Respect for leadership

Effective agile organizations are based on values that enable a new way of working together in companies. In particular, this includes values that are important in companies with "knowledge workers". One of the agile values is "respect".

The Agile Atlas states: "When we work together and share successes and failures, we come to respect each other and help each other to be worthy of that respect." Motivation is a key factor for functioning teams. Dan Pink has identified three factors in his book "Drive ... What really motivates you". Firstly, there is the autonomy of being able to decide things for yourself. There is the meaning that work should have. And secondly, the opportunity to be really good at something ("being a master"). I hear about these success factors again and again at agile conferences - and from many change agents who are promoting agility in their companies. Good. At the same time, I hear the phrase "Management needs to finally understand this." This is exactly where a rethink is needed. For three reasons:

Firstly, respect for managers and their work means replacing finger-pointing with a constructive attitude and sometimes changing your perspective.

Secondly, the motivational factors of autonomy, purpose and "being a master" also apply to managers. If transformations have an answer to these factors for managers, then leadership will follow suit, as will the teams.

Thirdly, a change in management culture is a two-sided thing. One side is the change in the way managers deal with employees. The other side is how employees take responsibility. A new leadership culture requires change and learning on both sides.