How can you avoid a command-and-control agile leader?

Trickle-down approach, in a strict hierarchical structure can be a typical word for Command-and-control manager. In agile methodologies which is itself an adaptive, incremental and iterative framework, this word is not a right fit. So, 3-C; collaboration, contribution and cooperation becomes very important. Although resource management, efficient process can be setup being a facilitating rather than commanding manager also. Focus of manager should be to encourage innovation, empowerment & adaptability which will converge into the scope, time & cost of any project. So, need of hour is to promote innovations, change & adaptability.

The biggest difficulty I faced as an agile project manager was conveying how deadline and budget restrictions impact the team's notion of freedom in making decisions. A key skill is knowing how to use the principle of reasonableness to balance technical decisions with external constraints.

A command and control agile leader tends to rely on a traditional, top-down management style, which can be counterproductive in an agile setting. They often micromanage, make unilateral decisions, and closely oversee tasks. This approach can hinder team autonomy, collaboration, and creativity, running contrary to agile principles. In contrast, agile leadership embodies a servant-leader mindset, where leaders empower their teams. They facilitate open communication, trust their teams to make decisions, and foster self-organization. In my experience, it's crucial to highlight that command and control leadership clashes with agile values, potentially impeding agility.

A command-and-control agile leader is fundamentally autocratic, which contradicts the principles of agile teamwork. They tend to micromanage, impeding team autonomy and innovation. True agile leaders exhibit traits like integrity and problem-solving, promoting collaboration and growth.

I agree that a command-and-control agile leader can be characterized by an inclination to assert authority and micromanage. Keeping in mind that most don’t lead with negative intent, the command-and-control approach can inadvertently suppress collaboration and creativity within the team, potentially leading to missed opportunities for innovation and growth. It's essential to focus on the PEOPLR, recognizing that fostering a more collaborative, empowered atmosphere can yield better results and a more engaging.

From microbes to giant species, everyone needs a safe, favourable & supportive environment. Once we keep this in thought process, everything else will fall into line. Why safe environment is essential, because it enables individual to think out of the box, remove culture of fear which ultimately result in collaborative & cooperative culture, prerequisite in today's dynamic and fast-paced business environment. Now, customer-centricity is the key to every business, if any business is making impact on customer's life it is going to boom. As simple as that. And creativity, evolving, adaptability are key features for that which delivers value to customers. Thence customer is happy, entire ecosystem is going to be happy and sustainable as well.

Enabling a Psychological safety environment for all team members is needed to create a high performing autonomous team where team members feel like supporting each other, team members are ready to share their vulnerabilities and directing conflicts into healthy discussions which will benefit the organization. With command-and-control leadership, psychological safety of the team can't be built and in my honest opinion, if we do everything to control and manage within our reach to change or impact the environment (aligned with your level in the organization), that should be good or if you stay longer in a toxic environment, it can also impact your mental health, confidence, etc.

1. Suppressed Autonomy and Creativity: It stifles team independence and innovative thinking, hindering adaptability. 2. Ownership and Motivation Impact: Imposed solutions erode a sense of ownership and can lead to demotivation. 3. Communication Barriers and Resistance to Change: It hampers open communication and often resists agile principles of continuous improvement. 4. High Turnover Risk: Teams may experience higher turnover when stifled by rigid leadership. Agile flourishes in collaborative, empowered environments where teams innovate and adapt, in stark contrast to stifling command-and-control structures.

A command and control leader can harm an agile team by restricting team independence, blocking open communication, eroding trust, slowing adaptation to change, and causing inefficiencies. In agile, trust, collaboration, and quick adaptation are vital for success. When leaders micromanage and make all decisions, it undermines these principles, hampering the team’s effectiveness and morale.

Command-and-control harms agile teams in multiple ways. Firstly, it stifles creativity and collaboration by centralizing decision-making and limiting team autonomy. Secondly, micromanagement under this style impedes individual growth and leads to team frustration, eroding trust and motivation. Furthermore, command-and-control resists change and blocks adaptability, core agile principles. In contrast, agile thrives on self-organization, collaboration, and adaptability. Effective agile leadership empowers teams, fosters open communication, and prioritizes delivering customer value. Command-and-control contradicts these principles, hampering teams in today's dynamic and competitive landscape.

You can identify a command-and-control Agile leader by: Lack of Empowerment: They micromanage and don't trust their teams to be truly autonomous from end-to-end. Absence of Learning Culture: If learning isn't a core part of the culture, then the focus is not on the people. Continuous growth and learning is not a want it’s a need for organizations to thrive. Solution Imposition: The Leader provides solutions instead of letting teams solve problems, limiting autonomy and innovation. Misuse of Metrics: Metrics should uncover improvement opportunities, not be the end goal. Keep in mind Goodhart's Law: “When a measure becomes a target, it ceases to be a good measure.” Agile Mindset Neglect: Fixation on practices can overshadow adaptability.

