Oftentimes when people talk about leadership competencies, they focus on the surface. But it takes more than skills and tactics to be a great leader. In this blog, we’re going to go deep below the surface into what really makes the difference. How to set yourself apart and truly shine as a leader.
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Guess what? Turning up the heat on the frozen layer of middle management is a trap. It comes from an incorrect assumption as to what the problem really is. We offer a lasting solution, however, it requires digging deeper to understand the root cause.
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Having a shared vision in your organization is a powerful tool to create clarity around the goals or outcomes that you want to achieve. Gaining alignment with all the people involved is a way to energize them towards that goal.
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Autonomous, self-organizing teams are often understood as a core aspect of Agile. They hold the promise of unlocking people and giving them an environment where they can show up at their best and achieve the extraordinary. Yet, they don’t work. Or more accurately, it is very very difficult to get them working well.
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Psychological safety is the single most important part of creating a high-performance team or organization. When you have high psychological safety, you have the foundation for high performance. If you do not have psychological safety in your team and your organization, it’s virtually impossible to get high-performance levels.
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If Agile is like dessert, Scrum is like ice cream. The phrase “Agile vs Scrum,” is a bit of a false dichotomy. Scrum is a subset of Agile, just as ice cream is a type of dessert. And Scrum is a very specific kind of dessert – say, vanilla ice cream. It’s this really popular way of doing dessert – or in this case, doing Agile. And that’s where people can get confused.
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Have you experienced this common trap? It’s an unintentional happening, often very subtle. Scrum masters and Product Owners that begin to act like traditional managers. They may not have the same sort of traditional ways of interacting, yet they have the same behaviors: pushing for results, thinking they’re right, thinking they’re smarter, and thinking that they’re in charge of what happens. Ignoring this tendency can lead to disaster. Embracing this tendency can actually unlock high performance.
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The transition to remote leadership can be rocky, to say the least. It’s much easier to exert authority, either formally or informally, when everyone is together in the same location. The physical location itself enforces the rules of status, and people are basically forced to show up to work. Whether we realize it or not, there’s a lot of butts in seats. And that creates tension.
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Why do people talk about roles and responsibilities, and why should we care? Everyone wants to know what to do and who to go to for help. People want to be successful, but in order to achieve success they need to feel confident in their roles and responsibilities.
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Leaders in organizations are exceptional in their industry’s domain of expertise and have proven themselves applying leadership styles that have defined their success to date. It is this momentum and reassurance that propels leaders into failure with their Agile Transformations.
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The success of any transformation program such as Agile or Digital is wholly dependent on the culture of the organization. And 80% of organizations have a challenged or low-performance culture that is incompatible and block the introduction of innovative new ways of working.
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Anyone can be a boss. For most of us, the choice to be a Leader takes us on a journey of self-discovery and growth. The choice can make a difference between effective, influential leadership that will impact high performance or the choice to remain in the business as usual approach of management. Which path will you take?
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AGILE LEADERSHIP & TRANSFORMATION
ONLINE TRAINING (ALT)
RETHINK YOUR APPROACH TO ORGANIZATIONAL CHANGE
