When I started my journey in agile management, I didn’t imagine the challenges I would face or the transformational impact it would have on the way I work. Leading teams under agile and Scrum seemed simple in theory, but the reality was completely different. It all started with a number of teams and stakeholders for whom all this agile and Scrum stuff was new.

In this article I want to share with you key lessons that I wish I had known from the beginning. Lessons that not only changed the way I work, but also taught me what really matters in agile management: the mindset and the value delivered to the customer. Agile management is an approach that requires continuous learning and an agile leadership mindset.

Lesson 1: Starting with an agile management mentor makes all the difference.

When I first started working with agile teams, one of the biggest challenges was managing multiple teams at once, without the guidance or coaching of someone with more experience. While it was not the first initiative we undertook, it was the first one in which we revolutionized the entire model.As with all transformations, I found myself constantly making decisions based on what I thought was the right thing to do, without always being sure that I was following the right path. In the beginning, the risk of making mistakes was high, especially when it came to correctly interpreting the agile frameworks and making sure all teams were aligned with the goals.

What I learned

Having an agile mentor or an agile leadership expert guides you along the way, challenges you to improve, accompanies you and enhances your growth and that of your teams, and also accelerates the adoption of new frameworks (or cultural changes).

An expert in agile leadership also gives you feedback, challenges you in all the decisions you can make, teaches you that this goes beyond processes. In addition, it can help you see the nuances that you do not grasp when you are new, it helps you reflect on the objectives of the actions you are taking, and it teaches you to adapt to the changing realities of each team.

Another insight I took away is that not everything works the same in all teams. Teams are unique entities, each one has its own personality, strengths and weaknesses, what really makes the difference is the way you can understand the dynamics of each team. This approach also allows you to accelerate the implementation of frameworks such as Scrum and Kanban, adapting them better to the needs of each team.

What would I have liked to have? A coaching from someone more experienced, so that I could have quickly identified these dynamics and adapted my approaches accordingly. Often, an advice, a previous experience, a deep reflection, an in-depth understanding of the framework can make the difference between a motivated team delivering value versus one that is trying to adapt to a new way of doing things.

Practical advice

If you are starting out in the role of Scrum Master or facilitator, look for a mentor inside or outside your organization. Even if you already have project management experience, having a person with agile knowledge will help accelerate your learning process.

Lesson 2: Shu Ha Ri: the key model for mastering agility

When I started working with Scrum and agile management, I initially focused on following ceremonies and practices without questioning them. I started out applying the Scrum processes rigidly, following the framework as it was laid out. My past told me that if I applied the processes rigidly, was “strict” with the rules and followed all the rituals of the framework, success was assured.

However, I soon realized that it is not just about following a list of steps. The real challenge is to evolve, is to question what we do and always aim at how I can improve (“Individuals and interactions over processes and tools.” – Agile Manifesto). And rather sooner rather than later, I discovered Shu Ha Ri’s concept, which explains the stages of learning, which applied to agility could be explained as:

• Shu: In this phase the important thing is the process. The objective of this step is to learn the fundamental rules without deviating from them, to know the events in depth and to follow the framework to the letter in order to understand the mechanics of operation. On the other hand, it was important not to skip any step, not to adapt, to rely on the process to automate it, so that the teams had clarity from the beginning and evolved towards an understanding of the benefits of the new ways of doing and understanding all the nuances of the framework.
• Ha: Once we have the processes internalized and understood, the next step is to start adapting and adjusting them according to the needs of the teams and the context. This is the beginning of agility, we start adapting the framework, adding other practices that help us improve delivery. When I achieved this phase, I understood that it was not just about following the processes, but looking for the real value of these practices and adapting them to the particular circumstances of each team. For example, focusing on the essentials of each event: Planning (based on delivering value aligned with the company’s strategy over making resources more efficient), Daily (team synchronization over reporting), Review (stakeholder feedback and validation of priorities over a demo), Retrospective (increasing quality and efficiency over making dynamics).
• Ri: The moment of internalization of processes and freedom. In this phase the important thing is the improvement of performance, the improvement and adaptability of the teams. This is when agility flows. It is no longer just a set of practices, but a way of thinking and acting.

What I learned

The first step for any Scrum Master or team member is to understand the framework and internalize both the process and its principles. It is not a matter of simply applying events or processes, but rather reflecting on each practice, process or event to determine how they contribute to the goal of delivering value to the customer. As the team and the business matures and gains experience, it is critical to start adapting and evolving it. True agility is about how we adjust to create the most value possible.

Practical advice

Follow the path, strictly practice the framework, evolve and adjust according to your needs and, finally, you will get to BE and BE customer-oriented.

Lesson 3: Focus on continuous value delivery in agile management.

When you start with an agile methodology or frameworks such as Scrum or Kanban, it is easy to lose focus on the essential: delivering value to the customer. It is common that we get disoriented and that the processes, or rather, to comply with the delivery of the tasks of the backlog are what is important, that we prioritize doing things, many things. However, what really matters is not how many tasks are completed, but how much real value is delivered to the customer throughout the process.

What I learned

Continuous, incremental and sustainable delivery is what it brings.

It’s not just about doing a lot of things and delivering everything in the backlog, it’s about making sure the customer sees value from the beginning of the project and throughout each iteration and, most importantly, delivering what brings value to the customer. This means having a clear vision of the customer and the product from the beginning, so that the team can adapt and deliver what really matters, consistently.

In my experience, I have found that value is not always measured only by what you deliver, but by how the client perceives that delivery. A project can be completely finished and delivered, but if it doesn’t solve the customer’s need or provide value, we will have delivered many tasks, but we will not have fulfilled our purpose. Instead, by maintaining an incremental, iterative approach and making sure we are building what the customer really needs, we will maintain a constant focus on continuous delivery of value.

Practical advice

Work on identifying what brings value to the customer, have alignment conversations and define which tasks and features really bring value to the customer. Use methods such as User Stories Mapping to co-create and prioritize the features that really solve customer problems and align with them to deliver them first. This will create a vision of tangible value from the start and reduce the risk of doing work that doesn’t matter as much. And remember the mantra of “stop starting, start finishing.” (“We deliver functional software frequently, between two weeks and two months, with preference given to the shortest possible time period.” – Agile Manifesto).

Agility is not a destination, nor an unbreakable mandate, it is a continuous journey.

The keys: patience, perseverance and a constant focus on continuous improvement.

Frameworks and processes will bring order, but it is the mindset that will help us put the customer at the center, help us focus on the tangible value of our work and learn from each experience. Keep an open mind, adapt your approach when necessary and keep learning.

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