Articles

The Professional Agile Leadership Community  is a global initiative aimed at cultivating effective leadership within agile organizations. It emphasizes the crucial role of leadership in fostering agility, innovation, and adaptability in today's dynamic business environments. 

The Agile Leadership Community is a vibrant network of professionals, practitioners, and enthusiasts dedicated to advancing agile leadership principles and practices. This community serves as a platform for sharing knowledge, exchanging insights, and fostering collaboration among members from diverse industries and backgrounds. Through forums, events, and online discussions, community members explore topics such as servant leadership, organizational agility, and effective agile frameworks like Scrum and Kanban.

Embracing the principles of Scrum Agile Supporting Leadership emerges as a cornerstone in guiding teams towards achieving their goals. This approach focuses on empowering team members, fostering collaboration, and creating a supportive environment that enhances productivity and innovation. Discover how adopting Supporting Leadership can revolutionize your Agile practices and drive your organization towards excellence.

Management guru Peter Drucker once said, “Management is doing things right; leadership is doing the right things.” Great leaders have an uncanny ability to motivate people to go that extra mile. Leadership differs from management as it pictures, that management focuses on controlling and getting things done while leadership focuses on empowering people so that they do can the right thing. This does not mean management should be done away with. Management can be the frame on which we can build leadership to obtain the best results.

Supporting leadership
Agile takes a humanistic approach while executing projects, as evidenced by one of the values listed in the manifesto: individuals and interactions over processes and tools. The best leadership model suited for Agile is the supporting leadership model. Since it is the knowledge worker who adds value to a project, the needs of the worker become the needs of the company. The leader serves to meet those needs. In this way the focus remains on the worker rather than the leader, and the company profits.

In the supporting leader approach, the leader supports those doing the work, playing a facilitating role, and focuses on removing obstacles and making sure the team has everything that would help them to perform. Business representatives will sometimes make requests that threaten to slowdown the project. Team members may be required to devote some of their time to another project. These actions threaten to hinder the project and put it off track. It is the leader’s responsibility to shield the team from such diversions. The supporting leader keeps the team focused on the project vision by communicating it at regular and relevant stages of the development process. Another duty of the leader is to facilitate any training that might be necessary for the team members to work on a project. To sustain the motivation of a team, the leader should also reward the team at regular intervals.

Leadership attributes
So far we have discussed what a leader should do, but what attributes must a leader possess to earn the respect of his or her team members? After all, the leader that is not respected will be ineffective. When leaders possess the traits team members appreciate, the latter are bound to emulate them.

Honesty is probably the highest ranking attribute that team members expect from their leaders. Kouzes and Posner in The Leadership Challenge found that honesty was the characteristic most selected in surveys asking what employees consider the most important character trait a leader should have (p. 32).  Leaders who are transparent and accept their shortcomings may be perceived as being more credible, thus leading to an increased dependance between the leader and the team members. Leaders who are willing to stand up to managers and customers to protect their teams are more trusted by team members than those leaders who “toe the company line.” Team members have a deeper respect for leaders who have a definite vision of where they are heading and inspire them to walk that path. Leaders also should possess some technical knowledge to be able to get better in their job.

Effective leaders not only act but also enable others to act by sharing the knowledge they possess such as information about the schedule and progress of the project. While enabling others to act, leaders also look towards breaking new frontiers by experimenting and innovating. Leaders are willing to use ideas suggested by team members. On Agile projects, new ideas can be tried out during iterations. If they are successful, they can be adopted, if not, they can be treated as part of the learning experience.

Successful leaders serve their team members by sharing ennobling visions of what they can produce together, providing resources, removing impediments, protecting the team, and being generous with rewards.

The Professional Agile Leadership Community  is a global initiative aimed at cultivating effective leadership within agile organizations. It emphasizes the crucial role of leadership in fostering agility, innovation, and adaptability in today's dynamic business environments. 

The Agile Leadership Community is a vibrant network of professionals, practitioners, and enthusiasts dedicated to advancing agile leadership principles and practices. This community serves as a platform for sharing knowledge, exchanging insights, and fostering collaboration among members from diverse industries and backgrounds. Through forums, events, and online discussions, community members explore topics such as servant leadership, organizational agility, and effective agile frameworks like Scrum and Kanban.

