Agile Organization

Is Agile All About Micromanagement?

Feedback is one of the cornerstones of agile. To ensure constant communication, agile teams conduct daily scrums. These regular daily stand-ups intend to help everyone be on the same page by sharing what was done the previous day and how to progress on the project. However, many agile teams see this as a way of micromanaging them. In this article at the Age of Product, Stefan Wolpers explains why agile turns into micromanagement.

You Might Be Micromanaging

Some behaviors that fall into the category of micromanagement include:

Demanding Constant Updates

As a manager, you may ask your agile teams to continuously update you, along with lengthy status reports, meetings, and emails. Developers often feel that they are pressured to increase efficiency.

Ignoring Team Inputs

If you ignore the team’s inputs on how to do things, improve the process, or suggestions on tools, you convey a clear message that their inputs don’t matter. Soon, the team will stop providing inputs, thereby decreasing engagement and responsibility.

Dictating Processes Unnecessarily

Share best practices and ideas between teams, but allow each team to decide what works best for them, whenever possible.

Imposing Rigid Work Schedules

Are you more focused on the hours your scrum team works than the actual work produced? If so, your expectations are from the dark ages. Delivered value is a better indicator of productivity than reviewing the timestamps of employees.

Knowledge Workers Don’t Despise Agile

Knowledge workers despise managers’ ideas of turning self-organized teams into everyday operations because they put their agenda above organizations’ success. Further, micromanaging leaders also fail to contribute to evolving organizations’ culture. These kinds of management-driven organizations will undoubtedly fail to compete with leadership-driven organizations.

It’s not agile that micromanages your employees but you as a manager. Be open to each other in your team, discuss how you handle the processes, and make agile work in your favor. To read the original article, click on

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