New Roles for Managers: Interview with Lean Magazine
The full interview will be in their special anniversary edition, schedule to be out by Christmas. (Information on obtaining the magazine here.) In the meanwhile, some thoughts on the role of managers….
LM: We notice a lot of confusion when we meet managers.
They see a new behavior in their development teams that have started to work according to lean/agile principles and usually the development teams are happy with the change.
But as a manager the questions comes up ñ what should I do now? how can I support this? how do I avoid to destroy the good things?
What is your message to these confused managers? What can they do?
E: Don’t tamper if things are working. Ask what is getting in the way, and go fix it. Ask what the team needs, and obtain it for them. Ask what you can do to help. If the team says “nothing,” don’t inflict help.
The truth is, when teams are working well, managers don’t need intervene. The hard work is in establishing a real team and ensuring enabling conditions are in place. When managers of self-sufficient teams feel like they aren’t doing much, it’s a sign they’ve succeeded. But managers shouldn’t abandon the team. Teams need support and a connection to the organization.
Managers still have an important job to do, working at the system level. Collect metrics that will give a window into the system. Start by tracking the ratio of fixing work to feature work. Then, find out what is driving the fixing work, and start working to improve those issues.
LM: Are there individual managers that will not fit into this /new/ management?
E: People who cannot manage themselves should not manage others. People who can only work through telling, selling, and yelling won’t be successful in companies that embrace lean and agile philosophies.
Some companies find they don’t need as many managers. Some people who are in management roles find they are happy to go back to technical work. But, to me the new roles for managers are exciting and full of promise–developing people, seeing and steering the system, creating environments where people can build products and services that delight customers, satisfy stakeholders, and empower employees.
LM: Can everybody change their behavior or do we need to move some people? To where?
E: Not everyone is capable, and not every one will want to. Some of those people will leave of their own accord. If there is a place in the organization where people who can’t or don’t want to change can still be of service within the organization, support them to find it, and then let them be.
We can never be 100% successful when we expect everyone to change. Don’t spend your precious energy trying to change people who don’t want to. Work with the people who want to change, and most often, when a critical mass has moved to a new way of working, most will come along.
If there are some people who are acting in a way that is destructive to people or the organization, help them find the door. (This advice applies whether you are using lean, agile or any other method known to man.)