Embracing the principles of Scrum Agile Supporting Leadership emerges as a cornerstone in guiding teams towards achieving their goals. This approach focuses on empowering team members, fostering collaboration, and creating a supportive environment that enhances productivity and innovation. Discover how adopting Supporting Leadership can revolutionize your Agile practices and drive your organization towards excellence.

Management guru Peter Drucker once said, “Management is doing things right; leadership is doing the right things.” Great leaders have an uncanny ability to motivate people to go that extra mile. Leadership differs from management as it pictures, that management focuses on controlling and getting things done while leadership focuses on empowering people so that they do can the right thing. This does not mean management should be done away with. Management can be the frame on which we can build leadership to obtain the best results.

Supporting leadership
Agile takes a humanistic approach while executing projects, as evidenced by one of the values listed in the manifesto: individuals and interactions over processes and tools. The best leadership model suited for Agile is the supporting leadership model. Since it is the knowledge worker who adds value to a project, the needs of the worker become the needs of the company. The leader serves to meet those needs. In this way the focus remains on the worker rather than the leader, and the company profits.

In the supporting leader approach, the leader supports those doing the work, playing a facilitating role, and focuses on removing obstacles and making sure the team has everything that would help them to perform. Business representatives will sometimes make requests that threaten to slowdown the project. Team members may be required to devote some of their time to another project. These actions threaten to hinder the project and put it off track. It is the leader’s responsibility to shield the team from such diversions. The supporting leader keeps the team focused on the project vision by communicating it at regular and relevant stages of the development process. Another duty of the leader is to facilitate any training that might be necessary for the team members to work on a project. To sustain the motivation of a team, the leader should also reward the team at regular intervals.

Leadership attributes
So far we have discussed what a leader should do, but what attributes must a leader possess to earn the respect of his or her team members? After all, the leader that is not respected will be ineffective. When leaders possess the traits team members appreciate, the latter are bound to emulate them.

Honesty is probably the highest ranking attribute that team members expect from their leaders. Kouzes and Posner in The Leadership Challenge found that honesty was the characteristic most selected in surveys asking what employees consider the most important character trait a leader should have (p. 32).  Leaders who are transparent and accept their shortcomings may be perceived as being more credible, thus leading to an increased dependance between the leader and the team members. Leaders who are willing to stand up to managers and customers to protect their teams are more trusted by team members than those leaders who “toe the company line.” Team members have a deeper respect for leaders who have a definite vision of where they are heading and inspire them to walk that path. Leaders also should possess some technical knowledge to be able to get better in their job.

Effective leaders not only act but also enable others to act by sharing the knowledge they possess such as information about the schedule and progress of the project. While enabling others to act, leaders also look towards breaking new frontiers by experimenting and innovating. Leaders are willing to use ideas suggested by team members. On Agile projects, new ideas can be tried out during iterations. If they are successful, they can be adopted, if not, they can be treated as part of the learning experience.

Successful leaders serve their team members by sharing ennobling visions of what they can produce together, providing resources, removing impediments, protecting the team, and being generous with rewards.

The Professional Agile Leadership Community  is a global initiative aimed at cultivating effective leadership within agile organizations. It emphasizes the crucial role of leadership in fostering agility, innovation, and adaptability in today's dynamic business environments. 

The Agile Leadership Community is a vibrant network of professionals, practitioners, and enthusiasts dedicated to advancing agile leadership principles and practices. This community serves as a platform for sharing knowledge, exchanging insights, and fostering collaboration among members from diverse industries and backgrounds. Through forums, events, and online discussions, community members explore topics such as servant leadership, organizational agility, and effective agile frameworks like Scrum and Kanban.

Embracing the principles of Scrum Agile Supporting Leadership emerges as a cornerstone in guiding teams towards achieving their goals. This approach focuses on empowering team members, fostering collaboration, and creating a supportive environment that enhances productivity and innovation. Discover how adopting Supporting Leadership can revolutionize your Agile practices and drive your organization towards excellence.

