THE DOWNWARD SPIRAL of LEADERSHIP

You don’t have to ask many people.  Everyone is busy.  But as a leader, you don’t have that as an excuse.   It has been said that managers keep the business running, but leaders move the business forward.  If you don’t think you have the time to move the business forward, the business will stagnate.  Be stagnant for too long and the business will lose ground and be overtaken by its competitors.

As a leader, you must use your time and teams most effectively.  A simple first step is to leverage your team’s capabilities.  You must enable your teams to receive delegated work from you.  And here is where many leaders don’t leverage their teams.  The reason many leaders give: I “don’t have the time”.

That begins the “Downward Spiral of Leadership”.  If you don’t think you have the time you don’t delegate.  If you don’t delegate the team’s abilities don’t improve.  If your teams can’t do the work (or if you think only you can do it better and faster) you jump in.  When you jump in to carry the extra load, you really won’t have the time.  Rinse and repeat.

You’re not a leader because you are busy.

You’re not a leader because you do it all.

You’re not a leader because you believe you do everything better than your team.

You’re not a leader because you have a title.

When you use time effectively – when you develop and equip your team to do more – when you give your team the opportunities to excel – when you serve others, then you are on the path to leadership.  Break the spiral.

Advertisements

Dysfunctional Delusions

If you want high performing teams, they have to be built first and foremost on a foundation of trust.  Patrick Lencioni cites the lack of trust as the first (of five) dysfunctions of a team.  The team members must feel that their other teammates will “have their back” when things get rough.  And as a manager or leader, that includes you too.  In fact, if you want to shift your organizational culture to a more empowered, trust-based culture, management must lead the way by demonstrating (not just talking about) the values and behavioral norms you want for the organization.

One key factor that trust is built on is consistency.  Are you consistent in your behavior?  Are you complimentary one moment and then arrogant or dismissive the next?  Are you puerile?  Vindictive?  People trust their leadership when the feel they know how you will react in various situations.  With trust they will feel they can bring issues to you for help when necessary without risking their positions.  If your behavior varies significantly, your teams realize they cannot understand what your reaction to any given problem will be.  They won’t feel safe to be honest with you.   In other words, they won’t trust you.

And if you think you can behave one way in front of your teams and another in private, you are deluding yourself.  When it comes to sensing duplicities, people seem to have x-ray vision.  They are very good at detecting such contrary behavior.  And when they do, trust may never develop.

To be a true leader you must build trust.  Otherwise your teams won’t progress and you’ll remain simply a taskmaster.

Agile Pneumonia and the Manifesto Blues

Sung to the tune of Rockin’ Pneumonia and the Boogie Woogie Blues by Johnny Rivers, J.Vincent and H. Smith.

(If you don’t know it, you can listen here first >>> https://www.youtube.com/watch?v=UvJ78hYI6wk )

 

Agile Pneumonia and the Manifesto Blues

Blocked tasks, they decorate out wall
I wanna holler, but the team room’s small

Old PM just doesn’t know what to do
I got the agile pneumonia and the manifesto blues

Large stories, medium, and small
Do anything so that our points don’t fall

New Scrummaster’s got a hold of me too
I got the agile pneumonia and the manifesto blues

Squeeze in more stories with two days to go
We’d deliver but our velocity’s low

Business just doesn’t understand what we do
I got the agile pneumonia and the manifesto blues

Only an hour with the new PO
That’s not how agile’s supposed to go

Wish the PO would guide what we do
I got the agile pneumonia and the manifesto blues

Long day and now I’m hurryin’ home
Can’t finish planning ‘cause we’re takin’ too long

Let’s do this right or I think that I’m through
I got the agile pneumonia and the manifesto blues.

====================
WANT TO USE THIS ARTICLE IN YOUR E-ZINE, BLOG OR WEB SITE?
You can, as long as you include the following complete text with it: “Bob Maksimchuk is a Principal Consultant at Project Pragmatics, LLC., specializing in helping software development teams GET WORK DONE by introducing: PRACTICAL techniques, STREAMLINED process, and FOCUSED training and mentoring, all specific to your team’s needs. Visit now at http://www.ProjectPragmatics.com. All rights reserved © 2015 Project Pragmatics, LLC.”

Video Blog : Distractions Kill Teams

To see video click – www.screencast.com/t/b9lFNBIt

Also visit:

Websites:   www.ProjectPragmatics.com  and

http://www.JohncMaxwellGroup.com/bobmaksimchuk

Are You Human?

