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What Managers Should Do for Self-Motivated Agile Teams

Since agile methodology encourages task ownership and shared responsibility, many believe agile teams do not require managers. Though the primary role of a manager is people management, the job description is not limited to that singular purpose. For agile teams, managers must redefine their perspective. In this article at TechWell, Steve Berczuk shares what managers should do for self-motivated agile teams.

Managing Agile Teams

Even when agile teams are self-motivated, you need managers. They help in overseeing product deliverables, resource management, and professional growth of teammates. Unlike traditional managers, the agile counterparts must empower teams rather than dictate assignments.

Traditional Versus Agile

While an agile organization sees results of empowerment, in the long run, it is an absolute necessity for agile teams. These self-motivated teams can choose their own tasks rather than wait for managers to distribute them. Skeptics question this approach as they doubt how efficient teams are in handling project decisions. There is a probable explanation. As managers are not working on the project themselves, the teams’ solution would make more sense. Plus, it is better to come up with more options rather than depending on a single approach.

Managers can, however, empower teams to make better decisions and improve group dynamics. They can share their experience drawn from similar projects and provide guidance. It is their job to mentor teammates to perform better. They provide counseling to enhance individual and team career paths. In fact, agile managers build confident teams that can progress without asking for help when they face a challenge.

When teams are running like a well-oiled machinery, managers can focus on critical tasks and partake in strategic planning. They must trust agile teams to nurture confidence and commitment. Their influence will team to take failures positively and build new skills.

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