We had a webinar the other day on this topic.
I just want to hit a few key points here.
- Some managers naturally get agile and scrum. Mostly not a problem. Certainly not the bigger problem that we have.
- Some managers are never going to get agile-scrum. Ex: They love the power of ordering people around. Don't blame them so hastily: it is what they know and grew up with. But: a simple problem that must be fixed.
- Some managers can come to understand and really enjoy agile-scrum. But they need help.
I think Group 3 is a large group. And an important issue.
I think we agile advocates have done a poor job of explaining agile-scrum to them. So that they will understand it more fully (needed) and like it more (also needed, but a different thing).
Next: If you have only or mostly worked in a certain type of company or organization, you might start to think you know what to say to them. But I think it varies a lot depending on the industry and culture. And the specific people.
I think we need to focus on a few things.
- Fun. Agile is supposed to be fun, both for the Teams and the Managers. Some people prefer to phrase this as "less stress" or "more satisfying" or "getting more satisfaction from the work". Obviously, let the manager define fun the way she or he wants. And show how it will happen.
- WIIFM. What's In It For Me. We need to make sure we connect the dots. From ideas or practices, back to how the managers gets the WIIFM. Also: While there is probably a laundry list of 10+ things for WIIFM in general, you must connect to the specific person. Each person values things in that list differently.
- Makes the Manager's life better. In several ways. More visibility. More focus on the biggest impediments. Clearer if Manager's help really helped. Managing teams, not individuals (mostly). A bunch of ways.
- More success with Business Goals. Managers like to be able to point to business success. Agile-scrum helps that. Ex: Business agility, more productivity, more business value, higher customer happiness, etc.
- Explain. We need to spend more time explaining the values, principles and practices of agile-scrum. And asking if it now makes sense to them. This is in a sense never-ending work. They will forget what you say. They will have more questions. They will mis-understand how to apply what you said. This is normal, completely. So, be patient. Explain more.
- If the CEO or the boss likes Agile, probably good to tell the Manager. Some managers are not interested if they think "the boss" has no interest.
- Experience. No one starts to understand agile-scrum until he or she experiences it.
- Let's Experiment. Ask the Manager to do an experiment. Let's see if we can make it work with one or a few Teams. They get the choice. And then, after the experiment, they can decide if it is their thing.
- Job description. Well, not exactly an HR form. More like a discussion about how the Manager job (or his/her specific job) changes. It does. Not that hard, but notable. Geez, obviously you must sit down and talk about that. (It has not happened in a lot of places. Just sayin'.)
Other managers (who get it) are good or at least better, often, at explaining agile-scrum to the new-to-agile or hesitant managers.
- The CSM course. 16 hours. Include one or more managers. Often a big commitment for some managers, in a tight timeframe.
- A special course or workshop for managers. I have done this in many shapes and sizes.
- Coaching.
But these, if done only one time, are not enough.
It also requires coming back to these subjects again and again, as Managers face new variations, and as people forget.
Note: We do this recurring part via workshops and webinars. Coaching could also do it.
Most Managers will feel happier about agile-scrum if you do these 9 things.
Takes time -- very much worth it.
Interested in your reaction. Please comment. Maybe note whether you are a manager or an agile advocate (or what?)
