More personal responsibility in the team…
… leads to problems being solved more independently. If teams nevertheless reach their limits, the POT is asked for help. But even this reaches its limits at some point, for example when more capacity is needed, as is so often the case. If the next hierarchical level of department heads is needed, a POT member has to lead these discussions. The topics are often so interlinked that it results in a chain reaction across several specialist areas. A POT then has to run from pillar to post to reach a decision. The installation of a shop floor management team helps to speed up precisely this process.
Accelerating the speed of decision-making.
Agile teams are becoming more independent, more creative in finding solutions and, above all, faster. This increase in speed must be accompanied by an increase in decision-making speed at specialist group leader level.
At a fixed time of day, the specialist group leaders are all available together for a short period of time, e.g. 15 minutes like a daily. Each POT knows this time and knows when they can meet together and get coordinated decisions. Someone once said: “It’s like a post office opening time”.
The big advantage is that these decisions were made in the knowledge of the networking across the various specialisms, e.g. hardware, software, mechanics and testing. However, networking across all projects can also be taken into account.
In many companies, a Servant-Leadership-Team meets on a daily basis. This leads to a significantly higher reaction speed and a smaller number of decisions per day.
Trust instead of silo behaviour.
One of the biggest efficiency killers in companies is silo thinking and silo behaviour. This refers to the fact that specialised areas separate themselves and work more against each other than with each other. Interestingly, this phenomenon is very different in different companies. In some companies, there is more trust at the relationship level of the specialist group leaders.
The typical human effect of demarcation is less pronounced if the specialist group leaders meet with each other on a daily basis and come to an agreement every day. I maintain: “then trust building cannot be avoided at all!”
Coaching of the Servant-Leadership-Team.
The typical trap that a Servant-Leadership-Team can fall into is becoming a steering committee. The reflex of a supervisor, with the best of intentions, to enquire about the status of projects, causes him to unconsciously fall into a controlling attitude. He gives helpful hints without being asked, but these are interpreted as orders. This inevitably leads to a reduction in personal responsibility and thus the opposite of AGILE. There is a great danger here!
This is exactly where an AGILECOACH is needed. They define the rules for servant leadership: Answers are not given without being asked. Control questions do not belong in this meeting. The alignment of the specialist group leaders is absolutely essential. The AGILECOACHE provides valuable feedback either jointly or individually in personal discussions.
No implementation of a Servant-Leadership-Teamt meeting without AGILECOACH!
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