Agile leadership is a mindset that applies to many roles in an organization—Scrum Master, Department Manager, Agile Coach, Product Owner, etc. All of us could benefit from taking a stand on how we want to impact our surroundings and become anti-fragile.
Nowadays, business in this world is, on a constant and consistent basis, getting hit with disorder and change that cannot be predicted or seen ahead of time. And this inflicts a certain level of difficulty, causing complications for organisations to adapt to potential threats or opportunities. In a bid to curb this menace, organisations must open their arms to Agile leadership to ensure full implementation and boost the level of their operations and services.
For these organisations to enable a sufficient level of Agile that tallies with our present trends in competition and volatility, Agile leadership needs to be adopted.
Agile Leadership Experts—What do They DO?
Bringing Agile leadership into the fold means bringing in leaders who have the ability to set down essential goals to be reached. They create and imbibe the application of specific strategic plans and have quality mechanisms in place, all in a bid to ensure the organisation’s activities are running smoothly while also chasing and meeting set goals.
The job of the Agile leadership expert is to lay down goals and boundaries to work toward to achieve agility. It is also their task to ensure a leadership culture that models and boosts holistic agility in the work setting.
Agile leadership is transformational leadership—it’s a way to create the right mindset for self-organization. Think of it as a medium where Agile teams combine, tap out knowledge from each other, receive rapid responses from those that use their services, and focus on consistency in gaining more understanding of what they do while being of top-notch quality. This mindset can be applied to various key roles in a work setting, such as Scrum, Agile coaching, and product ownership, among many others.
The Agile Coach
In Agile leadership, it is a necessity to be able to coach well. Knowing the correct coaching pattern to use is critical to achieving these goals. It is also an advantage if you are democratic and have the ability to guide assertively when necessary. In Agile leadership, this means not micromanaging or disallowing freedoms. It’s also essential to be able to align with others during product development. In essence, you must create a balanced world between a strict structural pattern and anarchy.
Setting Defined Goals
As an Agile leader or employee, you must set defined goals and achieve what has been established. Know your success factors and develop, then maintain the appropriate environment to reach the goal set. You must be transparent in your dealings and focus on the mindset needed to achieve your long-term goals.
Decision-Making and Adapting to Change—Fast
As an Agile leader or employee, it’s essential to be observant and get good orientation before making decisions that will significantly affect the outcome of the team. You must handle a wide range of happenings, especially when immersed in ambiguous conditions.
Here are a few guidelines to follow when it comes to making decisions effectively:
- Never put fear as a consideration before making decisions that would affect the speedy development of the project.
- Always use guiding mechanisms when viewing problems, as some may not be as complicated as you feel due to the perspective you’re considering it from.
- If the condition of what you are working on tends to turn in the wrong direction, always make sure you dedicate sufficient time to turning the tide in the right direction.
- Avoid any kind of egoistic factors that may lead you to make bad decisions that will significantly harm the progress of your team.
Teambuilding as an Agile Leader
Being an Agile leader means practicing servant leadership, consistently working to empower your team. This also means that, as an Agile leader or employee, you’re building teams beyond your set target.
- Always make sure you’re empowering your fellow team members to adapt to self-organization if tasks in the team tend to go the individual lane.
- Make sure you develop your fellow colleagues to the point in which they are encouraged to stay onboard.
If everybody, individually, has attained a certain level of development, things are bound to go smoothly. The team goal would definitely be achieved.
Agile leaders and employees can make their teams clinch ownership of their works and have an unflinching trust in them to get their job done while yielding positive results. This will make them accomplish their goals, deliver what is expected of them, and enhance collaboration between them while making their work more enjoyable—leading to a higher productivity level for the organisation.
Being an Agile Leader that Drives Results
Being an effective Agile leader or employee means being nimble and clever—it means making your team competent while supplying a constant and consistent support level. As an agile leader or employee, it is your responsibility to activate innovation in your group.
The moves and actions you take will determine the rate at which your teams will thrive. You have to create the time for experimentation as chasing innovation needs a series of experiments during the process. That makes making risk-taking decisions, so you need to be capable enough to activate that feature. This helps creates new ideas and opportunities that will make your agency attain success on the ground.
As an Agile leader or employee, you have to help achieve a stable environment while aiding your team to channel their energy and focus towards the highest priorities.
Co-owner of BuildingBetterSoftware
Agile Coach and Trainer
Rasmus Kaae is working world wide as an agile coach, mentor, presenter, facilitator and trainer. As a certified Scrum Master, Scrum Product Owner and Scrum Professional, Rasmus is dedicated to bring Scrum and agility into organisations by having a full stack end-to-end and top-to-bottom approach. He is a member of the national board of Round Table Denmark, and primary driver of an internal agile community in Danske Bank.
You can find more of his writing at agilerasmus.com.