Management guru Peter Drucker once said, “Management is doing things right; leadership is doing the right things.” Great leaders have an uncanny ability to motivate people to go that extra mile. Leadership differs from management as it pictures, that management focuses on controlling and getting things done while leadership focuses on empowering people so that they do can the right thing. This does not mean management should be done away with. Management can be the frame on which we can build leadership to obtain the best results.

Supporting leadership
Agile takes a humanistic approach while executing projects, as evidenced by one of the values listed in the manifesto: individuals and interactions over processes and tools. The best leadership model suited for Agile is the supporting leadership model. Since it is the knowledge worker who adds value to a project, the needs of the worker become the needs of the company. The leader serves to meet those needs. In this way the focus remains on the worker rather than the leader, and the company profits.

In the supporting leader approach, the leader supports those doing the work, playing a facilitating role, and focuses on removing obstacles and making sure the team has everything that would help them to perform. Business representatives will sometimes make requests that threaten to slowdown the project. Team members may be required to devote some of their time to another project. These actions threaten to hinder the project and put it off track. It is the leader’s responsibility to shield the team from such diversions. The supporting leader keeps the team focused on the project vision by communicating it at regular and relevant stages of the development process. Another duty of the leader is to facilitate any training that might be necessary for the team members to work on a project. To sustain the motivation of a team, the leader should also reward the team at regular intervals.

Leadership attributes
So far we have discussed what a leader should do, but what attributes must a leader possess to earn the respect of his or her team members? After all, the leader that is not respected will be ineffective. When leaders possess the traits team members appreciate, the latter are bound to emulate them.

Honesty is probably the highest ranking attribute that team members expect from their leaders. Kouzes and Posner in The Leadership Challenge found that honesty was the characteristic most selected in surveys asking what employees consider the most important character trait a leader should have (p. 32).  Leaders who are transparent and accept their shortcomings may be perceived as being more credible, thus leading to an increased dependance between the leader and the team members. Leaders who are willing to stand up to managers and customers to protect their teams are more trusted by team members than those leaders who “toe the company line.” Team members have a deeper respect for leaders who have a definite vision of where they are heading and inspire them to walk that path. Leaders also should possess some technical knowledge to be able to get better in their job.

Effective leaders not only act but also enable others to act by sharing the knowledge they possess such as information about the schedule and progress of the project. While enabling others to act, leaders also look towards breaking new frontiers by experimenting and innovating. Leaders are willing to use ideas suggested by team members. On Agile projects, new ideas can be tried out during iterations. If they are successful, they can be adopted, if not, they can be treated as part of the learning experience.

Successful leaders serve their team members by sharing ennobling visions of what they can produce together, providing resources, removing impediments, protecting the team, and being generous with rewards.

La Comunidad Profesional de Liderazgo Ágil es una iniciativa global destinada a cultivar un liderazgo eficaz dentro de las organizaciones ágiles. Hace hincapié en el papel crucial del liderazgo en el fomento de la agilidad, la innovación y la adaptabilidad en los entornos empresariales dinámicos de la actualidad.

La Comunidad de Liderazgo Ágil es una red vibrante de profesionales, practicantes y entusiastas dedicados a promover los principios y prácticas de liderazgo ágil. Esta comunidad sirve como plataforma para compartir conocimientos, intercambiar ideas y fomentar la colaboración entre miembros de diversas industrias y orígenes. A través de foros, eventos y debates en línea, los miembros de la comunidad exploran temas como el liderazgo de servicio, la agilidad organizacional y los marcos ágiles eficaces como Scrum y Kanban.

Adoptar los principios de Scrum El liderazgo de apoyo ágil surge como una piedra angular para guiar a los equipos hacia el logro de sus objetivos. Este enfoque se centra en empoderar a los miembros del equipo, fomentar la colaboración y crear un entorno de apoyo que mejore la productividad y la innovación. Descubra cómo la adopción del liderazgo de apoyo puede revolucionar sus prácticas ágiles e impulsar a su organización hacia la excelencia.

