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 SERVANTLEADERSHIPTEAM helps to speed up precisely this process.
Accelerating the speed of decision-making.
Agile teams become 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 the specialist group leader level.
At a fixed time of the day, all department heads are available together for a short time, e.g. 15 minutes like a daily. Each POT knows this time and knows when to meet them 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 networking across the different disciplines, e.g. hardware, software, mechanics and testing. But networking across the sum of the projects can also be taken into account.
A SERVANTLEADERSHIPTEAM meets daily in many companies. This leads to a much 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. What is meant is that specialist areas separate themselves and work more against each other instead of with each other. Interestingly, this phenomenon varies greatly from company to company. In some companies there is more trust on the relationship level of the department heads.
The human typical effect of demarcation is less if the section leaders meet among themselves daily and come to an agreement daily. I claim: “then trust building cannot be avoided at all!”
Coaching of the SERVANTLEADERSHIPTEAM.
The typical trap a SERVANTLEADERSHIPTEAM can fall into is: becoming a steering committee. A supervisor’s reflex, with the best of intentions, to inquire about the status of the projects, causes him to consciously fall into a controlling attitude. He gives helpful hints without being asked, but these are interpreted as orders. This inevitably leads to a reduction of personal responsibility and thus the opposite of AGILE. There is a great danger here!
This is exactly where the use of an AGILECOACH is needed. He defines the rules for servant leadership: answers are not given without being asked. Control questions do not belong in this meeting. Allignment of the section leaders is mandatory. The AGILECOACH gives valuable feedback jointly or individually in personal discussions.
No implementation of a SERVANTLEADERSHIPMEETING without AGILECOACH!
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