What does a Manager do In a Agile Organization?
This article covers the role of a people manager in the context of an Organization. There is a lot of data on what Product Owners do, Scrum Masters do etc. However, when someone takes over the important role of People Manager, there is confusion in teams from a refusal to listen to the manager, to a feeling that the manager is micromanaging.
If you have taken over the role of an Agile Manager or an Agile Engineering Manager this article is an attempt to help you with your new role.
First, let’s cover the list of things we should stop doing.
a) Don’t feed work directly to the team. Instead, route it through the Product Owner.
b) Stop asking for Status Reports. Instead, go to the team room or virtual team room, listen to their standups etc.
c) Stop calling meetings. I know this is an extreme claim but think about it. Do you really need this meeting?
d) Change or add team members without the team’s explicit permission.
Now take a minute to see this video about turning the ship around by David Marquet
Ok here are a few things you can do to really help your team
Most of the manager are action oriented. We want to get stuff done. So the moment someone comes to us, we give answers. What we need to be doing is telling better stories and changing the beliefs and Experiences of team members ( this concept is from the book – Change the game change the culture )
- Set up an Impediment Board in your office. Tell your teams that you commit to working on the impediments any team member brings to you. An impediment is anything that blocks your team from getting their work done. First, check with ScrumMaster of the team what impediments he/she is solving for the team. The ones they are not able to solve are yours to solve.