El gurú de la gestión, Peter Drucker, dijo una vez: «La gestión es hacer las cosas bien; el liderazgo es hacer las cosas correctas». Los grandes líderes tienen una capacidad asombrosa para motivar a las personas a ir más allá. El liderazgo se diferencia de la gestión en lo que se refiere a que la gestión se centra en controlar y hacer que las cosas se hagan, mientras que el liderazgo se centra en empoderar a las personas para que hagan lo correcto. Esto no significa que debamos eliminar la gestión. La gestión puede ser el marco sobre el que podemos construir el liderazgo para obtener los mejores resultados.

Liderazgo de apoyo
Agile adopta un enfoque humanista al ejecutar proyectos, como lo demuestra uno de los valores enumerados en el manifiesto: individuos e interacciones por encima de procesos y herramientas. El modelo de liderazgo que mejor se adapta a Agile es el modelo de liderazgo de apoyo. Dado que es el trabajador del conocimiento quien agrega valor a un proyecto, las necesidades del trabajador se convierten en las necesidades de la empresa. El líder sirve para satisfacer esas necesidades. De esta manera, el enfoque permanece en el trabajador en lugar del líder, y la empresa se beneficia.

En el enfoque del líder de apoyo, el líder apoya a quienes hacen el trabajo, desempeñando un papel facilitador, y se centra en eliminar obstáculos y asegurarse de que el equipo tenga todo lo que los ayudaría a desempeñarse. Los representantes comerciales a veces harán solicitudes que amenacen con retrasar el proyecto. Es posible que se requiera que los miembros del equipo dediquen parte de su tiempo a otro proyecto. Estas acciones amenazan con obstaculizar el proyecto y desviarlo. Es responsabilidad del líder proteger al equipo de tales desviaciones. El líder de apoyo mantiene al equipo centrado en la visión del proyecto comunicándola en etapas regulares y relevantes del proceso de desarrollo. Otro deber del líder es facilitar cualquier capacitación que pueda ser necesaria para que los miembros del equipo trabajen en un proyecto. Para mantener la motivación de un equipo, el líder también debe recompensar al equipo a intervalos regulares.

Atributos de liderazgo
Hasta ahora hemos discutido lo que debe hacer un líder, pero ¿qué atributos debe poseer un líder para ganarse el respeto de los miembros de su equipo? Después de todo, el líder que no es respetado será ineficaz. Cuando los líderes poseen los rasgos que los miembros del equipo aprecian, estos tienden a emularlos.

La honestidad es probablemente el atributo de mayor rango que los miembros del equipo esperan de sus líderes. Kouzes y Posner en The Leadership Challenge descubrieron que la honestidad era la característica más seleccionada en las encuestas que preguntaban a los empleados qué consideraban el rasgo de carácter más importante que debería tener un líder (p. 32). Los líderes que son transparentes y aceptan sus defectos pueden ser percibidos como más creíbles, lo que conduce a una mayor dependencia entre el líder y los miembros del equipo. Los líderes que están dispuestos a enfrentarse a los gerentes y clientes para proteger a sus equipos son más confiables para los miembros del equipo que aquellos líderes que "siguen la línea de la empresa". Los miembros del equipo tienen un respeto más profundo por los líderes que tienen una visión definida de hacia dónde se dirigen y los inspiran a seguir ese camino. Los líderes también deben poseer algún conocimiento técnico para poder mejorar en su trabajo.

Los líderes efectivos no solo actúan, sino que también permiten que otros actúen al compartir el conocimiento que poseen, como información sobre el cronograma y el progreso del proyecto. Al tiempo que permiten que otros actúen, los líderes también buscan romper nuevas fronteras experimentando e innovando. Los líderes están dispuestos a utilizar las ideas sugeridas por los miembros del equipo. En los proyectos ágiles, las nuevas ideas se pueden probar durante las iteraciones. Si tienen éxito, se pueden adoptar; si no, se pueden considerar parte de la experiencia de aprendizaje.

Los líderes exitosos sirven a los miembros de su equipo compartiendo visiones ennoblecedoras de lo que pueden producir juntos, brindando recursos, eliminando impedimentos, protegiendo al equipo y siendo generosos con las recompensas.