem to understand the Agile approach and the underlying concepts very well. If you behave the way you answered these questions, you are an exemplary Agile leader. Send me an email, I certainly would like to hear from you.

You might be interested in these related posts:

1. What consultants don’t tell you before you begin an agile transition – Part 3: Impact on the functional and people managers
2. Asking Powerful Questions – Agile Coaching
3. Between a rock and a hard place – The managers in an agile transition

Following my posts on delivering results in an agile context, the 7 dimensions of an agile project team and their agile work environment, this fifth and final post on Agile Leadership presents the “Leadership” level of the model. I’m hoping to help managers, leaders, and stakeholders better understand which behaviors to modify in order to obtain better performance and improve employee satisfaction within their organization. I came up with five dimensions associated with Leadership in an Agile context.

Before I begin, I want to make a distinction between management and leadership. Over the years, the terms “leadership” and “management” have often been used as synonyms. To distinguish the two words I would specify that leadership is “transformational” in nature while management is more “transactional”.

Leadership

Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task” (wikipedia)

Servant Leadership

Servant-leaders achieve results for their organizations by giving priority attention to the needs of their colleagues and those they serve. Servant-leaders are often seen as humble stewards of their organization’s resources (wikipedia)

Management

Management in all business areas and human organization activity is the act of getting people together to accomplish desired goals and objectives. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal (wikipedia)

Goal Setting

Goal-setting ideally involves establishing specific, measurable, attainable, realistic and time-targeted objectives. Work on the goal-setting theory suggests that it can serve as an effective tool for making progress by ensuring that participants have a clear awareness of what they must do to achieve or help achieve an objective (wikipedia)

A few questions to assess the Goal Setting dimension of the Leadership model:

• Are the team members objectives aligned with one another?
• Are the suggestions coming from the retrospection of the team taken into consideration in the objective settings?

Performance Management

Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner (wikipedia)

A few questions to assess the Performance Management dimension of the Leadership model:

• Does the leader clearly define the objectives of his people?
• Does the organization measure its progress toward its goals?
• Is the performance measured at the team level in addition to the individual level?
• Does the company evaluate both the individual’s work behaviours and outcomes against the defined objectives?
• Do the team members receive timely and frequent feedback?

Remuneration

Remuneration is pay or salary, typically a monetary payment for services rendered, as in an employment (wikipedia)

A few questions to assess the Remuneration dimension of the Leadership model:

• Do managers mostly rely on intrinsic (rather than extrinsic) motivation?
• Does the remuneration model reflect the individual’s contribution to the team or is it based on seniority?
• Is the compensation model clearly understood by all team members?
• Is the leader rewarded for the development of his members?
• Do team members participate in the definition of the compensation of their colleagues?
• Is the compensation model strictly based on individual performance?

Coaching

Coaching refers to the activity of a coach in developing the abilities of coachees. Coaching tends to focus on the achievement by coachees of a goal or specific skill (wikipedia)

A few questions to assess the Coaching dimension of the Leadership model:

• Does the leader support its members in their skills and competences development?
• Does the leader take the time to teach his team members on how to increase their skills and better themselves?
• Is the leader selected by the team members?
• Is the leader evaluated by his team members?

Change Management

Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state (wikipedia)

A few questions to assess the Change Management dimension of the Leadership model:

• Does the leader work with the team members to establish a clear change management strategy?
• Does the leader acknowledge that the pace of change is different for all team members?
• Does the leader deal constructively for team members’ resistance to change?

Leader’s Qualities

Finally, in order to assess if the leader has the right qualities to be successful in an agile environment, I have selected a handful of qualities the leader should clearly demonstrate.

Does the Leader display the following qualities?

• Making decision when necessary
• Enthusiasm / Optimism
• Humility
• Respect
• Trust
• Integrity
• Confidence

You might be interested in these related posts:

1. The Nine Dimensions of Agile Leadership (revisited and improved)
2. The 7 Dimensions of an Agile Project Team
3. Agile Leadership (Agile Management) – part II

As mentioned in my guest post on Management 3.0, times are changing and many organizations are finding ways to lead people to deliver better results.

