Mistake #2: Alienated Leadership – The Silent Killer of Agile Transformations
Imagine two worlds within the same organization. In one, leaders actively champion Agile transformation, embodying its principles, inspiring their teams, and fostering a culture of continuous improvement. In the other, leaders remain detached, their actions and words misaligned with Agile values. The difference in outcomes? Stark. One organization thrives, adapting swiftly to change, while the other flounders, stuck in outdated practices and facing mounting resistance. In the nuanced realm of Agile transformation, a leader’s role can be the decisive factor between success and failure.
This article explores the essence of effective leadership in Agile transformations—what we call "authentic leadership." We will show how truly engaged leaders can act as catalysts for profound change, drawing on principles from Adaptive Leadership and insights from Dan Pink's research on motivation. Conversely, we'll analyze the detrimental impact of leaders who distance themselves from the transformation process, often inadvertently stalling or even derailing progress.
You’ll encounter real-world scenarios—both cautionary tales and success stories—alongside practical strategies to help leaders align with and champion Agile principles. This isn't just an analysis; it’s a call to action for leaders to step up and become the Agile champions their organizations need. Let’s explore how leadership can either drive or derail your Agile journey. So, let's do it!
Defining the Mistake: Alienated Leaders
"Alienated leaders" may sound provocative, but it aptly describes those who, consciously or unconsciously, distance themselves from the Agile transformation process. A common refrain from such leaders is, "I don't need to change; it's my teams who need to change." This mindset is a significant red flag, reflecting a lack of self-awareness about their critical role in driving transformation.
This detachment can occur on several levels—emotionally, cognitively, or physically—and creates a disconnect between what leaders say and do, resulting in a gap between their actions and the Agile principles they should champion. This disconnect often manifests in various ways:
- Surface-Level Endorsement: Leaders express verbal support for Agile but lack a deep understanding of its principles, leading to half-hearted implementations that don't drive real change.
- Insufficient Buy-In from Middle Management: Even when top executives endorse Agile, if middle managers lack commitment or understanding, the transformation effort can stall, creating silos and resistance.
- Unrealistic Expectations: Leaders may expect rapid results without appreciating the cultural and procedural shifts required for a true Agile transformation, leading to frustration and disillusionment.
- Clinging to Old Management Styles: Leaders who continue to use command-and-control approaches undermine the Agile philosophy of autonomy, collaboration, and empowerment.
- Reverting to Old Behaviors in Crisis: In times of crisis, some leaders may revert to hierarchical management styles, signaling that Agile practices are only for "peacetime," not when "the shit hits the fan."
I encountered this firsthand with a leadership team that invited me to lead their transformation and report back to them weekly. This request itself was a red flag—an indication of leaders at risk of becoming alienated from the very process they were supposed to drive. My response was straightforward: "I am sorry, but I cannot lead the transformation for you. I cannot change your organization, nor can I change you, the leadership team. What I can do is guide and coach you to change yourselves. As role models for your organization, your actions will set the tone and inspire others to follow. Only then can you truly influence, guide, and coach your organization through the transformation." Initially confused, the leadership team eventually understood the importance of their active involvement—an understanding that marked the beginning of meaningful change.
Consequences of Alienated Leadership
The consequences of having alienated leaders during an Agile transformation are profound and far-reaching:
- Lack of Motivation and Engagement: When leaders are not fully engaged, team members may feel similarly unmotivated, leading to a decrease in productivity and morale.
- Confusion and Misalignment: Without clear, consistent guidance from leadership, teams often struggle with priorities, leading to inefficiencies and misaligned goals.
- Resistance to Change: If leaders are not seen as committed to the Agile transformation, resistance to change can increase, with team members reverting to old habits and practices.
- Ineffective Decision-Making: Decisions made without a deep understanding of Agile principles can be counterproductive, undermining the transformation efforts.
- Limited Organizational Impact: The transformative potential of Agile is greatly diminished when leaders fail to authentically embody its principles.
People do not do what you say; they do what you do.
To counter these consequences, it's essential to understand what authentic leadership looks like in the context of Agile.
Why We Need Non-Alienated (Authentic) Leaders
Authentic leadership is crucial for Agile transformations. Leaders who are genuinely committed to Agile principles provide more than just strategic direction—they inspire and motivate their teams, foster a culture of trust and collaboration, and drive continuous improvement.
Authentic leaders:
- Model the Behavior: By embodying Agile values such as transparency, collaboration, and adaptability, leaders set a powerful example for their teams.
- Foster a Culture of Trust: Authentic leaders build trust by being consistent in their actions and words, creating an environment where team members feel safe to change, innovate, and take risks.
