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In most workplaces, managers feel as though they are responsible for their skill set but not that of their staff. Many companies and managers will only prioritize development when a team is clearly lacking a skill necessary for conducting their day-to-day work. As an Agile leader, you are only as strong as your team's abilities. Additionally, your projects are only as effective and productive as your team's skill set allows.
Take this opportunity to deliver something that most leaders and managers fail to provide personal and professional development. Think back on your favorite managers and teachers, and you'll see that they often cultivated the desire to learn an advance. What you want to establish through these practices and experiences is the desire for consistent betterment. You want to establish this within yourself and within each individual of your team. Unlike the mentorship tip, this is something that you can implement without voluntary agreement from your staff. This is a time where you may need to advocate for the need to do these extra activities or additional training sessions for those outside the Agile team. Emphasize that employee and team development can result in greater consistency and the ability to respond to changes quickly. Those are two vital Agile skills that your team must showcase to the company.
This book covers:
And much more!!!
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