Having spent most of my professional career in the software development industry, either as a consultant or as an employee of large corporations, it is obvious that many of my inspirations for leadership came for the technology side of things. I quickly realized two things:

1. Working with technology opened my perspective to more innovations and allowed me to develop a willingness to continuously improve what was around me – not only the technology but the tools and the processes in order to derive better performance from people and later on to strive for a more balanced work-life,
2. I noticed that many people in organizations who could change the way people were managed were caught in their old paradigms:
   • Senior managers who had power refused to change and were counting the days until retirements,
   • Middle managers who had an open mind, had no time to implement innovations or had no power to do so,
   • Support departments were more interested in maintaining status quo after years of implementing policies and procedures and weren’t so inclined to look for better methods.

Once in a while, an external consultant would present some promising avenue to help improve performance and morale but their attempt would vanish once they closed the doors behind them.

Then came Agile. Although the Agile Manifesto was published in 2001, I discovered the underlying principles years later and it became obvious to me that what was recommended for software development organizations would certainly work, outside the technology departments. For almost two years, I have been analyzing the principles, reading books, and working with colleagues and clients to derive an improved method of working. From my “Rebel Leadership” concept came the “Agile Leadership” approach.

You might be interested in these related posts:

1. Agile Leadership (Agile Management) – part II
2. Agile Principles Applied to Management
3. Agile in a Command-and-Control Organization : What to do when upper management forces overtime?

A few days ago, I broke down the key dimensions associated with an Agile Project team in an attempt to explain Agile to managers but I purposely excluded the concept of RESULTS in order to remain focus on the key dimensions. As such, the main reasons why an organization would choose to go Agile haven’t been specifically addressed in my previous post.

Working software over comprehensive documentation - Manifesto for Agile Software Development

Yes, working software is the goal of the project team but the ultimate goal of the organization remains to maximize return on investment (ROI). The next logical question should be “What does maximizing return on investment (ROI) mean in an Agile context?”

In my opinion, maximizing ROI in an agile context means:

• Paying the right price for the developed software while getting the most business value – the right price means the cost associated with the labor without significant overhead costs;
• Developing a competitive advantage by adapting to changes in the environment while quickly and incrementally developing the results in order to capture the market opportunities;
• Increasing customer satisfaction by giving them the product they need, when they need it;
• Allowing project team members to develop their skills while having fun.

Too many times, maximizing ROI simply means increasing throughput and/or decreasing cost – no matter what. Delivering results in an agile context should not limit its focus on the very short term but also take into consideration a longer term investment in the capabilities of the team members.

You might be interested in these related posts:

1. The 5 Dimensions of Leadership in an Agile Context
2. FAQ: Communities in the context of business
3. We have a huge budget and too much time to complete our business intelligence (BI) project

Agile Leadership is the application of the Agile principles (as defined in the Agile Manifesto) to the leadership of software development endeavours.

In addition to encompassing the processes, tools and rules of Agile Scrum, Agile Leadership extrapolates them to change how teams and projects are managed within the context of the work environment and new leadership paradigms to deliver better results.

Agile Leadership Model

Where Agile Scrum mostly focuses on the organization of the project team, the roles and responsibilities of the team members, the artifacts, and the rules under which the project team operates, Agile Leadership includes the work environment as well as the specific leadership abilities expected from the managers and stakeholders.

Agile Leadership is a fundamental paradigm shift with the objective of making the project team successful and the people within the team happier in order to deliver better results. The shift mostly comes from the leadership (aka management style) and the rules used to govern the actions, the behaviours and the outcome of the team.

Getting managers to become more Agile requires changing behaviors and to use a more democratic approach to management. More specifically, Agile Leadership requires to:

• Transfer certain powers to the team members themselves to let them determine how best to accomplish their tasks;
• Empower the project team through self-organization and commitment to results;
• Transfer decision-making to individuals who are closest to the activities;
• Demonstrate a greater openness to ideas and innovations emerging teams;
• Clearly define the desired vision and to adapt to the context of each team to ensure alignment with the overall objective of the project and to ensure cohesion between the team members;
• Provide the necessary support and resources to the project team so they successfully accomplish the expected results;
• Become a change agent within the organization by accepting and publicly endorsing the idea that the status quo is not acceptable and that the old methods are no longer adapted to the new reality;
• Systematically involve business people in the definition and execution of solutions;
• Adapt the style of management so as to use an inclusive and democratic approach.