The biggest indicator I notice of a Command and Control Leader is - Making commitments without internal discussions with dependent groups/teams.

You can identify a command-and-control agile leader by their tendency to centralize decision-making, micromanage team members, and limit autonomy. They often resist change, prioritize output over outcomes, and may not actively seek or value input from team members. This leadership style stifles collaboration and innovation, standing in contrast to the principles of agile leadership that emphasize empowerment, collaboration, and adaptability.

Typically, the "Commander Leader" tends to be heavily involved in daily operations and firmly clings to the three standard questions, particularly "What did we do?" and "What are we going to do?" This leader has a penchant for micromanaging the team's activities and is averse to dissenting opinions. They often seek to dictate the team's development process rather than affording them the autonomy needed to do their work. This often translates into frequent Status Report meetings, typically held on a weekly basis. The "General" do not understand that their role is to facilitate day-to-day and create a healthy work environment.

Keep a watchful eye for signs of rigid behavior, lack of collaboration, and micromanagement. Listen to team members' feedback and observe how decisions are made within the team. Also, pay attention to how the leader reacts to change and innovation.

This will be the flip side to the question on how to spot a command and control Agile Leader. To avoid being a command-and-control Agile leader: 1. Empower the people: Trust them to make decisions, fostering autonomy and trust. 2. Promote Learning and prioritize learning. (Short sweet & to the point) 3. Enable Problem-Solving: Encourage individuals to express their ideas, collaborate, and co-create with their teams. The focus to solve problems for the consumer/customer instead of imposing solutions that may not meet the need if the end user. 4. Metrics Are A Symptom: See metrics as tools for improvement, they are not an end goal. 5. Embrace Agile Mindset: Focus on adaptability, learning, growth, failing, and not rigid practices.

To avoid becoming a command-and-control agile leader: 1. Embrace Agile values like collaboration and adaptability. 2. Empower your team and trust their expertise. 3. Promote open communication and actively listen. 4. Involve your team in decision-making. 5. Value diverse perspectives for innovation. 6. Continuously learn and seek feedback. 7. Prioritize outcomes over micromanaging tasks. 8. Support your team's growth and development. 9. Lead by example with Agile values. 10. Reflect and iterate on your leadership style regularly.

Self-awareness is key. Continuously assess your leadership style and be open to feedback from your team. Cultivate an agile mindset by focusing on servant leadership, empowerment, and fostering a learning culture. Embrace agile values and principles, as these will guide you toward more agile leadership.

To handle a command-and-control agile leader: 1. Initiate respectful dialogue. 2. Offer specific feedback and alternatives. 3. Educate on Agile principles. 4. Encourage team input. 5. Extend support for Agile adoption. 6. Mediate if needed. 7. Lead by example. 8. Assess staying or seeking Agile-friendly environments.

Try having a candid, one-on-one meeting to discuss the issue. If that is not possible, then raise the issue during a sprint retrospective. If the issue persists, bring up your concerns at the next sprint review with stakeholders present. But above all, be honest and constructive with your feedback. Often, autocratic leadership is unintentional, and leaders may appreciate the input.

Dealing with a command-and-control Agile leader requires empathy: 1. Initiate Dialogue: Open respectful conversations about concerns and Agile's benefits. 2. Emphasize Collaboration: Show how trust and teamwork improve outcomes. 3. Offer Help: Provide resources, training, or coaching support for their transition. 4. Share Examples: Highlight Agile leaders' successes to inspire change. 5. Seek Feedback: Encourage their input to foster a two-way conversation. 6. Involve Others: Engage team members or stakeholders with similar concerns. 7. Lead by Example: Demonstrate Agile values in your work for inspiration. 8. Be Patient: Change takes time; acknowledge even small improvements.

Approach the situation with empathy and diplomacy. Understand that their behavior might stem from fear or uncertainty. Open and respectful communication is crucial; share your perspective and concerns constructively. Propose solutions and provide evidence of their benefits. Seek support from other stakeholders to reinforce agile principles and values. If all else fails, escalate the issue through appropriate channels while maintaining professionalism.

A key thing to consider when working with a new leader is communication styles. It takes some time for both the leader and team members to learn how to communicate. One person’s “healthy debate” maybe someone else’s “argument”. Another’s persons “I am not sure” maybe their way of saying “no”.