Scaling an agile transformation beyond a few teams requires engaging middle management. Yet a common issue arises: agile coaches sideline middle management in agile transformations and tell them to simply trust the teams. Managers are not clear about their role in the transformation or how to do their jobs.
Have you ever been in a situation where your organization suddenly faces an urgent, high-priority task? If so, you’ve probably heard someone suggest forming a “Tiger Team” to tackle it. It sounds great in theory, right? “A special team of top performers laser-focused on solving the big problem.” But here’s the thing – Tiger Teams often create more problems than they solve. Let’s dive into why this approach can be problematic and explore better alternatives.
Most companies use some version of an annual review to provide performance feedback to employees. One of people’s biggest frustrations with the feedback they get – right behind “Why did my manager wait until my review to tell me this?” – is, “This feedback isn’t actionable.”
Delegation isn’t a “fire and forget” activity. As a manager, you can delegate decision-making to your direct reports, but you can’t delegate away your accountability for the outcome. The key is delegating without micromanaging. Effective managers monitor and guide the progress of delegated work – and they do it in a way that doesn’t feel like micromanagement.
Managers rely on others to get work done, making delegation an essential skill. When they delegate poorly, it can lead to accusations of micromanagement. For people and in some organizations, the threat of being thought of as a micromanager is terrifying. At the same time, managers who don’t delegate or fail at setting clear expectations are unlikely to achieve what their organization needs. Good delegation requires careful navigation through treacherous waters, and a few principles can help managers do it well.
Authority is a defining feature of a manager. By definition, managers can do things that others can’t do simply by virtue of their role. This power is neither good nor bad on its own. Unfortunately, many managers are ambivalent about their positional power. This unease hinders their ability to use it well. As a manager, owning your authority means you must come to terms with it.
Effective managers exercise their positional power without overusing or neglecting it. They invoke it when needed and use it to help necessary things get done. As a manager, acknowledging four things about your authority can help you own it so it doesn’t own you.
Delegation is an essential practice for managers. In any organization, one of the vital functions of management is to distribute and coordinate work among the group. However, delegating well requires understanding what delegation is and isn’t. Here are three common delegation myths that effective managers don’t fall prey to.
Telling someone something they don’t want to hear is never fun. When someone points out a problem causing them real pain, you likely want to do something about it – particularly if you’re their manager. Saying no to when someone asks you to fix something is often a necessary part of a manager’s job.
Addressing complaints is essential to a manager’s job but can quickly become overwhelming. Part One of this series shared a technique for sorting through people’s concerns. It also showed how to use your authority effectively to address some of them. But people often complain about things outside your control – and you need to deal with those as well.
Addressing complaints is an essential part of a manager’s job. By keeping their finger on the pulse of what’s bothering people, managers can act as an early warning system for higher levels of management. By addressing their people’s concerns, managers can improve both productivity and morale. At the same time, facing an endless stream of criticism – often about things you can’t control – can be one of the most frustrating parts of being a manager. As a manager, you need the ability to listen to and learn from complaints without drowning in them.