To support and lead Stable Teams, managers must make the shift from a traditional environment of managing for results to creating environments for success.
This means moving from:
- Formal structures that are difficult to change TO Flexible and adaptive structures
- Power is in hierarchical positions of authority TO Power is in self-organizing teams
- Information is owned and guarded TO Information is openly shared
- Activities are measured TO Outcomes are measured
- Contractual relationships TO Commitment-based relationships
A real challenge is that many managers are so used to being in the day-to-day details and managing the work level that this shift might be difficult, if not impossible, for some. It makes sense to put managers in the role that fits them best. So find for them a work management-related role such as Program Manager, Solution Lead, Architect, Systems/Business Advisor, etc. and grow the managers who are passionate about developing people into the resource manager role.
Problems We’re Trying to Solve
- Managers are directing the work and assigning tasks, so teams are not empowered to make decisions within the team on how to deliver to the product owner’s vision
- Information that teams need to be successful is not shared openly
- Managers are not supporting teams by addressing impediments
- Managers support and facilitate collaboration on vision, direction and solution design, measured by value delivered
- Managers build teams that have all the skills and capabilities they need to complete the work and empower teams with decision-making authority to their work domain, measured by team performance and value delivered
- Managers address impediments to information flow and task completion, measured by predictable velocity and delivery
- Managers mentor, coach and develop people, measured by culture and leadership