Isaac Asimov’s science fiction short story “The Bicentennial Man” tells the tale of a robot named Andrew. With the help of some human benefactors, over a long time, Andrew replaces his robotic systems with biological parts, piece by piece by piece. So the question becomes: When does Andrew stop being a robot and becomes a human (or something else)?

Does Andrew’s behavior remind you of your team? Or yourself perhaps? Maybe you are well on your agile journey. Maybe you are just starting to adopt agile. Even with the best intentions you may find yourself facing the same question as Andrew if you’re not careful.
What I have found in many teams and organizations is that there is almost an innate drive to change things as soon as they learn (but have not mastered) them – ‘Now that we’ve learned this agile stuff, let’s:

a) Not have the daily scrum every day
b) Not have the whole team participate in planning
c) Just have the “leads” do the estimation and tasking
d) Not work with the Product Owner regularly – just at the end of the iteration is fine
e) Ignore our velocity when planning the iteration – the Project Manager will tell us what to commit to
f) Some of the above
g) All of the above
h) More than all of the above.’

Sound familiar?

Now I’m not an agile purist. I believe in adopting agile pragmatically. Once you have mastered the basics and are successfully delivering value regularly and you want to adopt your approach to improve how it can work better in your organization, try it. It may work.

But don’t do this haphazardly. Make sure you understand why the various agile techniques are what they are and do what they do. Consider carefully why you want to change things – to make it “easier” or “save time” or to just be more personally comfortable? Make any justifiable changes like you deliver software – incrementally. Then inspect and adapt the change as appropriate. Just be patient. Get good at this stuff first. There is no rush.

If you keep changing things too quickly and prematurely you may find yourself in a dilemma similar to Andrew. But you won’t be asking “Am I still a robot?” You will find yourself asking “Am I still behaving agilely?

For more like this, videos, and other things please visit www.ProjectPragmatics.com .

The Baker’s Dozen of Coaching Leadership

1. Be Dedicated – to your client, your team, yourself. Commitment builds trust.
2. Be Curious – about your profession, your client, other fields. Learn continuously. If you think you know it all, you have limited your potential.
3. Be Humble – no matter how successful, smart, or well-known. Arrogance destroys relationships.
4. Be Energetic – Do you bring energy into the room or do you drain the life out of it?
5. Be Engaged – Your client doesn’t value an aloof advisor who provides little value.
6. Be Perceptive – See their gifts. Does your team have cheerleaders (encouragers), pragmatists (guides), jokers (morale builders), dreamers (visionaries)? Leverage these soft abilities as much as hard skills.
7. Be Empathic – See their needs. Be sure to serve their actual needs, not yours.
8. Be Resourceful – When your team has no answer and neither do you, take the initiative to go find a new option or approach for them that may be useful.
9. Be Uplifting – Don’t criticize the doubtful, the non-believers. Encourage and uplift them.
10. Be Persistent – when you hear “we’ve always done it this way”. You are a change agent. You can’t sail the seas when you are tied to the dock.
11. Be Resolute – Reject rejection. Take the high road. Repay your critics with kindness, service, and understanding.
12. Be Fun – Celebrate with your teams whenever they succeed, big or small.
13. Be Caring – Remember, they are not assets or resources. They are real people. With real lives. Just like you.

Come visit http://www.projectpragmatics.com .

 

Tis the Season

As we fly through this Christmas season, give your teams the gift that will mean the most to them – empowerment.  The cost to you – nothing.  What do you get in return?  Speed, productivity, increased commitment and an overall happier team.

But you say your team is not able to self-organize?  Teach them.  Guide them.  If they are willing, lead them by showing why their particular strengths and skills are needed.  Show them why their contribution is important.  Show you are confident that they can self-organize and be successful.

You say it’s easier just to tell them what to do?  Do you really want them to bring every little problem to you for resolution?  (If so, I suggest you and your ego spend some quiet time in self-examination as to why you like that.)

Why would you want to take away from your team the opportunity of becoming the professionals that they truly are?  (Note to HR:  They are professional people, not “resources”.)  Give your team the opportunity.  Give them the freedom to grow.  Give them an assist, not the whip.

And in this way, give yourself the gift of developing into a true servant leader.  After all, this is the season of giving.