Leveraging Servant Leadership for Agile Success

Disclaimer: The views and opinions expressed in this article are those of the author and may not reflect the perspectives of IIBA.

There are as many management and organizational styles as there are personalities, each with its own quirks, benefits, and pitfalls. For simplicity’s sake, we can very broadly categorize two prevailing schools of thought regarding leadership or management: a top-down, hierarchical approach that is autocratic at worst, and a more democratic, flat structure that can get mired in analysis paralysis.

These are two ends of a spectrum, though there’s a way to meld them together to amplify each other. In short, meaningful Agile transformation combines the expertise, experience, and leadership characteristics of the classic business hierarchy with the adaptable, empowering, and decentralized approach of Agility. It creates more robust, anti-fragile, and trustworthy processes, people, and projects.

Based on a recent webinar hosted by Fractal Systems, I want to impart some of the knowledge and experience we’ve gained managing successful Agile transformations, so that you don’t fall into the 70% of Agile transformations that fail (according to McKinsey surveys).

What Does It Mean to Be Agile?

The Agile methodology has been widely adopted. So why do so many organizations struggle to realize the full potential of a transformation? Let’s first quickly define what Agile means.

Agile leadership goes beyond simply implementing agile practices. It’s about fostering an environment where teams collaborate closely, learn rapidly, and deliver value consistently—but you, as a leader, must take this fostering personally.

Agile principles, practices, and values aren’t just theoretical concepts but also practical tools to guide and empower your teams. We like to define Agile leadership as the art and science of creating an environment where teams thrive through close collaboration, focusing on rapid learning and consistent, valuable delivery.

Agile Is More Than a Rulebook

Yes, Agile prioritizes the delivery of a product or service. But again, it’s not simply about following a set of rules or ceremonies. Leaders must ensure that their teams are focused on delivering value, not just adhering to agile processes or simply ticking boxes. Going Agile for Agile’s sake, or applying Agile in a vacuum, isn’t going to work.

How is this accomplished? Leaders need to develop Agile expertise at all levels of the organization. This doesn't mean everyone needs to become an Agile coach, but it does mean that leaders and team members should have a solid understanding of Agile concepts and practices. Teams must be able to make informed decisions, solve problems effectively, and continuously improve their ways of working.

How is this done? When the leaders are confident and lead the way with their knowledge.

Learn From Experts, Become an Expert

One of the boons but also pitfalls of traditional, hierarchical systems is this reliance and focus on expertise. This expertise is often confined to singular individuals, creating bottlenecks where decisions cannot be progressed without approval from this individual or the CEO.

You want to build an organization that can keep flying despite an engine failure or having to switch to autopilot. For an Agile transformation to truly transform, you need ownership, buy-in, and accountability from the captain to the mechanic.

Simply put, everyone's expertise must be shared.

Serve as a Leader

This means fostering a culture of servant leadership—the leader is there to serve, not just dictate. Leaders should act as facilitators, removing obstacles and empowering their teams to work autonomously.

This energy should come from leaders, but it means nothing if the rest of the team doesn’t have the resources, environment, or trust it needs. It’s easier to learn from mistakes if it’s safe to do so. In other words, you need a culture in which mistakes lead to lessons, not punishment or avoidance. We’re not saying to let people be careless or give up any kind of authority, but there should be room for recognizing shortfalls, what doesn't work, and then adapting (i.e., being agile).

Another way of looking at this is the idea of decentralized command. Leaders should provide clear goals and strategic direction, but also give teams the autonomy to execute and make decisions within those parameters.

This concept is only as strong as the collaboration encouraged between team members. There should be opportunities for cross-functional interaction, open communication, and recognition and reward for teamwork. Working in silos only really makes sense on grain farms.

This doesn’t mean giving up control, though. The potential diminishing of control is something that many leaders fear in Agile, and for good reason. However, Agile doesn’t eliminate authority; it just changes how it’s exercised.

Leading by example is perhaps the most powerful way a leader can drive Agile transformation. It sets the tone and instils trust when teams see their leaders embody the behaviours they expect. Of course, meaningful change is also more likely if all leaders are engaged in the Agile transformation process early on and don’t have to scramble to implement a whole new system from above.

This also gives them time to become acquainted with the what, the how, and the why of Agile, enabling them to help their teams more effectively and champion the change.

It Isn’t One Size Fits All

It’s also vital to realize that Agile, as defined, must be adapted to your organization’s specific needs. This is part of its magic. It’s malleable to the type of organization and business you run.

Your organization should be ready to be as adaptable as Agile and know the limits and benefits. If your organization can adapt to Agile, then Agile can adapt to your organization, and you already know that half the battle has been won.

Agile leadership, therefore, isn’t a one-time event, a single sprint, or a series of meetings, but an ongoing journey. By embracing the principles of Agile, developing expertise, fostering collaboration, and honing in on delivering tangible value, your organization and leadership can navigate the tides of transformation with relative ease.

Ready to lead your Agile transformation with confidence? The Agile Analysis Certification (IIBA-AAC) helps you combine Agile and business analysis to work smarter and deliver better results. Become an Agile leader today.

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