Steve Denning on #Agile -All about Leadership, innovation, management and business narrative

His most recent books are the Leader's Guide to Radical Management (2010), The Leader's Guide to Storytelling (2nd ed, 2011) and The Secret Language of Leadership (2007). I consult with organizations around the world on leadership, innovation, management and business narrative. At the World Bank, I held many management positions, including director of knowledge management (1996-2000). I am currently a director of the Scrum Alliance, an Amazon Affiliate and a fellow of the Lean Software Society. You can follow me on Twitter at @stevedenning. My website is at www.stevedenning.com.

The Role of the Functional Managers in Agile

Managers are absolutely, 100% necessary in agile, but as an organization transforms to an agile way of working, functional managers can feel lost. Many of their traditional responsibilities move to other roles or disappear altogether.

So what does a 'good' agile practitioner manager do?

I think that if we really look at what a good manager does, it becomes clear how they work in a Scrum environment.

Let's look at this issue deeply and examine the various angels of a functional manager role in scrum.

As a manager coaching an Employee is an important fact you should consider.

At most companies, coaching isn’t part of what managers are formally expected to do or what the company thinks employees needs to go through. Even though research makes it clear that employee's value learning and career development above most other aspects of a job, many managers don’t see it as an important part of their role.  Is it their role? It does not matter. What matters is that employee needs to be coached. What do we mean by "coaching"? What are the aspects of employee day to day that we need to consider and how?

The team manager role in agile development organization

“When it comes to implementing Agile, managers who are used to a “Command and Control” environment are going to be very uncomfortable.”.  "One of the hardest things for management in an Agile organization is to truly empower self-organizing teams because – by definition – it means that the manager is not part of the team…. The effective Agile Manager is the one who can accept the differences in the role…” How is this possible? Here’s a collection from some of the finest writers and agile leaders around the web discussing this exact subject. Enjoy.

Agile Leadership is not just about Becoming a Good Agile Team Managers

Agile leadership is not just about leading self-organized team, or motivate agile employees in a complex environment with lots of ambiguity but moreover they need to create an agile organization. So they are required to think about the whole organization and the entire ‘production flow’, they need to think beyond one function. We want them to create an agile organization leadership. In this Roojoom you will find a short review over the agile manger role and the expectations of an agile leadership. What do you think about the agile leadership?