Know Everything about Agile Leadership (Lean-Agile Leadership, Traditional Leadership)

The importance of leadership in the development and maintenance of enterprises cannot be overstated. Managers and leaders who understand lean-agile leadership are essential in offering guidance to their teams. Agile leadership can provide flexibility, facilitation, coaching, motivation, collaboration, and a clear vision for the organization's success.

What does it mean to be a leader who is lean and agile?

Agile refers to the ability to be adaptable and rapid in response to a variety of situations. This talent is currently being used in several businesses to ensure that projects go well. The recent pandemic has prompted business leaders to adopt more agile working practices. One of the most in-demand talents among leaders, project managers, SAFe Scrum master and working professionals is lean-agile leadership.

Many leaders make the mistake of believing that Lean and Agile are self-contained approaches that would miraculously increase team productivity while the rest of the organization—including leaders—will remain unaffected and operate in the same manner as before.

Lean-Agile Leadership

Here's what you need to know about Lean-Agile leadership if you're a leader who wants to help your company produce greater value.

1. Focusing on the end-to-end flow of value

First and first, the Lean-Agile leader's job is to motivate and assist teams by focusing the organization on value flow. A leader must be able to perceive and comprehend the entire value chain.

And he or she must assist the teams in identifying and removing obstacles to value flow. Multiple teams, departments, or organizational units may be involved, as is common.

Rather than making local optimizations, the leader's job is to enable improvement from beginning to end. This usually entails enlisting the assistance and support of various stakeholders inside the company.

Perhaps it will be your responsibility as a leader to initiate value stream analysis or begin reducing excessive work-in-process to genuinely speed up or to assist teams in organizing around value to waste less time in hand-offs and unneeded rework.

Finally, improving the mechanics of the flow and delivering more may not be difficult; nevertheless, what is supplied may not be beneficial to the client or the company. As a result, concentrating on business outcomes is an important aspect of having a holistic approach to value delivery. And, to keep things fruitful, the company must always develop.

As a leader, you must foster in people involved in value creation a mindset of relentless, and major focus on continual service improvement.

2. Providing opportunities for people and interactions

Second, value is created by people and their interactions. The overall value stream's performance will be determined by whether people are intrinsically motivated in what they do, whether they have the necessary skill set to deal with technical and other challenges, whether they have a sense of psychological safety, and whether individuals can effectively collaborate to find better methods to put complex solutions into action.

3. Embracing change-responsiveness and flexibility

Third, it is impossible to be right with a long-term precise plan of action when dealing with complicated activities, whether in software development, marketing, talent management, or other vital sectors.

As a result, leaders must completely embrace and embed flexibility, adaptivity, and responsiveness to change into daily routines.

You may also need to assist in the relaxation of some constraints that are preventing the teams from generating additional value. Perhaps their planning horizon is unrealistically long, and you'll need to assist them in getting their teams to work within a shorter timeframe.

Alternatively, perhaps you will assist in the development of a prioritization strategy based on business results that will allow everyone to focus on the most important task at hand.

Perhaps you can assist by including exploration and experimentation in the value delivery process.

Implementing Lean-Agile principles without the full, active backing of leaders is unlikely to yield substantial results.

Leaders that have adopted a Lean-Agile attitude, on the other hand, are the driving force behind helping teams reaches their maximum potential.

What distinguishes Lean-Agile Leadership from Traditional Leadership?

For leading and managing the team, traditional leadership typically uses autocratic, democratic, and paternalistic leadership styles. Situational, transformational, and servant leadership techniques are used in Vinsys lean-agile leadership. Instead of rigid systems that prevent new ideas from being tried, lean-agile leadership allows for flexibility.

Flexibility in the workplace allows for the influx of new ideas and experimentation fueled by creativity, while good communication keeps teams motivated and satisfied. Different attributes and skills are used by both forms of leadership.

Several principles underpin lean-agile leadership, allowing managers and leaders to drive agile transformation. The following are some of the most important principles:

• Setting the Bar High:

"Be the change you wish to see in other people."

This well-known phrase from Mahatma Gandhi, a world leader, serves as the foundation for agile leadership. This notion is closely followed by agile leadership. People are chameleon-like in their behavior.

They emulate and develop the talents they perceive in their elders or leaders. Lean agile leaders provide an example for their team and encourage them to develop similar skills. They motivate their squad by focusing on themselves first.

• Quality Thoughts:

Quality thinking leads to novel ideas and effective problem-solving behaviors. Agile leadership allows a team the freedom to come up with fresh and innovative solutions to issues.

• Consistently Positive Feedback:

Agile leadership allows leaders to improve their ability to give constructive feedback. It is relevant and provides a guiding direction to work on when feedback is given constructively. This empowers the individual and helps them to think creatively to accomplish the desired outcomes.

• Emotional Expression:

We all experience distinct emotions as people. Connecting with teammates requires an understanding of emotions and the ability to inspire others through constructive feedback and empathy. Agile leaders assist their teams in developing emotional management skills as well as the ability to make good judgments through positivity and perseverance.

• Creating a Collaborative Workplace:

No single person is capable of performing all types of tasks. Efficiency is directly linked to teamwork and collaboration. Collaboration-oriented teams have a better chance of developing effective work procedures and achieving success in their pursuits.

• Thinking Creatively and Innovatively:

The source of an original idea is never underestimated by agile leadership. Paradigm-shifting ideas and innovative thinking can emerge from anywhere. Agile leaders are open-minded and respectful of all viewpoints. They work with the company's objectives in mind. Agile leaders encourage and support new ideas from all levels of the organization, regardless of their rank or title.

Join Vinsys to become an Agile Leader

To manage teams inside a business, agile leadership is essential. Organizations like professionals with flexible leadership qualities, and are more likely to be chosen for authoritative roles. In these unique times, it is more critical than ever to create agile settings.

Organizational professionals require constant motivation, guidance, and direction to function at their best.

To establish a flexible, creative, and collaborative workplace, leaders use agile leadership skills learned through Vinsys Agile Corporate training.

For teams to think creatively, work intentionally toward the organization's goals, and solve challenges, this setting is critical. At any level of the business, leaders, managers, and professionals can develop lean-agile leadership abilities and contribute to the organization.