In the agile company, everything starts with the establishment of self-managed teams! Discover the 6 strengths to support an agile team… From management to servant leadership, management is evolving to promote the emergence of effective collaboration.
Evolution of management :
In the 2000s, an evolution marked a turning point in companies with the spread of the Internet and increasingly efficient mobile phones. Companies to respond to mobility must adapt “quickly & well” to their environment.
The flexibility and commitment of the teams is the guarantee of success. Management is moving towards humanistic-type organizations. The principle is to put people back at the heart of the company, where before there was process and distribution of tasks.
This new approach makes it possible to focus on change (serving customer needs) instead of being process-focused. Agile management allows companies to become more efficient and better equipped to deal with the changes imposed by their environment.
The key words are anticipate, cooperate & innovate! And all this to serve the well-being of all stakeholders: from customers to employees, including the various internal and external suppliers. In an agile company, everyone works together cross-functionally.
Develop your posture
The C.I.D.s is our individual ability to experience our Mago, our personal magician. This is a way to maintain our individual motivation. We saw how to become C.I.D.s in the … We have seen in Agile universe that:
Being Agile can be learned!
Being Agile is above all a change of mindset, of posture which will require on your part a total abstraction of what you already know:
- above all a total abstraction of your feelings, your fears, which often stops us in our desire to experiment, to get into motion to act and give meaning to our environment or lead us into an endless discussion to convince the other that we are right
- an abstraction of your work organization habits in order to think in a finished product, at each iteration, for the use of your client-user and not the running of a task process
- an abstraction of yourself to slip into the skin of your end customer (even without vision, without access to the latter)
- an abstraction of the rules in order to dare to do otherwise
- an abstraction of what a finished product is according to precise requirements and specifications to go blind!
What are the must-have features to coach the team?
1. Give meaning
It is to emphasize the “why”. Unlike the directive manager, the agile manager is a leader. With his power of conviction, he will support his teams to achieve their objectives by giving meaning to their missions.
Conversely, a directive manager will use their authority to tell people what to do and tell them how to get there.
2. Be transparent
That’s being transparent! He must inform his collaborators as clearly and precisely as possible of each change or novelty in the company.
Each new decision must make sense to all employees. The role of the manager is therefore to contextualize the information to give it meaning and legitimacy.
Exit misunderstandings!
3. Be authentic
It’s showing your feelings! He is not here to reveal his private life but to be honest with his teams. This is not a sign of weakness, on the contrary, it will simply make him more human and more humble. The human relations between the manager and his collaborators must be real. This authenticity will promote its ability to federate.
4. Know how to trust
It is to trust. He is not afraid to delegate work and leaves autonomy to his teams. Thus, he knows how to accept that his teams do not behave in a pre-established way and do not follow a set path.
Be careful though, because giving your trust does not mean giving no more signs of life. The manager is there to support his teams on a daily basis. He remains close to field issues.
When there is success, it is to value the work of its teams.
5. To listen
It’s listening. He has a caring attitude towards his teams and gives the opportunity to talk to each other constructively without risking criticism and judgment.
The manager gives his team time for reflection and innovation. He has the “power” to say yes to initiatives even if they go out of the box.
6. Know how to make decisions
It’s being decisive! A question of reorganization, modification of processes or even a new strategy, the manager does not procrastinate and assumes his decisions with his teams and his hierarchy.
Everyone knows what they bring to the team, and social harmony is an asset that mobilizes everyone to establish effective and lasting cooperation. It is the basis of an harmonic management.