Redefining the Agile Manager Role
In traditional organizations, managers are often seen as decision-makers and command centers. However, as ways of working evolve, so must leadership roles. Energized, empowered, and autonomous teams consistently outperform those led through rigid command-and-control structures.
If you haven’t yet, watch David Marquet’s “Greatness” video—it brilliantly illustrates this leadership transformation.
Shifting to a Modern Agile Manager Role
Today, the Agile Manager Role focuses less on driving deadlines and more on creating an environment where teams thrive. Once stable, cross-functional teams are in place, managers should:
Build high-performing teams and remove any barriers in their way.
This approach enables creativity, fosters innovation, and accelerates value delivery.
Understanding and Reducing Delivery Friction
Delivery friction refers to anything that slows down or hinders a team’s ability to deliver value. These obstacles can range from workspace limitations to deeply rooted organizational design flaws. Therefore, managers must stay alert and act quickly to eliminate these issues.
Delivery friction typically falls into two main categories:
1. Team Growth Items (TGIs):
Internal challenges such as unclear roles, poor communication, or low morale.
2. Organizational Growth Items (OGIs):
External blockers like cross-team dependencies, rigid governance, or shifting priorities.
How Agile Managers Address Team Growth
Supporting TGIs:
Although teams are responsible for resolving internal issues, Agile managers play a vital supporting role. Specifically, they can:
-
Protect the team from unplanned work, often in collaboration with Product Owners.
-
Arrange coaching or mentoring, especially when requested by the team for complex challenges.
These strategies foster a culture of trust, autonomy, and self-improvement.
Eliminating OGIs:
Unlike TGIs, OGIs demand active leadership intervention. Common organizational blockers include:
-
Shifting business priorities
-
Ineffective governance processes
-
Misaligned incentives and performance metrics
-
Lack of automation or flexible funding models
Managers should maintain a backlog of TGIs and OGIs, track progress, and host regular review sessions. Monthly demos can create transparency and build shared accountability across teams and leadership.
Why the Agile Manager Role Is Crucial
The Agile Manager Role now centers on empowering teams, not micromanaging them. Leaders must learn to:
-
Partner with teams to identify and remove blockers
-
Foster team innovation and ownership
-
Drive continuous improvement across departments
As a result, this evolution builds stronger teams, faster delivery cycles, and more impactful business outcomes.
Get Started with AgilityInsights
Ready to take the next step? Explore these opportunities:
-
Launch a Talent Development Jumpstart Program
-
Learn how to use the Agilityhealth® Growth Portal to track TGIs and OGIs effectively