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Stella Ihenacho: The Agile People Manager

  1. AGILE PEOPLE MANAGER By Stella Ihenacho
  2. GOAL OF THIS SESSION: This session will help us achieve a higher degree of understanding on the impact that Agile People Managers have on Agile teams and the Organisation. It will also show how executives making the move to Agile can keep their managers engaged and motivated
  3. AN AGILE TRANSFORMATION Involves restructuring a company’s workforce as a relatively flat network of cross-functional, flexible teams empowered to direct their own activities and make day-to-day decisions. As a result, most of the conventional manager’s responsibilities—such as planning projects, assigning tasks, documenting progress, and evaluating employees—get absorbed by other roles. When a company’s agile transformation is complete, it will have more opportunities for individual contributors and leaders, but few, if any positions for managers.
  4. Can we all agree that the agile world is somewhat of a new world for most organizations? THE PEOPLE MANAGER
  5. Who is An Agile People Manager? Typical mid level managers begin their careers as strong individual contributors and win a series of promotions that shift their responsibilities away from making individual contributions and toward directing the work of others. During this progression, these managers acquire influence they can use to shape the company’s character
  6. Oscillating Between Agile teams And Management
  7. Functions Of An Agile People Manager? ● Managing Teams within An Agile Enterprise ● Managing The Value Of The Work ● Managing The Organization
  8. Managing Teams Within An Agile Enterprise The agile manager’s domain is as an intimate outsider and champion of the team, not as an inside micromanager or chum. Agile teams do not need managers directing their work. Instead, the manager’s role is to set the team up for success and then support from the outside – from the boundary of the team itself. They observe how they work and develop over time; how to form them and nurture their growth; and how to measure, reward, and sustain them for the long term. Functions Of An Agile People Manager
  9. Managing Teams Within An Agile Enterprise ● Resource Management ● Performance Management
  10. Managing The Value Of Work As an Agile manager, we want to be able to use this empirical approach to understand how our teams are doing, where they need help, and where they are excelling. Peter Drucker said, “You can’t manage what you can’t measure.” This is core to understanding if you are actually delivering the most valuable products to the customer. Agile managers must understand what we should measure, and what we should not measure. They must also not confuse activity from accomplishment, and ensure that what is being measured has a target that drives the intended impact.
  11. Managing Organisational Change In order to move towards an Agile culture, the Agile manager must take a lean-agile mindset. This is a mindset that takes an economic view of all decisions, and weighs those decisions against the principles and if they help meet the principles. When agile is introduced into an organization, a tremendous amount of organizational change must occur to empower and enable agile teams in their pursuit of delivering business value. An agile manager needs to develop keen skills in organizational change and an ability to shepherd an organization through the adoption change curve
  12. Are You……?
  13. Questions To Measure Your Impact. ● Do you provide significant organizational roadblock removal for agile teams? ● Is your performance management system helping guide teams to their highest performance, while fairly evaluating both individual and team contributions? ● Are you fostering an organization culture of value delivery to support agile values? ● Do they perceive you as a coach and leader more than as a manager? ● Frequently, does your organization prioritize value over schedule and budget compliance?
  14. The key factor between an Agile People Manager and a Traditional Manager- the key differentiating factor- Mindset Change. Agility doesn’t teach Servant Leadership or Culture (MINDSET)— It teaches tools and processes to run a team and deliver products and services. But adopting a servant leadership mindset and acting on it is essential to enabling the delivery pipeline of a sustainable transformation.
  15. Agile People Manager = Servant Leadership “Servant leaders give up power and deputize others to lead.” Skip Prichard A servant leader brings focus to their team members, ensuring they are developing professionally and have the capacity and competencies necessary to do their work
  16. Agile People Manager = Culture “Servant leaders give up power and deputize others to lead.” Skip Prichard A servant leader brings focus to their team members, ensuring they are developing professionally and have the capacity and competencies necessary to do their work
  17. Managers Navigating Agile Transformation? With the absorption of their role, their main duties likely be redistributed and their job titles erased from the organizational chart, Many will have legitimate questions such as: ● Where will they fit into the new organization? ● What will they spend their time doing? ● How will their pay and opportunities for advancement change? ● Some might feel threatened and resist the transformation, leave the company or struggle to master agile ways of working.
  18. Best Pratices In Creating The Right Foundation For Agile People Managers? ● Collaborating with managers on the company's agile future ○ Define the roles and responsibilities of the organization in terms of agility ○ Agility influenced Performance Assessment ○ Transparency in pay and career growth Provide training focused on changing leadership style and mindset
  19. Summary
  21. Follow me: Linked In: Stella Ihenacho Email : IG :@nstar. technologies