I saw this post on LinkedIn the other day from Julie Springer
“So… this all sounds great, but are you going to provide this same training to our leaders?”
I’ve heard this question multiple times, and the underlying message is clear.
Teams are being asked to work in new ways, without any confidence that their leaders are going to make changes in the way they lead or approach their work.
It’s unfair to train teams on how they are empowered to self-organize to deliver value if nothing around them is changing.
Start with a vision for the change at the leadership level and get clear on what structures, approaches and behaviors need to be in place to support agile teams, before providing training and inviting them to work differently.
There’s an excellent dialogue of comments and reactions to the post that I recommend you read. That said, I did see a quick point I’d like to make…
A Third Option
The predominant discussions were around (1) why the leaders should focus on vision and going first and (2) why the teams should bulk up with courage and challenge their leaders.
But it struck me that there is a third option. What, you say.
Yes, there is. And I think it’s the most responsible and impactful option. (3) is for whoever is doing the training not to train the team before the leaders are on-board and going first.
This would require the agile coach, trainer, SME, SPC, certified trainer, or whoever to walk their talk. It would also need them to have some courage and engage in a crucial conversation with whoever is “paying the bills.”
In simple terms, say “No” if the conditions for success aren’t there and protect those being trained from dysfunction.
Wrapping Up
Imagine that. Training agile requires us to walk our talk (principles, behavior) and take risks.
Thank you, Julie, for inspiring me.
Stay agile my friends,
Bob.
BTW: this talk connects to a recent post I’ve shared entitled - Stop Training “Agile”.