Developing Super-Powers

Photo by Corey Bond

In my role as a consultant, I often talk about super-powers--not because I am a geek who watches superhero movies, but because I believe that teams have super-powers.  In the agile world, we know that teams are more than the sum of their parts--they can do more together than they could as individuals.  A true team can do more by collaborating than a group of individuals coordinating their efforts.  It takes concerted effort from an organization to create strong teams.

Most organizations that I see are matrixed, which can bring its own set of challenges as middle managers may have competing goals, there can be an abudance of competing status reports, and the projects and requests seem endless and all high-priority.  A manager may understand the importance of teams and genuinely want them to develop their super-powers, but the transition can feel painful.  It can feel like a blind leap of faith, and there may be stumbles.  Are we asking for too much from managers?  Are we crazy to think that a strong team will meet the needs of the organization better than partitioning team members to answer the constant requests?

Today's managers need a different set of skills--they need to develop their own super-powers.  I like the "Matrix Leadership Competencies" found in the Leading in the Matrix infographic from Hay Group:

Infographic from Hay GroupIf that isn't detailed enough, you can also check out Esther Derby's post on What Do Middle Managers Do

Allison Pollard

Allison Pollard helps overwhelmed technical leaders debug their management approach. She teaches them how to manage up, support people through change, and make time for strategic work. Her education in computer science, mathematics, and English from Southern Methodist University helps her connect technical work with people management. As a Certified Professional Co-Active Coach (CPCC) and Professional Certified Coach (PCC), Allison focuses on improving product delivery and leadership culture. Her experience includes work in energy, retail, financial, real estate, and transportation industries. Allison regularly speaks at global conferences like Scrum Gatherings and Agile Alliance's Agile20xx. She promotes women's leadership as the program director for Women in Agile's Mentorship program. When she's not working, Allison likes to drink lattes and listen to Broadway musicals. Allison is a proud glasses wearer and co-owner of Middlegame Partners.

http://www.allisonpollard.com
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Ideally, By the Book, and Why They Matter

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Appealing to Emotion