Are you working as a manager of an Agile team? Are you the director of a department or an executive looking to better understand your role in an Agile organization? If so, this post is for you!
I hear many debates in Agile conferences about the role of managers in organizations adopting Agile practices. I see many organizations struggling with the concept of self-organizing teams and the role the management teams needs to play. Let me share some of my experiences from the last few years.
Do you know Melly Shum? Melly is the person who represented on an iconic billboard in Rotterdam (Netherlands). The billboard has been around for over twenty years. When you look at Melly in the picture, she looks like any other employee in your organization, but here’s the thing: according to the billboard, Melly Shum hates her job!
Melly became the icon representing Happy Melly which is a professional network with a shared purpose: to be a global network of businesses and individuals dedicated in some way to helping people be happier at work.
According to a Gallup poll from a few years back, Melly is not alone. Over seventy percent of employees in the United States hate their job! Five years ago, for one of the rare times in my 20+year career, I hated my job too.
This interview was originally published on the LeanChange.org web site in August 2015.
In 2014 at the Gatineau-Ottawa Agile Tour conference, I saw Jason Little present about a tool he called the Team Change Canvas pulled from his book “Lean Change”. I was very intrigued at the time by how I could potentially use this tool to support the change we were bringing to teams with one of my clients.
After experimenting with the tool for six months, I reached out to Jason earlier this year to thank him for presenting the tool and to let him know I had used it with multiple teams this year. He invited me to do an interview for his web site and as we were both going to be at the Agile 2015 conference, we spent some time together and recorded the interview there.
This article was published as an Executive Update by the Cutter Consortium in June 2015.
How can we resolve the polarity in organizations between the need for learning versus the need for producing results? How can we foster a culture that allows taking the time to learn and try different approaches despite the ever-present focus on results? This Executive Update explores learning by doing from different angles and attempts to shine a light on various ways that teams and organizations can speed up their learning curve by consciously taking action and learning from the results.