{"id":3796,"date":"2018-08-31T09:48:48","date_gmt":"2018-08-31T14:48:48","guid":{"rendered":"http:\/\/flevy.com\/blog\/?p=3796"},"modified":"2020-12-21T20:49:32","modified_gmt":"2020-12-22T01:49:32","slug":"are-you-ready-to-be-an-agile-manager","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/are-you-ready-to-be-an-agile-manager\/","title":{"rendered":"Are you Ready to be an Agile Manager?"},"content":{"rendered":"

An Agile Manager provides the basic framework for organizations to cope with today\u2019s volatile customer driver marketplace. Being agile is \"Agilebeing able to master continuous change. An organization can be agile. But it needs to have a dynamic Agile Manager<\/strong><\/a>.<\/p>\n

Today\u2019s critical times call for traditional managers to take on an agile mindset. Traditional manager must learn to redefine their roles. Only then will transformation be successful in ensuring a sustainable systemic change towards having an Agile organization.<\/p>\n

What is an Agile Organization?<\/strong><\/h2>\n

An Agile organization is 28% more successful than traditional organizations. Being agile means being able to master continuous change. It is driven by a multidisciplinary team that can respond swiftly and promptly to rapidly changing opportunities and customer demands.<\/p>\n

To be an Agile organization<\/a>, companies need to be empowered with Agile mindset. A shift in mindset is the fundamental element of success.<\/p>\n

Understanding the Agile Mindset<\/strong><\/h2>\n

Having an Agile mindset is having the ability to adapt swiftly to unpredictable trends. These unpredictable trends are those that can disrupt or reshape the industry. An Agile mindset is dynamic and far different from traditional mindsets when approaching the changing business horizon.<\/p>\n

An Agile mindset<\/strong><\/a> can be a strategic North Star that is embodied across the organization. In an environment of scarcity, traditional leaders succeed by capturing value from competitors, customers, and suppliers for company\u2019s shareholders. Leaders with Agile mindsets recognize the abundance of opportunities and resources available. Success is achieved by co-creating value with and for all the company\u2019s stakeholders.<\/p>\n

An Agile mindset is a game changer. In the world where competition has become stiff, a game changer has become a giant force to beckon with.<\/p>\n

Recreating Agile Leaders with Agile Mindsets<\/strong><\/h2>\n

In the past 5 years, the need for Agile management has become more intense. People do not need managing. Processes and overarching systems do. Hence, Agile Managers are considered caretakers of the human system and the organization. They play a critical role in achieving a successful agile transformation and business agility.<\/p>\n

There are3 Critical Roles of a dynamic Agile Manager<\/strong><\/a>.<\/p>\n

\u00a0\"agile<\/a><\/h2>\n

The Chapter Leader<\/strong><\/p>\n

Chapter Leaders focus on jobs that call for leadership and creative talents. They are Capability Builders and Coaches.\u00a0 As Capability Builders, they build up the right capabilities and people. Chapter Leaders equip people with the skills, tools, and standard approaches to deliver functional excellence.<\/p>\n

As Coaches, they evaluate, promote, coach, and develop people but without the traditional direct oversight. As Chapter Leaders, they must not be involved in the day to day work of squads. Micromanaging is a faux pas.<\/p>\n

The Tribe Leader<\/strong><\/p>\n

The Tribe Leader acts as true General Managers or mini CEOs. Tribe Leaders are Value Creators and Strategists.\u00a0 As Value Creators, Tribe Leaders focus on value creation, growth, and serving customers. They need to determine what work needs to get done, how much to invest in which efforts, and how to prioritize opportunities.<\/p>\n

As Strategists, Tribe Leaders must be strategic in perspective as they have profit and loss accountability. Strategic Tribe Leaders have a cross functional view of the core capabilities of the broader organization and an integrated perspective of the company as a whole and how their part of the business fits in with the larger enterprise.<\/p>\n

The Squad Leader<\/strong><\/p>\n

Squad Leaders serve a crucial purpose in the Agile matrix. They are both Orchestrators and Team Builders.\u00a0 As Orchestrators, Squad Leaders help plan and orchestrate execution of the work.<\/p>\n

As Team Builders, they strive to build a cohesive team<\/p>\n

Conquering the Bumpy Road Ahead: The Challenges<\/strong><\/h2>\n

An Agile Manager will face several challenges as he takes on the 3 critical roles. Needless to say, however, being able to overcome these challenges will lead the Agile Leader towards achieving greater leadership potential.<\/p>\n