In addition to bringing new concepts, Agile Leadership also revisits and adds to some of the concepts on which Agile Scrum relies. There is already much documentation (books, blogs, podcast, etc.) on the topic of Agile. In an upcoming blog post, I will add details to the areas of focus listed below and associate the underlying concepts with theories explained at length elsewhere in other areas of expertise such: as organizational behavior, organizational development, management science, and coaching.

You might be interested in these related posts:

1. What the heck does an Agile Organizational Coach do?
2. The 5 Dimensions of Leadership in an Agile Context
3. Agile Leadership Lessons

Another monthly update on the books I read during the past month. For a complete a list, you can visit my virtual bookshelf.

Coaching

As part of my coaching training, I have purchased this recommended book. The book is a great introduction to what it means to be a coach. It explains how to be an effective coach and provides an approach that can be used for various types of coaching.

Coaching for Performance

My Rating: 

A few words on the book: This is an introductory book to coaching. It provides enough material for people managers who wish to improve their management style by using a coaching approach without getting into too much details. Although the author frequently refers to sport, many of the examples provided and suggested approach do apply to a business context. The book is easy to read and pragmatic but it isn’t enough to completely change one’s management style.

Leadership

Pleased with Collins’ previous books (Built to Last: Successful Habits of Visionary Companies and Good to Great: Why Some Companies Make the Leap… and Others Don’t), I decided to read the third book of the trilogy.

How The Mighty Fall: And Why Some Companies Never Give In

My Rating: 

A few words on the book: Contrary to the previous two books, “How the mighty fall” comes across as an hudge-pudge of simplistic conclusions derived out of the same series of data used for the previous books. Similar to his previous books, Collins introduces a 5 stages model to explain the failures. The problem I had with the book is that the conclusion do not seem to be based on lengthy analysis but on quick conclusions that are company specific – i.e. if a similar company applied the same actions, would they actually get to the same results? It seemed to me that the failures were related to many circumstances that were specific to the organizations – not at a macro level but within the organizations. In addition, the author put too much emphasis on the leader of the organizations and very little on the inner workings.

Meditation

A friend of mine had told me about Deepak Chopra a few years ago and one day I stumbled upon this book. It seemed interesting …

The Spontaneous Fulfillment of Desire: Harnessing the Infinite Power of Coincidence

My Rating: 

A few words on the book: I must admit, I didn’t finish this book. The final chapters are exercises to help improve the SynchroDestiny and that was not what I was looking for. On the other hand, I enjoyed the “scientific” explanation behind SynchroDestiny. I realize that if you are – like many – a fan of Chopra, you will probably enjoy the book. For my part, I am still trying to figure out what was the “destiny” I was supposed to achieve by purchasing this book…

You might be interested in these related posts:

1. Books I have read – December 2009
2. Books I've read – November 2009
3. Book I have Read – February 2010

If at any point while you read this post, you disagree with any of my statements, go ahead and click the “Leave a Comment” link. Express yourself!

While the original title of my post was “Why most software development managers need a leadership coach”, I changed it to “Why most managers need a leadership coach” because the situation I have witnessed in the software development industry is also present in many others specialized fields of expertise – at least that’s what many of the people I speak with confirm. Nonetheless, in order not to generalize my assumptions (yet!), I will share my assessment of the people management and leadership capabilities within the software development industry. Let’s begin…

Are you familiar with such problems?

• Unhappy employees leads to high turnover
• Communication challenges
• Employees fail to deliver on their commitment
• People who fail to deliver what they promise
• How To Deal With Problem Staff And Poor Performance

These are only a handful of typical problems encountered by a manager and for most experienced managers, they may sound trivial. Considering that new leaders are not born with management abilities, how can we expect them to be successful in their role?

People managers lack the basic skills

Here’s why I believe most software development managers (and many others) need coaching to become successful in their role (and apparently, I am not the only one who believes this is a valid suggestion). My logic goes as follows:

• Managers – including software development managers – are people;
• There are 2 ways to become successful at something. Either you learn through education or you possess above average intuition and intelligence and can figure out how things need to be done;
• Most software development managers have a technical training /education (examples can be seen here, here, here, and here);
• In addition to their education background, most software development managers mostly played technical roles (software developers, business analysts, application architect, etc.) in their career prior to getting promoted to a management position;
• Most people management positions are complex and require knowledge and experience outside of technology such as Business, Leadership, People Management, Organizational Development, or Psychology;
• Very few people in people management positions have all the requirements (see previous bullet);
• Without prior education and experience outside the software development sector, most managers are ill-equipped to successfully perform in their role.

