I often hear of Communities of Practice as it relates to—
Product Ownership;
Scrum Mastery;
UX & Design;
DevOps;
Architecture;
Agile & Lean;
And Coaching
In agile contexts. But I rarely, if ever, hear of a Community of Practice as it relates to agile leadership. I wonder why?
I actually think the notion makes the most sense at the leadership level because there’s so much transformational work for leaders to take on around—
Finding the Vision and WHY behind their agile transformational efforts;
Establishing clarity around roles & responsibilities;
Creating more trust & empowerment across the organization;
Creating a more strategic focus;
Coaching their teams;
Actively culture-shaping in day-to-day behaviors;
Establishing effective metrics;
Learning, growing, and developing as effective agile servant leaders.
Shifting that must happen at the leadership level for an effective and successful agile transformation to unfold. And the best strategy for this is not each individual leader going it alone. The best approach is to form a team of leaders who are going to be receiving training and coaching together. In other words, forming a learning and collaborating cohort who helps each other in their journey. A group of accountability partners, if you will.
Let’s explore one idea around that next.
Forming a First Team across Leadership Boundaries
One key concept is to form a first team. I share some details and stories about it in this post. This comes from Patrick Lencioni and I’ve used it several times as an “inside” agile leader and I often recommend it as an enterprise agile coach. The idea is similar to the Executive Action Team or EAT concept as described in Scrum@Scale. And another key is having a leader go first mindset.
I’d strongly recommend you read the above references before moving on because the notion of a first-team (creating, aligning, and empowering) should be a central aspect of your CoP. Once you’ve done that, here are a few steps that come to mind when you’re forming a leadership CoP. I hope it helps your thinking and imagining around such a group—
Steps in forming an Agile Leadership – Community of Practice
1. Select your group
a. Consider your organizational boundaries
b. Make it an invitation (opt-in) group, don’t volun-tell people to participate
c. Look for early adopters, passionate engagers
2. Charter your group
a. Select a leader/facilitator
b. Establish ground rules
c. Clarify expectations
d. Establish a clear mission and goals
e. Onboard the team, kick things off
3. Establish your Why
a. What is the organizational WHY for moving to agile?
b. What are each individual members’ personal WHY for moving to agile?
c. Establish WHY you’re creating the group? What is your purpose?
4. Set the Ecosystem, talk about:
a. Behaviors
b. Safety
c. Transparency
d. Vulnerability
e. Learning
f. Risk-taking
5. Create a Backlog of work
a. Brainstorm items to focus on?
b. Key challenges to overcome?
c. Use user story format with acceptance criteria
d. Set priorities and flow
6. Tempo & Format
a. How often will you be meeting?
b. What will be the agenda/format?
c. What sorts of dynamics? In-person, virtual, experiential, role-plays, etc.
d. Team building?
e. Accountability partners?
7. Start – Gain Momentum – Keep it Going!
3 Keys to Success
There are three critical things to consider if you’re creating an agile leadership community of practice. First, whoever you select to lead the CoP is a critical decision. They will need the passion, vision, energy, and doggedness to push thru the initial resistance and gain momentum. It’s not a role for just anyone and the selection is crucial. I would focus on energy, passion, and drive over raw knowledge of agile leadership.
The second is the need for group curiosity. One of your key tools as an agile leader is developing and increasing your curiosity. It’s that mind of child-like wonder where you are inquisitive about all things surrounding becoming an effective agile leader.
And finally, is the need for a coach. I highly recommend getting a part-time coach to partner with the CoP coaching individuals and the entire team towards continuous improvement and evolution. While this is a serious investment, it doesn’t have to be a full-time role. And having an “outsider” in the role is probably best.
A Baker’s Dozen Reading List for the Agile Leader
I thought I’d end this post with another suggestion. Group-based learning via a “reading & discussion group” is a great way to improve the skill and capabilities of your leaders. Here’s a baker’s dozen of books that I would recommend as a solid starting point.
7 Habits of Highly Effective People and Principle-Centered Leadership by Stephen Covey
Leader’s Guide to Storytelling by Steve Denning
Turn this Ship Around and Leadership is Language by David Marquet
The Advantage & 5 Dysfunctions of a Team by Patrick Lencioni
Tribal Leadership by Dave Logan
Agile Organizational Design by Jeff Anderson
Dynamic Reteaming by Heidi Helfand
Radical Candor by Kim Scott
Joy, Inc. and Chief Joy Officer by Richard Sheridan
Start with Why by Simon Sinek
The Coaching Habit by Michael Bungay Stanier
Dare to Lead by Brene Brown
Leading Change by John Kotter
Wrapping Up
Remember, agile is simple, yet complex, and hard. As a leader, expect to work as hard as you’ve ever done to effectively make the transformation.
One key aspect of the CoP is that you’re not in it alone. You have a “first team” to collaborate and learn with. To help coach each other. And to hold one another accountable to the challenging behavior shift.
It’s also an exciting time. But again, never go it alone…
Stay agile my friends,
Bob.