Coach's Challenge - Do you control your commanding?

So first and foremost - kudos if you got past that horrible pun of a title.  I'm (obviously?) thinking about the concept of command and control, and how as agile managers we can sometimes struggle with the voices in our head.  You know what I'm talking about - the ones that say "Failure is not an option!" or "It has to be perfect!" or "You can't manage without hard deadlines!"....  You know... those voices that try to convince us that we as managers know best and our job is to tell our people what to do!  Maybe you don't struggle with this, but I know I sure do sometimes.  

It can be challenging to transition from a "command and control" structure (where orders come from on high, and we all flawlessly execute them, like a well-oiled machine) to a more agile, nimble, responsive environment where decision making is pushed closer to the data, and the customer.  Where we replace the desire for flawless execution with short feedback loops, and test and learn, and pivoting to what the data is telling us.  It can be quite nerve racking when, for the 15th time in a week, we have to remind those around us that our roadmaps are not commitments or promises, but rather the direction that we're headed now, and based on our results, we'll adjust accordingly.  Change takes time - for individuals AND for organizations.  It requires vigilance and awareness, and it helps for those around us to help hold us accountable to live the values and principles every day.  So let's take a quick minute and check to see how we're doing as we transition from command and control to a more agile way of managing.

Check yourself

Want to blow your mind even more?  What if you asked your TEAM members the same questions - but about their perspective of you as a boss!  (Assuming they are willing and able to give you unvarnished feedback that is....)   Hey!  No one said change was easy, but it is worthwhile.  The data shows us that teams that are truly agile (and empowered) are more effective, efficient and engaged than teams that are not agile - so the tradeoff is worth it!  (Command and control quiz questions borrowed from here.

So how do you move closer to being an agile manager?

Take a moment to answer these 9 questions and keep track of your "yes" and "no" responses. (How you would respond for the majority of time? Oh - and be honest - this quiz isn't scored and only YOU get to see the results!!!)

1. Do you feel that you need to monitor your team members so that they don’t slack off?
2. Do you believe that you generally know what is best, and willingly offer solutions and advice?
3. Do you tend to interject yourself into problem solving, even when you are not invited to get involved?
4. Do you try to make the results conform to your idea of what the results should be?
5. Do you feel uncomfortable when others are in control, and you are not?
6. Do you feel uneasy by the idea that your employees or team may operate fine without you?
7. Do you feel the need to be involved in the details and decisions to reduce the risk of the project failing or having a misstep?
8. Do you feel solely and personally responsible for the success and failure of the people you lead?
9. Do you tend to step in or override others to protect them from possible mistakes or the consequences of their decisions?

How did you do?

If you had 3 or less yes responses - you're doing great! You're pretty far down the path to being an agile manager!

Did you have between 4 and 6 yes responses? You're still doing well, but there is definitely room for improvement. How can you challenge yourself to empower your team?

More than 6 yes responses? Maybe you have a little work to do in this area? My question for you - What's stopping you?

Being an agile manager means you've truly embraced the agile values and mindset, and you trust that your team members are living the same values and principles.  That takes time and effort, and trial and error.  Here are some things that you can start doing today to take another step toward being an agile manager.

Coach your team members to solve their own problems 

Ever hear the phrase "you can give a person a fish, or you can teach a person to fish..." - same concept applies.  Solving team member problems for them just means that they will keep relying on you to solve their problems for them.  Rather - ask them what their ideas are to solve the challenge or problem in front of them.  Point them toward resources, and give some hints at how they might resolve the issue.  Talk through scenarios on how they might go about tackling the problem.  Pressure test solutions with them.  These actions turn the accountability for solving the problem back on them, will help to build their confidence, and reduce their overall reliance on you to solve their problems in the long run!

Avoid pointed questions 

Questions are a powerful way to communicate and build up team members.  They can also be sharp, pointed, and suck the learning out of a coachable moment!  Questions that start off with "How could you...", "Why didn't you...", "Don't you think..." or "Who was supposed to..." all set the tone of failure and judgement.  They turn a teachable moment into a judging moment - and nothing says command and control like judging moments!

Eric Vogt describes powerful questions as ones that

• stimulate reflective thinking
• challenge assumptions
• are thought-provoking
• generate energy and a vector to explore
• channels inquiry, promises insight
• are broad and enduring
• touch a deeper meaning
• evokes more questions

Try questions that start with 

"Tell me more about..."

"What are you planning to..."

"What would you do if..." or 

"How else might you..." 

These types of questions tend to lead to more conversation and discussions about next steps and learning, rather than justifications and apologies.

Make is safe to fail.

Not an easy thing to do to start - but once you take that step, you'll find that the growth in
terms of learning and innovation of your team members accelerates dramatically!  Maybe start off with sharing examples of when you have failed what you learned from it.  Show them that it's ok to make mistakes.  Let them experiment and fail.  Studies have shown that teams that fail and recover end up stronger in the long run.  Creating a safety net around the team so they can quickly identify when things are failing, and react accordingly is a great way to think about it.  (Hint - using some of the powerful questions above can be a great way to work with your team members to create that safety net i.e. contingency plans, identifying when things are working, etc...)

Remember  - all of this is a journey.  It's new for you and it's new for your team members.  No one gets it right 100% of the time - the key is to embrace our shared values (individuals and interactions over process and tools, never settling for status quo, etc..)  Try something new today and take a step toward being a more agile manager!

We all win together.