We came up with some problem statements:
* Some Managers are Agile. Some are not. Some people have heard complaints of "We're not ready" from Managers.
* In on person's organization, a new leader joined recently. She wondered what would happen to their Agile practice with a new leader.
* What Agile values are discussed in a type MBA program? What practices make a difference?
* Do we see the same fears with our Managers as we see on our Teams?
* How do we (as an organization) change?
* Who is the Scrum Master of Managers?
We brainstormed some behaviors and values that we want to see in our Managers (they'll basically Agile values)
* Failing fast
* Transparency
* Collaboration
* Feedback and adaptation
* Removing impediments
* Retrospecting
* Systems Thinker
* Champion of Agile (or at least acknowledging the value of Agile)
* Stability, focus, pride in ownership of delivery
* That is, the Manager's work is stable and they have focus
* Servant Leadership
* Focus on customer success over metrics
We came up with some ideas of action (and experiments) to try
* When talking with Manager, use language that works for them. Focus on the values and principles of Agile, not so much the terminology and ceremonies (at first)
* Don't stay too long in "the system". Rotate out of a Management role to remind yourself (re-learn) what things look like from the ground
* Automate the stuff that has low value (reports, metrics, etc.)
* Start with Retrospectives
* Sell the results of your Team. Make the value visible.
* Use Personal Kanban as an example of applying Agile to your work
* Cite trusted third-party sources like Forbes or the Harvard Business Review
* "Lean" might resonate better with some people. Focus on the work that you're not doing
* Emphasize that you're there to help make THEM successful
* Kanban board for organization
--
David Whitlock
Adjunct Lecturer
Portland State University
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