A Path from Command and Control to Agility

Have you ever noticed a team where little engagement, a lack of ownership, and team decisions are scarce?  One reason could be the amount of command-and-control from management that is occurring.  Often times this is one of those unspoken elephants in the middle of the room.   Command-and-control bosses and leaders are a sure way to kill the feeling of ownership, engagement, and empowerment in team members. 

Agile comes along and promotes self-organizing teams, transparency, and team decision-making.  It also helps companies bring more value to customers and adapt to the market conditions, ultimately leading to making more money.  Within an Agile culture, it no longer requires a manager to tell a team what to do.  The number of organizations following Agile continues to increase. They realize that they no longer need directive managers but leaders who act more as coach and mentor, then the traditional boss.  So what is a command-and-control manager to do?   

• If they feel they have command-and-control traits and are willing to make that move to Agile, they can test their comfort level with collaboration first.  When a team decision is needed, consider an experiment.  Ask the team for their thoughts.  See if the command-and-control manager can be just one voice of the many that are on the team instead of forcing a direction.  Better yet, see if the manger can remain quiet and let the team arrive at a decision.  If this works, next they can test their comfort level with self-organizing teams.  The next time there is a decision that impacts the team, ask they can ask the team to discuss it amongst themselves and decide the course of action.  Stand back and let them decide. 

• If the manager is inquisitive about Agile, provide them some education on the Agile values and principles.  They should consider what they think each of the principles mean and if they believe in them.  A bolder move is having them share the Agile principles with their team and ask them what they think it means.  Also they can ask the team members how it can be exhibited on a team.  Ask the team members if they think we would be a good idea to exercise some of the principles. 

• If they have directive tendency and their current role has them interacting with customers to understand customer needs, then they may consider becoming a Product Owner (PO) for the team.  While they should no longer be manager, a PO helps shape the product through the collection and grooming of the requirements.  The PO also shares the need with team members during the Agile-related planning events (e.g., Sprint Planning).   

• Learn about the concept of bounded authority.  This is where the team can make their own decisions, organize, and commit to their own work.  It does not mean that teams can do whatever they want.  The balance is that the manager keeps limited responsibilities to provide vision and support for their staff while allowing the team the ownership to self-organize around the work.  

So I will leave you with this question.  Which approach will lead to more productive and high-performing teams?   Is it a culture where managers tell employees what to do or is it a culture where employees are self-organizing, feel ownership of the work, and are able to use much more brain power?   If managers exhibit command-and-control tendencies, it is in their best interest in the long run to adapt toward and Agile mindset and allow for self-organizing teams.  Since Agile is pervasive in many companies, it is an opportunity to adapt and help the organization toward better business results.  

Agile Culture - Are you Stepping Up?

In the traditional and waterfall world, there tends to be a more directive approach to managing the projects. A hierarchy exists where decisions get made not necessarily based on full knowledge, experience, or information, but based on position. Often times, decisions are made by a few folks and then shared with the team. Ultimately this establishes a culture where folks on the project team become timid, lack enthusiasm, and do not feel vested in the work ahead. This is problematic because we are not getting the most brain power from the team members.

Then along comes Agile. When implemented correctly, the Agile culture places a strong emphasis on team empowerment and ownership. There is little to no command-and-control from management and teams are trusted to make the decisions since they are much closer to the working knowledge and have the experience in that specific area. Team members feel invested in the work ahead because they have a say in the direction of the product.

However, transitioning to an Agile culture does not immediately gain the advantages that you desire. There must be a recognition that managers and some overly directive people need to step back. However, when they do step back, the Agile team members must step forward to fill the leadership gap. if you want to want to feel invested in your work, you must be willing to own the decisions and work ahead.  Otherwise, those people that stepped back will have a tendency (per their natural inclination to be directive) to want to step forward again.

This is where being assertive and proactive becomes important. Some engineers may come from a culture where they are relegated to “getting instructions” and being told what to do. They are not expected to be a leader. With Agile, it is now their job to become self-empowered, become leaders, and take assertive steps forward.

What does this mean in the Agile context? First, as you become part of an Agile project, you must truly internalize that you are now equally part of the team and your thoughts, experience, and opinions matter. This does not happen overnight because the dynamics of getting to an Agile culture takes time.  In some cases, there will be those working against you, to sabotage the change in order to maintain the status quo. But make no mistake, it is up to you to step up and assertively empower yourself.  Ensure you are weaving your way onto the Scrum team as an effective team member

So next time you don’t think you are appropriately involved on the project or you think you need permission to speak up, stop for a moment. Change your mindset and be assertive, speak up, get involved, become a leader, and start owning the work. Agile provides that opportunity. It is your opportunity to step up.