Coaching is a solution

With an average salary¹ of $85,000 to $125,000 depending on the number of years of experience and location, why wouldn’t an organization invest a few thousands of dollars to hire a coach in order to help develop the people management and leadership abilities? Despite the economic downturn, I still see organizations spend thousands of dollars on training or conferences. Although I don’t argue the value of such events, I doubt they support the development of people management and leadership abilities.

It seems to me that we need to help those in management position succeed. Otherwise, the performance of the entire team will suffer.

Not convinced?

Others seem to agree with this new trend…

1.- Sources:

• The 2010 IT Salary Guide
• Monster.ca Salary Wizard
• Payscale Salary Survey

You might be interested in these related posts:

1. Wondering what a leadership coach can do for you? Try it for free…
2. The 5 Dimensions of Leadership in an Agile Context
3. What the heck does an Agile Organizational Coach do?

In the spirit of International Coaching Week, I am offering 10 hours of leadership coaching (for free) to a leader in need. Since “96 percent* of clients report they would use coaching again to achieve personal and professional life goals such as work-life balance, increased self-esteem, productivity and much more“, this is an opportunity for you to try a coach.

In honor of annual International Coaching Week (ICW), Feb. 7-13, ICF Chapters and coaches everywhere will take time to recognize professional coaching and what it offers by hosting various coaching events within their local communities. This includes pro-bono coaching services, such as free coaching sessions, educational lectures and workshops for the public.

“This week is the perfect time for coaches to get out in their communities and show people what coaching is and how it can benefit their lives,” said ICF President and Master Certified Coach Giovanna D’Alessio. “Coaching is proven to help people attain their personal and professional goals and those who use it can expect to see a solid return on their investment.”

If you ever wondered if a coach can help you achieve better results faster, I invite you to send me an email (martin [at] analytical-mind.com) with the following information:

• Description of the professional objective you are hoping to achieve.
• Why you think a leadership coach could help you achieve your objective?
• Why YOU should be selected?

I am donating 10 x 1-hour sessions to one leader in need to help you achieve your goal. The sessions will take place over the phone (skype) at the rate of 1 session per week. You have until Saturday February 13th to submit your profile and I will select the coachee on February 15th. I am confident you will enjoy the experience.

*2009 ICF Global Coaching Client Study.

You might be interested in these related posts:

1. What Is Coaching? And Other Relevant Questions
2. On my way to coaching certification
3. Why most managers need a leadership coach

On the importance of creating the right organizational culture (Thanks to Andrew)

By the time we got to 100 people, even though we hired people with the right skill sets and experiences, I just dreaded getting out of bed in the morning and was hitting that snooze button over and over again Corner Office – Tony Hsieh of Zappos – Celebrate Individuality – Question – NYTimes.com.

On why an Agile approach is better suited to deliver value (Thanks to Alfonso)

Most organizations that depend on software are struggling to transform their lifecycle model from a “development” focus to a “delivery” focus. This subtle distinction in wording represents a dramatic change in the principles that are driving the management philosophy and the governance models – Improving Software Economics

On the meaning of Agile transformation for managers

What many people mistakenly do is equate agile project management with doing more work, with less documentation and fewer people. Although the premise is to get more done in a more favorable way, I have never met a team that could successfully implement agile principles without having to slow down first - VersionOne – Agile Adoption For Managers.

On the fact that the true value of an organization is not mapped via its organizational chart

But it’s not the fact that you have many more boxes and lines that I’m most envious of.  It’s your “white space” I want – Oh, Yeah? Well, My Org Chart is Bigger and More Beautiful Than Yours!

On the need to manage self-organized teams when required

The interesting thing is, the further we go into agile management territory the less typical the managerial job we expect. Teams are self-organizing and cross-functional, and sometimes we think a manager should just get out of the way. By the way, surprisingly often this is exactly the best choice. But whenever one of the asshole-moments is needed, it is time to show up and do what has to be done. Otherwise the atmosphere starts rotting as people wait for someone who will fix things. Someone who will do something about this guy adding a new technology every time he reads some nice article. Someone who will deal with that lass taking a few days off because she doesn’t really care about the project being late and the team working their butts off to get back on the right track. That’s always a job for a manager, and a harsh one, no matter how self-organized the team is - Good Managers Sometimes Have to Play Assholes – NOOP.NL.

