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CAP4 AGILE EV SERVANT LEADERSHIP EMPOWERS THE TEAM (SERVANT LEADERSHIP…
CAP4 AGILE EV
SERVANT LEADERSHIP EMPOWERS THE TEAM
SERVANT LEADERSHIP EMPOWERS THE TEAM
Purpose
Work with the team to define the “why” or purpose so they can engage and coalesce around the goal for the project.
The entire team optimizes at the project level, not the person level.
People
Once the purpose is established, encourage the team to create an environment where everyone can succeed. Ask each team member to contribute across the project work.
Process
Do not plan on following the “perfect” agile process, but instead look for the results. When a cross-functional team delivers finished value often and reflects on the product and process, the teams are agile. It does not matter what the team calls its process
Characteristics
Promoting self-awareness
Listening
Serving those on the team
Helping people grow
Coaching vs. controlling
Promoting safety, respect, and trust
Promoting the energy and intelligence of others
SERVANT LEADER RESPONSIBILITIES
SERVANT LEADERS FACILITATE
SERVANT LEADERS REMOVE ORGANIZATIONAL IMPEDIMENTS
INTERPERSONAL SKILLS VERSUS TECHNICAL SKILLS
team members emphasize their interpersonal and emotional intelligence skills
Everyone on the team works to exhibit more initiative, integrity, emotional intelligence, honesty, collaboration, humility, and willingness to communicate in various ways so that the entire team can work together well
The team needs these skills so they can respond well to changes in project direction and technical product changes. When everyone can adapt to the work and to each other, the entire team is more likely to succeed.
SERVANT LEADERS PAVE THE WAY FOR OTHERS’ CONTRIBUTION
CONSIDER THESE SERVANT LEADER RESPONSIBILITIES
Educate stakeholders around why and how to be agile. Explain the benefits of business value based on prioritization, greater accountability and productivity of empowered teams, and improved quality from more frequent reviews, etc.
Support the team through mentoring, encouragement, and support. Advocate for team members training and career development.
Help the team with technical project management activities like quantitative risk analysis
Celebrate team successes and support and bridge building activities with external groups
ROLE OF THE PROJECT MANAGER IN AN AGILE ENVIRONMENT
The role of the project manager in an agile project is somewhat of an unknown, because many agile frameworks and approaches do not address the role of the project manager.
Some agile practitioners think the role of a project manager is not needed, due to self-organizing teams taking on the former responsibilities of the project manager.
The value of project managers is not in their position, but in their ability to make everyone else better.
PROJECT MANAGERS USE SERVANT LEADERSHIP
“the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
on an agile project, project managers shift from being the center to serving the team and the management. In an agile environment, project managers are servant leaders, changing their emphasis to coaching people who want help, fostering greater collaboration on the team, and aligning stakeholder needs.
As a servant leader, project managers encourage the distribution of responsibility to the team: to those people who have the knowledge to get work done