About High Performing teams
Harnessing the Power of team leads and leadership
In the landscape of Agile methodologies, much is said about self-managing teams and the role of the scrum master in guiding these teams. However, this perspective often undermines the essential role of leadership in guiding a team to success. We believe that the concept of self-managing teams, while valuable, is incomplete without the strategic direction, coaching and oversight provided by a team lead. This article challenges the conventional Agile narrative of self managing teams and advocates for the pivotal role of a team lead in guiding teams towards excellence and success.
“The wrap”
Leadership
”The gift”
A new view on team leadership
Team Lead as a CEO or Coach
We already argued in a previous post that teams are the cornerstone for success within an organisation. If you have teams that function properly it sets your organisation up for success. These days in Agile environments, the emphasis on self-management and the scrum master's facilitative role overshadows the need for decisive leadership. From our perspective many Agile teams lack the strategic direction and cohesion necessary for achieving high-level objectives. A reason for this could be that too much belief was set on self-management and the scrum master mainly focussing on facilitation and processes. Or as research1 suggest, in Agile teams that strive towards self management, leadership roles often shift from the scrum master to the team members.
This transition, however, is not without its challenges. The study found that the concept of a "leadership gap" emerges when the scrum master steps back. This gap highlights the difficulty of distributing leadership roles evenly and effectively within the team. This is where the crucial role of the team lead becomes apparent. The team lead must ensure that leadership skills are present within the team and can be effectively distributed, especially among the 'three amigos' – the team lead, the product owner, and the technical lead, a concept we will further explain later. It's not just about stepping back; it's about actively nurturing leadership qualities within each team member and ensuring that these skills are harnessed to drive the team's success. By doing so, the team lead helps bridge the leadership gap, ensuring that the team doesn't just rely on self-organization but benefits from structured, strategic, and empathetic leadership.
We think that revamping the scrum master into a 2.0 or even preferably opt for a role of a team lead could be the way out of this leadership void. A team lead can bring a layer of leadership, decision-making, coaching and external coordination ensuring that the team's efforts align with broader organisational goals and are set for high performance.
To make it more understandable, we compare it with a CEO or a football coach. Like a CEO, who sets the strategic vision for a company, a team lead defines the direction and aligns the team with the organisation's objectives. Or compare it with a football coach. They lead the team by strategising, focusing on skill development, game tactics, and fostering teamwork and sportsmanship. Studies show that coaches significantly impact team performance, accounting for 20% to 30% of the variation in team outcomes2. Similarly, a team lead can significantly impact agile teams, helping them navigate through complexities and drive towards common goals.
The role of a team lead in agile environments is, therefore, worth trying. Just like a CEO, they can act as catalysts for change, guiding the team through various challenges and leading them towards continuous improvement and innovation, akin to skilled coaches leading their teams to victory.
Is that not a scrum master?
Like we said you could also see this as a call for a scrum master 2.0 but we think it is more difficult to explain the difference and organisations would keep looking at the role without significant changes. The concept of a scrum master was pivotal in the realm of agile methodologies. Originally conceived as part of the scrum framework, the role's purpose was clear: to serve as a facilitator and impediment remover, ensuring that the team adheres to agile practices. Yet, as scrum's popularity surged, so did the ambiguity surrounding the role. Organisations have grappled with defining the exact responsibilities of a scrum master, often leading to a muddled understanding of the position. The seminal work by Barry Overeem, detailing the "8 Stances of a scrum master," attempts to demystify this by highlighting various facets, particularly the aspect of servant leadership.
Despite the insights provided by thought leaders like Overeem, a gap remains that is not fully bridged by the scrum master role alone. While the servant leader stance is essential, we contend that it's a subset of the broader spectrum of leadership required for cultivating high-performing teams. This is where the concept of a team lead becomes not just relevant but necessary. A team lead transcends the boundaries of facilitation and moves into the realms of strategic direction, cross-functional coordination, and organisational alignment. They are the linchpin in a well-oiled machine, ensuring that every cog, from product development to technical expertise, is turning in unison towards a shared vision of success.
From team lead to team leadership
So, what more do we expect from the role of a team lead that distinguishes it from that of a scrum master? The team lead is an collection of various leadership styles each critical in its right. They are responsible not only for facilitating agile practices but also for nurturing the team's growth, both collectively and individually. They champion personal development, encourage innovative thinking, and align individual goals with organisational objectives. In essence, the team lead embodies the agile spirit by fostering an environment where continuous improvement is the norm, and excellence is the standard.
Maybe one of the most important tasks for a team lead is establishing what we call an amigo structure. This concept is well-known within the agile community, but we view the role of the team lead from a different perspective, as is true for the amigo structure. Just as a CEO relies on a trusted executive team to navigate the complexities of a corporation, a team lead must establish a robust leadership group. We call this group the Three Amigos, consisting of roles pivotal to the team's success: Product development steered by the product owner, technical direction provided by a lead developer or architect, and the already explained role of a team lead. Together, they form the core leadership that drives the team's strategy and execution.
In this “team C-suite”, the team lead assumes the role akin to a CEO, the product owner that of a Chief Product Officer (CPO), and the technical lead parallels a Chief Technology Officer (CTO). This structure mirrors the executive management team of a company, tailored to fit the team's context. The team lead coordinates the trio's efforts, ensuring that strategic objectives are met with efficiency and innovation.
Leadership is a craft that blends knowledge, empathy, and experience.
It's crucial to recognise that each member of this trio operates as a servant leader, embodying the principles of empathy, listening, and community building. They engage with the team, not as distant decision makers, but as accessible leaders who empower team members to contribute their insights and skills. The 'three amigos'-approach facilitates a collaborative environment where decision making is shared and the team's collective intelligence is harnessed to solve problems and capitalise on opportunities. In other words, the effectiveness of the 'three amigos' is amplified when they actively involve the team in the decision making process. As servant leaders, they must ensure that the team is not just executing tasks but also participating in shaping the team's direction. This inclusive approach fosters a sense of ownership and accountability among team members, driving motivation and engagement.
By installing such a leadership structure within agile teams, the team lead ensures a balanced focus on service delivery, product development, and technical excellence. This trio works in harmony to guide the team, much like a well-rounded executive team leads a company, ensuring that the team's journey towards excellence is strategic, holistic, and inclusive.
Elevating team leadership
In reflecting on how teams function in your organisation, it's essential to consider if you’re fully harnessing the potential of team leadership. The 'three amigos' structure offers a promising avenue, creating a well-rounded team dynamic that balances service delivery, product development, and technical expertise.
Leadership is a craft that blends knowledge, empathy, and experience. Therefore, investing in your team leads is as vital as training higher management. This nurtures a culture of enhanced performance and agility throughout the organisation.
Managers and leaders must actively foster the team lead role, recognising its significant impact on both team growth and organisational success. In today's ever-evolving business landscape, this commitment to leadership development is not just beneficial but essential for the advancement of your organisation. Let's embrace this opportunity to continuously improve, steering our organisation towards its vision with skilled and empowered leadership.
"An empirical study on changing leadership in agile teams" https://link.springer.com/article/10.1007/s10664-021-09949-5
https://agilelab.de/blog/8-stances-of-a-scrum-master