You might be interested in these related posts:

1. Interesting blog posts (February 1, 2010)
2. Interesting blog posts on Leadership (November 27, 2009)
3. Other interesting blog posts (May 21/2009)

The Experiment

I attempted a small experiment with my kids a few weeks ago – get them to voluntarily help clean the house. If you have children between 7 and 10 year-old, I’m pretty sure having your kids help with cleaning is nothing short of a nerve-wrecking experience. If you don’t have kids, the process typically goes like this:

• You – “Timmy, can you please pick up the toys in your room.”
• Timmy – “Why?”
• You – “Because your room is a mess and I break my face every morning when I come wake you up.”
• Timmy – “OK, I’ll clean up.”

30 minutes later, you go see Timmy.

• You, slightly annoyed – “Timmy, what are you doing?”
• Timmy, looking up – “I’m building a castle, daddy. You want to play with me?”
• You – “Yes, I’d like to play with you as soon as I’m done cleaning up. Why didn’t you pick up your toys like I asked you too?”
• Timmy – “OK, I’ll clean up”

30 minutes later, you go see Timmy

• … (you can guess the rest)

So, back to my experiment. A few weeks ago, while my wife was grocery shopping I decided to use an adapted version of Scrum. I called my son and his twin sister and told them we would do a little activity. To their enjoyment, they were wondering what I had in mind. They sat next to me at the table while I the took 4 x 6 index cards and on each of them, I wrote a task: pick up the toys, put your clothes in your drawers, empty the garbage cans, bring the recycling to the garage, put the Tupperware away in the drawer, vacuum the floor, etc.

• My son – “Daddy, why are you writing these down?”
• Me – “We’ll play a little game.”
• My daughter – “Can I play too?”
• Me – “Of course. Here’s how it goes. I wrote 8 cards and each card has a little task. I need you to help me clean up the house while mommy is doing grocery.”
• The twins – “OK, what do we do with the cards?”
• Me – “You will each select the cards (the tasks) you would like to do. You then decide in which order you want to do them.”
• My daughter – “Daddy, some tasks are longer than others. What do we do about that?”.
• Me – “It’s up to you to decide.”
• The twins – “It doesn’t matter. We’ll decide which ones we pick.”
• My son – “Do we get a reward for doing the work?”
• Me – “Mmmm, good question. I know you like to read. How about I give you tokens for each task? Once you get 50 tokens, I’ll buy the book you asked me.”
• My son – “OK.”
• My daughter – “Can I buy a beeds set instead of a book?”
• Me – “Sure.”
• The twins – “Can you write how many tokens each task gives on the cards?”
• Me – “Good thinking! Picking up the toys is 3 tokens, bringing the recycling to the garage is 1 token, …”
• The kids – “OK, but who picks first?”
• My son – “Let’s do rock – paper – scissor.”
• My daughter – “Yes, let’s do rock – paper – scissor.”
• The twins – “ROCK, PAPER, SCISSOR…”

After determining who would start, they quickly picked the cards and started doing the assigned task. At their own pace, they executed on the cards. Then, something cool happened.

• My son – “Daddy, can we add a card? We need to water the plants.”
• Me, laughing – “Of course. Who’s going to take this one?”
• The twins – “Me, me, me!”
• Me – “I guess we’ll have to write another card so you are even.”
• My daughter – “Can I dust the bureau? I saw mommy do it the other day and I’d like to do that.”
• Me, with a big smile – “OK, if you’d like to do that. I’m OK with this.”

Together, they successfully completed all their tasks. All of their tasks! No fighting, no screaming. That was a “proud moment” Imagine when my wife got back home after the grocery…

With the Xmas Holidays and the broken routine, I was pleased to see my kids grabbing the cards by themselves this past Saturday and starting to execute on the routine. “Wow, this self-organization thing really works! Even with kids…”, I told myself.

The Take-Away

If you want people to carry out a task, here are a few suggestions:

• Describe the task;
• Let the team self-organize;
• If the team needs help, you may suggest tools or a process – but do not impose them;
• Get out of the way;
• If possible, make it fun;
• That’s it.

You might be interested in these related posts:

1. Some companies are like 8 year-old boys
2. The kids are having a great time at Sportmax
3. Timmy's story: Is it better to be right or to be helpful?