- Enable Effective Decision-Making: Leaders with a deep understanding of Agile principles are better equipped to make decisions that align with the transformation's goals, fostering an environment conducive to Agile practices.
As Albert Einstein allegedly said:
Setting an example is not the main means of influencing others; it is the only means.
These words, which I emphasized in a previous article, underscore the profound impact of leading by example. When leaders embody the values and behaviors they wish to see in their teams, they create an environment where those values can thrive. The ripple effect of positive leadership can transform an organization's culture, driving sustained success and growth. Conversely, a lack of authenticity leads to a breakdown in trust and morale, significantly derailing Agile efforts.
– “But this problem cannot be common?” you might wonder. Unfortunately, it is extremely common—whether at the top level or within middle management. The issue is less frequent among first-line managers who are directly involved in day-to-day operations and more responsive to immediate feedback and team needs. This disparity often arises because Agile coaches and change agents tend to focus primarily on team-level agility rather than broader business agility. However, any true Agile transformation must be an organizational endeavor, requiring commitment and alignment from every level of leadership, not just the teams. When Agile is viewed as merely a “team-level” initiative, the broader organizational culture remains unchanged, causing Agile efforts to stall or fail.
This gap in understanding underscores the need for a holistic approach to Agile transformation, one that involves all leaders actively engaging with and embodying Agile principles to drive meaningful change.
What Happens When We Have Authentic Leaders
When leaders are fully aligned with Agile principles and actively participate in the transformation, several positive outcomes emerge:
- Enhanced Team Engagement and Motivation: Teams are more motivated and engaged when they see their leaders committed to the same principles they are asked to uphold.
- Clearer Strategic Alignment: Authentic leaders ensure that all levels of the organization understand the vision and objectives of the Agile transformation, reducing confusion and fostering alignment.
- Increased Agility and Innovation: By fostering a culture of trust and collaboration, authentic leaders encourage continuous learning and innovation, key components of Agile success.
- Sustainable Change: Leaders who embody Agile values help create a sustainable transformation, where changes are ingrained in the organizational culture rather than viewed as a temporary initiative.
So Why Do Alienated Leaders Become the Silent Killer of Agile Transformations?
Teams often begin an Agile transformation with high energy and motivation, eager to embrace new ways of working. However, as inevitable challenges and obstacles arise, they naturally look to their leaders for guidance and reassurance. When leaders fail to visibly adapt to Agile principles and instead exhibit behaviors that distance them from the transformation, a dangerous message is sent. The silence or perceived disengagement from leaders can lead teams to think, “If this isn’t important to our leaders, then maybe it’s not that important after all. Perhaps this is just another corporate initiative that will pass soon enough.”
This silent alienation becomes a powerful, undermining force. It breeds complacency and doubt, causing teams to revert to old habits and disengage from the transformation process. In this way, leaders, without overtly opposing Agile, can effectively kill the transformation through inaction and inconsistency. The failure is not dramatic, but quiet and pervasive—truly a “silent killer” of Agile transformations.
Reflection: Bridging the Leadership-Practice Divide in Agile
Reflecting on the role of leadership in Agile transformations, it's clear that authenticity is key. Leaders must transition from merely endorsing Agile to living and breathing its principles. Consider the following questions to assess your and your organization's leadership approach:
- Are our leaders visibly committed to Agile principles in their daily actions?
- Do they demonstrate a deep understanding of Agile, or is their support more superficial?
- How can our leaders better align their practices with Agile values to foster a more cohesive transformation?
Conclusion
The success of an Agile transformation is deeply intertwined with the quality of leadership. Alienated leaders can undermine even the most well-intentioned Agile initiatives, while authentic leaders serve as catalysts for profound and lasting change. To truly embrace Agile, leaders must go beyond surface-level support and fully engage with its principles, fostering a culture of trust, collaboration, and continuous improvement. Reflect on your leadership style, commit to continuous learning, and strive to embody the Agile values you wish to see in your organization. Be the Agile leader your organization needs to achieve sustained success.
If you're a leader, take the time to reflect on your role in your organization's Agile journey. Are you truly aligned with Agile principles? How can you better model the behaviors you wish to see in your teams? Share your experiences, engage in continuous learning, and strive to be the Agile leader your organization needs.
References and Suggested Reading
- J Karlsson, The Subtle Art of Leading by Example—Even When No One is Watching, 2024
This article is the third in a series of articles about common mistakes in Agile transformations. Subscribe to my newsletter to stay updated and continue your journey toward Agile mastery!
Next article: Mistake #3: Inability to Transform Organizational Culture - A Core Obstacle in Agile Transformations
Earlier articles in the series:
Last updated Nov 20, 2024