Agile leadership & delivery – it’s not about pizza boxes

190310 - Losers of Friday Night Rejoice - Lis Ferla - Flickr Commons

Losers of Friday Night Rejoice, Lis Ferla, Flickr Commons

What are the questions great Agile leaders ask about themselves about delivery?

My previous blog explained how great Agile leaders communicate as coaches, business drivers, purveyors of purpose and enablers. How do these four roles shape leaders’ approach to delivery?

Applying the coaching lens to delivery, great leaders ask themselves: Do I give my people the Agile expertise and tools to deliver?

Applying the business lens to delivery, great leaders ask: Do I ensure that my teams work at a sustainable rate to maximise delivery?

You guys know that the best measure of this is the smell of pizza – right? Where you see a stack of empty pizza boxes in the office on Monday morning, then a team has worked over the weekend. When the smell of pizza on a Monday morning is the norm, then the team isn’t working at a sustainable pace.

Tom DeMarco in his classic 2001 book, Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency, says that “an increasingly common bit of organizational folklore holds that pressure improves performance and that maximum performance can occur only in the presence of maximum pressure. This idea, though deeply embedded in our culture, doesn’t stand up to examination in the light of day”

Managers who encourage their people to commit to the right amount of work and who reward those who meet the goals of the sprint time and time again, understand that sustainable delivery leads to predictable business outcomes.

Applying the purpose lens to delivery, great leaders ask: Do I provide the goal and strategic direction, allowing my people to define how they meet requirements? Do I trust my people to figure out how to meet requirements?

Nigel Dalton, CIO of REA Group, comments in an ITNews interview online, on the paradigm of leaders providing strategic direction and thus allowing people to deliver. He describes that Toyota has strict rules about what executives spend their time focused on:
“In Toyota’s hierarchy, the president and executive are only permitted to think about horizons two and three,
The people at the coalface must run and operate horizon one.
As a CIO, I am always drawn to the challenges of today – challenges around IT security, developer recruitment, or how we use cloud. But I have to trust the teams to manage horizon one.”

Applying the enablement lens to delivery, great leaders ask: Do I trust my people to resolve problems? Do I challenge them to balance delivery with managing accrual of technical debt?

Dipesh Pala, IBM’s Agile Capability Leader for Asia Pacific, exhorted leaders at Agile Australia 2016 to “shift from managing results, to designing environments that encourage results”.

At the same conference, Jeff Smith, CIO of IBM, remarked, in reference to a customer service help desk, that using Kanban was critical in delivery. He explained that “the ability to pull tasks, rather than being given them” was what created swift and effective delivery.

He went on to explain that “if we fundamentally change the way things work, it gets better”. I was struck by the simplicity and sense in this statement. Great Agile leaders are enablers for delivery. That is their job!

Are your leaders asking the right questions about delivery?

Read on to understand the new Agile leadership paradigm for learning.

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