If you are tasked with scaling Agile across your organization, your challenge is unique. Agile teams are electric: Their independence and intensity must be stoked, not doused. It takes a special kind of leadership to facilitate these teams and spread their methodologies to other parts of the organization.
So while it is an exaggeration to advise you to forget what you’ve learned about managing teams, it’s not far off: When it comes to Agile, you must go native, learning its language, methods, and culture. You must become a servant leader, eschewing bureaucracy and command-and-control. And you must learn to measure performance in new ways.
Download now to learn how to become the leader your organization needs to go Agile.
If you are tasked with scaling Agile across your organization, your challenge is unique. Agile teams are electric: Their independence and intensity must be stoked, not doused. It takes a special kind of leadership to facilitate these teams and spread their methodologies to other parts of the organization.
So while it is an exaggeration to advise you to forget what you’ve learned about managing teams, it’s not far off: When it comes to Agile, you must go native, learning its language, methods, and culture. You must become a servant leader, eschewing bureaucracy and command-and-control. And you must learn to measure performance in new ways.
Download now to learn how to become the leader your organization needs to go Agile.
