What are the questions great Agile leaders ask themselves about communication?
My previous blog explained how great Agile leaders apply their role as coaches, business drivers, purveyors of purpose and enablers to decision making. How do these four roles shape how leaders approach communication?
Applying the coaching lens to communication, great leaders ask: Is communication with my people face to face, authentic and regular? Do my people feel comfortable to initiate contact with me as much as I do with them?
Bill Hewlett and David Packard of Hewlett Packard fame, incepted the practice of “management by walking around”. Until they stepped down from HP in the 1970s, they interacted with their employees in an unplanned way to check equipment, understand the status of work and engage people in authentic conversations.
Appelo describes “management by sitting around” which of course means taking the opportunity to sit with your various teams, hear what they are working on and interact with them. If this isn’t possible, then he suggests “management by Skyping around” which is unfortunately less spontaneous.
I remain astonished by my observations in workplaces, of how frequently managers miss opportunities to interact with their people in an authentic and regular way. Standup is the time to hear how teams are progressing, showcases, even more so.
Do I know those I manage on a personal level?
Appelo suggests imagining a personal map of your people. Do I know what my people like to do outside of work, how many kids they have, who they are friendly with in the workplace? When you start this exercise you might be astounded at how little you know about your people.
Am I open to being influenced by those I manage?
Have I created an environment where individuals and teams are able to disagree where appropriate, negotiate, compromise, agree and commit?
Applying the business lens to communication, great leaders ask: Do I have a Kanban board to communicate progress on my goals?
Do I use Agile practices like standups, information radiators, blogs and conversation platforms like Slack, to establish the sort of two way communication required to maximise product lifecycle profits?
Do I insist on right fit ways to communicate the status of work, such as through conversations, standups, information radiators and A3 canvases, instead of reports and gannt charts?
Applying the purpose lens to communication, great leaders ask: Am I out and about interacting with my people to create opportunities for two-way conversations and interactions about our organisation’s purpose and strategy? Do I favour two-way communication to convey purpose and strategy, over group emails and formal forum events?
I’m not suggesting that whole organisation events shouldn’t happen, but where these are a one way conversation, with leaders pushing information to folks, and folks feeling uncomfortable in asking a question, it isn’t an effective two-way conversation about strategy.
Applying the enablement lens to communication, great leaders ask: Am I effective communicating across organisational boundaries and hierarchies? Is my communication underpinned by an understanding of the complexity of the organisation? Do I communicate to effect change within a complex system?
Connected communication is at the heart of effective leadership. Do the Agile leaders you know ask themselves these questions?
Read on to learn how great Agile leaders succeed at delivery.