Competition abounds, customer needs are dynamic, and the world is volatile, uncertain, complex and ambiguous. Many large organisations are responding to this world by setting up Agile Teams and seeking out top talent, aspiring to build “winning agile teams”.
Agile teams are cross-functional, self-managing and motivated to achieve their common goal with high adaptability and responsiveness. Winning teams, or high-performing teams, are committed, growth-oriented and value-driven. Together, they form the dream team that organisations need to be nimble, resilient and value driven.
However, most experienced managers and leaders would know that the road to building winning teams is winding. Companies that turn towards setting up Agile teams also often face challenges in implementing them within the context of a traditional company hierarchy. Leaders are now navigating more problems with how they manage teams – location and time zone differences, flexible working arrangements (e.g. work from home) and diverse cultures are just some examples.
The two key desired outcomes for successful Agile Team management are:
Building and maintaining the environment for Agile Teams to thrive
Agile teams are highly desired, but for Agile teams to thrive, three factors are critical. Firstly, embracing the right organisational culture and mindset based on the four pillars – A test and learn approach, Ability to adapt to change, Transparency, and Iterative Delivery. Secondly, building Agile teams on sound Agile Principles, methodologies and ceremonies. The Agile team needs to understand the Principles, use common vocabulary and have consistent cadences set-up for check-ins. Lastly, coaching the Agile Teams for consistency and effectiveness in their use of the Agile methodologies.
Maximising the duration that teams spend “Performing”
Bruce W. Tuckmen’s well known theory suggests 5 stages of team development – Forming, Storming, Norming, Performing and Adjourning. Organisations get the best return on their investment when teams spend more of their time in the Performing stage.
In Forming, teams come together, seek to understand each other, but with little clarity of their roles and responsibilities. In Storming, personalities start to bump against each other as group dynamics are discovered. In Norming, an understanding emerges of what is acceptable behaviour. Then comes Performing, the desired stage where the work gets done. Lastly, Adjourning, where teams conclude and part.
We want to minimise the time and effort spent moving between the five stages, and maximise time in the Performing stage.
At ADAPTOVATE, we recognise that building a team is not something that takes care of itself.
Ready to build winning teams to face change and increase value with ADAPTOVATE?
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