Agile Management: Supporting vs Directing

Agile management: What is it, concretely?

Agile methods, originating from the Agile Manifesto, written in 2001, emphasize pragmatism, reactivity, adaptability.

How can you exemplify these primary values and principles on a daily basis?

Duration: 14 mn

Co-defining an objective for progress

An objective has all the more chances of being reached, if it originates from a process of co-construction where the manager and the co-worker define a shared vision of the expected result. How do you make this vision emerge and give it substance?
Duration: 15 mn

Defining goal that will motivate the team

"Another goal to set? But we're already drowning in goals!"
However, this one, because it engages the entire team, will be of a different nature. It is the fruit of the aspirations that a manager has for his team and that he succeeds in sharing with them.
Duration: 15 mn

Fixing measurable objectives

How to define what is expected, concretely? And to be able to say, when the time comes, "yes, the objective has been reached" or "no, it has not"?
Duration: 15 mn

Get them to think instead of thinking for them

Duration: 9 mn

Giving feedback when there’s a problem

Telling a co-worker that something isn't working: a sometimes perilous exercise which we fear will produce only aggravation of the problem, a conflict, or simply... nothing. One approach to take: transform the reproach into a request!
Duration: 15 mn

Guiding the management of a project

To distribute tasks, to delegate... all part of a manager's daily mission. But the mission is more complex than it seems because it is not enough just to say what is to be done or even to lay out the goals to be attained. It also involves creating or reinforcing the conditions for success.
Duration: 15 mn

Helping a manager assert himself among his team: defining the problem

re managers themselves easy to manage? Why should they be? A manager will often have a clear vision of his team, of where he wants to take them, of the approach he needs to follow... a vision which his supervisor may not always share. Moreover, he generally expects his supervisor to offer exchange of views and supportive action, rather than instructions to be followed. In situations like these, values or practices do sometimes clash.
Duration: 15 mn

Listening or judging: the decision to exchange

The usefulness of listening is universally recognized. However, to listen requires getting rid of a persistent reflex: that of judgement, or the imperious necessity to have a personal point of view... and often, to express it! Listening or judging: it's a choice we have to make!
Duration: 15 mn

Putting the organization's objectives into action

Defining a team objective is not necessarily a top-down process!

More stimulating: involve the team in the establishment of a shared objective which expresses concretely the company's orientation. How to step back so that the team can chart a course that is meaningful for themselves and for the whole organization?

Duration: 15 mn