Managing Performance in Agile Teams: A Guide for Delivery Managers

Following the brilliant #Delivercon24 held yesterday in Cardiff, I'm going to release a summary of my takeaways from the sessions I attended. If you find this useful, let me know!

Introduction

In the fast-paced realm of agile project delivery, the role of a Delivery Manager (DM) transcends conventional project management. Embodying the principles of servant leadership, DMs focus on supporting and empowering their teams rather than directing them. This subtle yet profound shift in role dynamics is especially significant when addressing performance issues within a team when the DM is not the direct line manager. This blog explores how DMs can leverage servant leadership to effectively address underperformance issues, enhancing both team efficiency and morale while maintaining clear boundaries in managerial responsibilities.

Understanding the Role of a Delivery Manager

Firstly, it’s crucial to acknowledge that a DM's primary responsibility is to manage the work process, ensuring that the team delivers on the commitments it has made. The DM facilitates the team's ability to perform effectively but does not handle direct personnel issues, which are typically the purview of line managers. However, when performance issues arise, they inevitably affect the team's output, necessitating DM intervention from a workflow perspective.

Strategies for Handling Underperformance

1. Utilising Team Norms and Charters: Establishing clear team norms and a team charter at the outset provides a framework that supports all members by making expectations explicit. This charter can include potential consequences for underperformance, which helps in managing such situations objectively.
2. Adapting to Team Dynamics: Recognise that different environments might suit different people. If someone is underperforming, consider whether changes in team composition could help. Sometimes, what’s needed is a different team dynamic to unlock a person’s potential.
3. Give Candid Feedback: Use the clean feedback model to communicate issues. Start with what you observed, describe how it made you feel, and explain the impact it had. This method avoids blame and focuses on the effect of the behaviour, which is more constructive.
4. Communicate Openly: Before escalating the issue to a line manager, inform the team member involved. This maintains trust and gives them a chance to rectify the situation.
5. Balancing Kindness and Professionalism: Be kind but professional; friendly, yet not friends. The goal is to support team members in improving their performance without compromising professional boundaries.
6. Facilitating Reflective Retrospectives: Regular feedback sessions, such as reflective retrospectives, can help identify issues before they escalate. These sessions encourage continuous improvement and can prevent many performance issues from becoming significant.
7. Motivating with Vision: Keep the team motivated by regularly reinforcing the project's vision. Ensure that each team member understands how their role contributes to the larger goals, preventing them from feeling like just a cog in the machine.
8. Considering Workplace Adjustments: If performance issues persist, consider whether workplace adjustments might help. Sometimes, external factors like workspace setup, tools, or personal circumstances could be influencing performance.
9. Support and Training for Line Managers: Encourage line managers to participate in formal training and support groups. This can greatly enhance their capability to manage direct reports effectively, particularly in resolving performance issues. Training programs such as those offered by Civil Service Learning provide line managers with the skills necessary to handle a variety of performance-related challenges. Furthermore, support groups can offer a forum for sharing best practices and solutions, thus improving the overall managerial approach within your organisation.
10. Question your Assessment: Always be open to the possibility that your assessment of a team member’s performance might be incorrect. Consider the complexity of performance issues: Are the project's demands unreasonably high? Is there a lack of support from other team members, or are essential resources missing? Could personal biases be affecting your judgment? It’s vital to critically evaluate these factors and seek input from others to ensure a fair and comprehensive understanding of the situation.

Navigating the challenges of a team member's underperformance when you are not their line manager requires tact, empathy, and a strong adherence to agile principles. By fostering an environment of open communication, continuous feedback, and mutual respect, Delivery Managers can effectively contribute to the development of high-performing teams. The goal is not just to manage work but to lead and inspire teams to achieve their best.