Syed Ahmad

Many organizations struggle to manage performance with Agile because they cannot micro-manage anymore. They feel lack of control and sometimes performance goes down. It’s important to believe in Agile value and principles and use more modern methods of thinking ensuring performance. - Use data driven approach to increase transparency and enabling teams to see their own performance for continuous improvement - Use automation as much as possible to allow for more objective performance management - Define KPIs and OKRs and ensure everyone is aligned - Ensure client feedback and touch points are recorded and acted upon

When we first transformed into Agile from a more process centric firm, we figured it takes time for people to develop maturity. Empowering people does not automatically result in more responsible behavior. Especially in societies like South Asia where people are used to being told what to do every step of the way. Hence empower employees and: - Give them time to experiment and make mistakes. - Don’t react to every mis-step - Invest in training and coaching - Create supportive culture - Invest in personal development (e.g. personality profiling MBTI etc) so they know how to succeed in a people centric environment - There may still be people in your team who are authoritarian, make sure not to let them create sub-culture at team level.

Agile is a philosophy and mindset. Hence it has to be part of organizational culture and leadership strategy. This means shift from management approach of “command and control” to self organizing. Unless top management fully embrace Agile, tech teams will always struggle to get empowered. This disconnect between management and tech teams results in half baked Agile implementation that fails to generate results. Hence I suggest: - C level to champion Agile transformation w.r.t. culture and strategy. - HR needs to change policies and processes to be lean and people-centric that empowers teams. - Teams should feel trusted enough to follow Agile values such as truth, transparency and empowered enough to take full ownership and commitment.

Consider peer feedback as constant reminder and encouragement to be better versions of ourselves. Most of the time, humans change gradually so everything cannot be acted upon at the same time. Accept and be thankful for every feedback, but prioritize which ones to act upon based on your professional goals and organizational priorities. Encourage people to give you continued feedback in the prioritized areas of Improvement. Look for champions around you who are already good in that area. E.g. if you are struggling with time management, ask for mentorship, tips and help from those around you who who are exemplary in time management.

Consider peer feedback as constant reminder and encouragement to be better versions of ourselves. Most of the time, humans change gradually so everything cannot be acted upon at the same time. Accept and be thankful for every feedback, but prioritize which ones to act upon based on your professional goals and organizational priorities. Encourage people to give you continued feedback in the prioritized areas of Improvement. Look for champions around you who are already good in that area. E.g. if you are struggling with time management, ask for mentorship, tips and help from those around you who who are exemplary in time management.

I agree. In order to create safe space for people to give you honest feedback, you must ensure never to react or appear defensive whenever a negative judgement or remarks are made about you, even if those are wrong. One has to embrace vulnerability. Try to understand their perspective and accept whatever is given without trying to justify. If there is 10% in it that is correct, then take that 10% and ignore 90% that may be wrong but don’t defend or argue. Appreciate their willingness to talk openly. This attitude will encourage them and others who may be observing to be more open and honest in their feedback next time.