Agile micromanagement is a paradox, as it contradicts the very principles of Agile methodologies. Agile is about empowering teams, fostering a culture of trust, and promoting self-organisation. Micromanagement, on the other hand, is a command-and-control practice that undermines these values. It creates an environment of distrust, stifles creativity, and hampers productivity.
When Agile is implemented in an organisation, it’s not uncommon for some managers to struggle with the shift from a directive to a facilitative role. They may resort to micromanagement, often unknowingly, under the guise of Agile practices. For instance, they might use daily stand-ups or sprint reviews as platforms for control rather than collaboration.
The signs of Agile micromanagement include: excessive focus on metrics, constant interference in team activities, and the use of Agile tools as surveillance mechanisms. These behaviours can lead to demotivation, attrition, and a decline in team performance.
To avoid Agile micromanagement, it’s crucial to understand the essence of Agile: trust in individuals and interactions over processes and tools. Managers should focus on enabling their teams, providing support, and removing impediments, rather than controlling every detail. They should also encourage open communication, transparency, and continuous learning.
In essence, Agile is a mindset, not a set of rules to be enforced. It requires a change in leadership style, from command-and-control to servant leadership. This shift is fundamental to realising the full potential of Agile.
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