Agile Management

Transcript

1. AGILE MANAGEMENT Practical Ways to: Manage Yourself, Lead and Serve Others, and Lead an Innovative Organization
3. Themes • When managers balance the needs of the people inside the organization with the needs of the customers to achieve business outcomes, everyone wins. • Great management starts with managing yourself • The way we, as managers, manage our work, our beliefs, and our actions around other people is the best predictor of great management. • Great managers work to serve, not control • They make sure they create trusting relationships with others. • They do that by delegating, coaching, and creating an environment where everyone can contribute. • Great managers manage themselves to serve others.
4. Themes • The reality is that too many managers feel pressure to deliver or perform.” Too many managers interpret that pressure as: • As the expert, they can’t delegate the work; they must do the work. • They can’t trust others to do the work correctly; they must micromanage the work to make sure the work is done right. • They can’t admit they don’t know something. • They can’t admit any mistake because then no one would believe they know what to do or how to do it. • Helpful managers facilitate everyone’s work through various leadership approaches. • These managers create and refine the organizational culture in which people can deliver their best work and thrive. • Have found the idea of congruence helpful as a frame for my management thinking.
5. Themes • And, there are other kinds of managers. These people tend to micromanage. They tend to do the work themselves instead of teaching others. • They make decisions when they have no data, and they dither when they have data • Worse, these not-so-helpful managers often insert themselves into the work. They either insist on doing the work, or they create control points where people need to tell the manager what they’re doing. Way too often. • When we manage ourselves, we help people grow and learn. We explain the purpose of the work and the constraints around the work. We delegate. We coach. We build trust so we can clarify the direction and then trust people to do a great job. • They have the managerial capacity to remove impediments and serve the people they lead. • Managers who manage themselves exhibit congruence, more often than not.
6. Management Starts with Managing Yourself or "Congruence” • Congruence is a way to find your balance between you and your needs, the other person and their needs, and the entire context. • If you ignore the needs of the other person, you might blame people. • If you ignore yourself and your needs, you might placate or appease other people • If you ignore all three: yourself, the others, and the context, you act in irrelevant ways • If you don’t think about the whole—self, other, and context—you have a lopsided view of the system. • In management, if you don’t think about yourself, the other people, and the environment, you have a lopsided view of everything: the people you serve, their teams or group, and the organization as a whole.
7. Consider These Principles for Managing Yourself 1. Clarify your purpose so you can serve others. As a manager, you provide value by creating an environment that makes it possible for people to do their best work. 2. Build empathy with the people who do the work. Learn what makes them tick and realize people live up or down to your expectations. You see how they can contribute to the whole and how they might grow to contribute more. 3. Build a safe environment. Psychological and physical safety matter. People can discuss and experiment in a safe environment. They tend to trust and respect each other more
8. Consider These Principles for Managing Yourself 4. Seek outcomes and optimize for the overarching goal. When you delegate problems and outcomes, all for the purpose of the overarching goal, the team can decide how to engage in that challenging work. 5. Encourage experiments and learning. When you decriminalize mistakes, you can admit when you are wrong. That encourages other people to admit when they are wrong—and to ask for help. That one admission can create a culture of experimentation and learning.
9. Consider These Principles for Managing Yourself 6. Catch people succeeding. When you admit you don’t know and when you take time to think, you can see where people succeed— often, without you. People can build on their successes—and so can you. 7. Exercise your value-based integrity as a model for the people you lead and serve.