Many studies investigating the idea of leadership and management support within the context of Agile adoption have been carried out over the past several years by various organisations. Strong executive support is essential for the successful deployment of Agile methodologies, which proved to be a recurring trend. There are many examples of agile projects that have failed because of poor leadership.
Although many people undoubtedly think this is obvious, I dare you to consider this. Why do so many change projects (like the adoption of Agile) still fail catastrophically or fail to deliver the anticipated results since we all understand how crucial leadership is to any change initiative?
Is this a result of our leaders’ inability to serve as effective sponsors? Or was it because they unintentionally slowed down the process by acting in an unproductive manner? I contend that there are numerous causes for unsuccessful change programs, and most of them are connected to weak leadership. Let’s look at some of the qualities we want to see in our leaders. As you read this list, consider your leadership style and keep track of your “score” in your head. Near the end of the article, we’ll revisit this and see where you stand.
1.Manages change at the individual level
Many organisational executives believe that individual contributors must “figure out” or “handle” change. Try to concentrate on the demands of the individual employees if you find yourself in this circumstance. Managing individual fears and needs will be time-consuming and exhausting, especially if you have a large organisation. However, I urge you to view this as an investment in your people and a way to help them navigate the change process. Because every one of us has a unique set of experiences and viewpoints, each person responds to the change in a different way. This indicates that in order to mobilise a team or group of people, a link must be made in some way.
2.Respects psychological safety
The foundation of our life as humans is security and safety. We have a natural tendency to withdraw to our familiar surroundings when faced with danger, which is typically the status quo. We are simply attempting to persuade people that there is a benefit to acting differently and that the potential rewards exceed the dangers and uncertainty in order to urge them to change.
3.See the failure as an opportunity
You and your team very likely won’t attain perfection right away when you embrace Agile methodologies or any other form of process change; this is perfectly acceptable because we all need time to pick things up and adjust. Failure is tough for many individuals because it makes us feel less worthwhile and safe, but reinterpreting setbacks as opportunities to grow is a crucial step toward overcoming obstacles and maintaining focus.
4.Shares learnings consistently
Building trust and confidence requires that we openly and widely share our experiences as we stumble and fight to master a new way of functioning. One of the hardest things to accomplish as a leader may be being willing to be a little vulnerable and confess unfavourable results, even though it requires courage to admit that you didn’t achieve. This may, however, also be one of the most effective methods to convey to your team that failure is acceptable as long as you learn from it.
5.Maintains humility at all times
Humility is a fascinating quality since it is so difficult to teach but so clear to see when it is absent. One of the most difficult situations for a coach to handle is when a team member thinks they already know everything they need to know. When I work with new teams, I frequently encounter people in this position. Being “humble” to me implies acting as though we don’t know everything, which creates the opportunity for learning. Being “curious” is an excellent attitude to have when you are trying to function within a new mindset, as someone once told me.
6.Encourages transparency
Being honest is not always simple, despite how simple it may seem. It is difficult to create a culture where transparency is the norm. Being open to criticism yourself as a leader can help foster candour and feedback.
7.Model the desired behaviour
It sounds like simple sense and is something we have heard countless times before to model the desired behaviour. What’s remarkable is that many leaders unknowingly go against what they ask their teams to accomplish, which seriously undermines the change initiative. As a leader, you might need to deliberately remind yourself to be honest, to share “bad news,” and to disclose challenges in order to model for your team that it is acceptable for them to do the same. Practice and time are probably required for this.
Conclusion
If you were able to check off at least four of the aforementioned seven tasks, then I believe you are in a fantastic position to continue that momentum. As change is challenging, try to refrain from taking on too much too soon. Consider just one of the things and concentrate all of your efforts on it for a few weeks to see how things go. Let your staff take the initiative so that they will stick with it and assist you in making your project a success. Finally, the future of agile rests with good leaders.
