Agile approaches have downplayed the role of management. Too many people say, “We don’t need no stinkin’ managers.” On the contrary. We need managers to create and refine the agile culture and create leadership capability across the organization. Without modern management, any agile transformation dies a quick and ugly death. Instead, it’s time to invite managers to change their behaviors to transform to an agile culture. Learn to see and create management excellence for your agile culture.
In this session, Johanna Rothman talked about the myths, traps, and illusions that prevent management from achieving leadership excellence and agility. She showed us actions to bypass several of these myths, traps, and illusions; How to learn which management behaviors to change, to serve the agile team or organization; and learn ways to invite your or your manager’s thinking patterns to change.
Many enthusiasts joined us from around the world to learn from Johanna. You can find a screenshot of the presentation below.
Lean Agile Network Session with Johanna Rothman
Podcast
You can also listen to Johanna Rothman’s talk with Shahin on the Lean On Agile Show.
Modern Management: Adapt How You Lead for Agile Success with Johanna Rothman
Thursday, Jun 25, 2020, 7:15 PM
Online event ,
89 Members Went
About session: Agile approaches have downplayed the role of management. Too many people say, “We don’t need no stinkin’ managers.” On the contrary. We need managers to create and refine the agile culture and create leadership capability across the organization. Without modern management, any agile transformation dies a quick and ugly death. Instead…
Agile practices are great, however as a coach and consultant it is becoming increasingly apparent that it is incredibly challenging to coach teams to use many agile practices in a correct way that is sustainable over time.
During this talk I’ll go get vet my experience s over the last two year with a large number of teams and coaches trying to improve their maturity. I have been observing the same teams going through a repetitive boom and bust agile maturity cycle as coaches come and go from teams. I’ve seen it take an incredible amount of effort to get teams to work with relatively simple agile practices with precision and skill. Once a coach leaves a team, I have witnessed back sliding in terms of adoption.
In this session Ill ask how can we help teams to increase their ability to self organize and collaborate without constant input and protection from an agile coach? How can we encourage teams to adopt amazing agile practices with enthusiasm and in a thoughtful way. How can we help team sustain their maturity and not abandon agile once the coach leaves?
Over the last six months I have been experimenting with a “Naked Kanban” approach that fully immerses the entire team, their management, and customers into a flow oriented mindset. This approach emphasizes bringing flow of work, and the lack of flow of work front and center to the entire team, and empowering the team to truly fix their flow. Coaches have been instructed not teach new practices, and in fact to resist introducing new practices even when asked, until teams can demonstrate the impact new practices will have on their flow of work.
The early results are encouraging, teams are adopting slower, but in a far more sustainable way. The collective intelligence of teams are improving. So is collaboration and respect. I’ll go through these results in detail, as well as the challenges still to come, of which many remain.
About Jeff: My mission in life is to help technology knowledge workers be awesome at what they do. Having been in the market since 1994, I have transitioned my initial passion for agile software engineering to provide advisory services to clients that want to thrive in a world of uncertainty and learning.
Over the last several years I have been running an Agile/Lean transformation service to help clients move from command and control towards feedback and self organization.
Our team has a solid track record coaching teams on foundational agile practices, guiding end to end organizational transformation to embrace a more agile mindset, and focused coaching of product and operations teams on how to embrace design thinking and validated learning.
I admit to an unbridled enthusiasm for any method or practice that bring creativity and joy to the value creation process, and get a kick out of turning leading edge thinking into contextualized, practical tools.
I also love to supercharge complex workshops through a combination of crowd awareness, passion, and above all humour. I’ll often iterate over a vast array of models/workshops in real time to adapt to the crowd’s thinking and evolving goal of the session.
My most important skill is growing the talent around me. I continue to provide passionate, motivated people with a suite of leading edge skills that take their leadership to the next level.
