Trust the Team

Photo by Shawn Honnick

The hardest part of an Agile adoption is learning to trust the team.  An Agile project might not provide the normal indicators of progress that managers are accustomed to seeing.  The Agile adoption can feel uncomfortable for managers, particularly since their role is often not explicitly defined.  But how a manager acts can greatly impact a team:

  • A manager who questions the amount of work a team pulls into a sprint can make the team question its own judgment and feel pressured to do more.
  • A manager who demands to know what each team member is working on can make the team feel unsafe and may lead to estimate inflation or overcommitting to work.
  • A manager who tells the team how to solve a problem can make the team dependent and slows learning.

I wish I could say that rebuilding the trust after such actions is as easy as clapping your hands and saying, "I believe in the team."  But the truth is that trust takes work.  Demonstrating trust includes both the absence and presence of behavior, so focus on ways to build trust and avoid breaking it

Allison Pollard

Allison Pollard is a coach, consultant, and trainer who brings the power of relationship systems intelligence to go beyond tasks, roles, and frameworks to create energy for change. She engages with people and teams in a down-to-earth way to build trust and listen for signals to help them learn more and improve. Allison focuses on creating alignment and connection for people to solve business problems together. Her experience includes working with teams and leaders in energy, retail, financial, real estate, and transportation industries to help improve their project/product delivery and culture. Allison currently volunteers as program director for Women in Agile’s mentorship program. Her agile community focus is championing new voices and amplifying women as mentors and sponsors for the next generation of leaders. Allison earned her bachelor’s degrees in computer science, mathematics, and English from Southern Methodist University in Dallas, TX. She is a Certified Professional Co-Active Coach (CPCC), a foodie, and proud glasses wearer. Allison is a prolific speaker at professional groups and international conferences, including Scrum Gatherings and the Agile Alliance Agile20xx conferences. Allison is co-owner of Helping Improve LLC.

http://www.allisonpollard.com
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Book Review: Collaboration Explained

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Conflict in Virtual and Distributed Teams