Adrian Lander - Agile 2

Applying contextual judgment was actually a disruptive idea at that time, and so extremes were not needed to displace the unhealthy practices that had become common in the industry. Practices such as creating a huge and inflexible task-level plan up front and defining all of the system's requirements during a requirements phase and then passing that off to a set of “implementation teams” were extremes, and so bringing judgment back was the most novel idea.

Just as the right kind of leadership is the most key thing to have, judgment is the next most key thing. Judgment follows rather than precedes good leadership because a good leader must exercise judgment. A good leader uses judgment when deciding whether to let their teams decide something on their own or when intervention is necessary.

Good judgment cannot be taught. It is innate in some people, but experience and knowledge improve everyone's judgment. That is why any form of leadership that needs to apply judgment is more than just facilitation. People need to decide how best to do their work—most of the time, but not all of the time. Knowing when “how” matters is a matter of judgment; and deciding whether the situation can tolerate learning through failure and when it cannot is also a matter of judgment. Deciding what kind of instructional mode to apply—coaching or teaching—is also a matter of judgment.

Judgment occurs at every point. Judgment happens every day. Judgment is what it is all about. Good judgment leads to good outcomes.

We now have a foundation for understanding leadership in its various forms. We will use that foundation in the rest of this book for considering what forms of leadership are needed in various contexts, with agility in mind.

We hope that you now see that leadership is a complex and multifaceted issue. A team needs leadership—not simply one kind, but many kinds. Leadership is not only needed for a team; it is also needed for teams of teams, at every level of the organization.

1 1. www.youtube.com/watch?v=Opnk-cPOM50&app=desktop

2 2. Mark Schwartz. A Seat at the Table. IT Revolution Press. Kindle Edition.

3 3. Titus Winters; Tom Manshreck; Hyrum Wright. Software Engineering at Google. O'Reilly Media. Kindle Edition.

4 4. www.teslarati.com/elon-musk-method-tesla-explained

5 5. www.wsj.com/articles/quibi-was-supposed-to-revolutionize-hollywood-heres-why-it-failed-11604343850?mod=mhp

6 6. en.wikipedia.org/wiki/Path%E2%80%93goal_theory

7 7. fortune.com/2016/03/04/management-changes-at-medium/

8 8. www.wired.com/story/silicon-valley-tyranny-of-structurelessness/

9 9. www.fastcompany.com/3022131/does-google-need-managers

10 10. en.wikipedia.org/wiki/Iron_law_of_oligarchy

11 11. www.bbc.com/worklife/article/20200827-why-in-person-leaders-may-not-be-the-best-virtual-ones

12 12. Marta Wilson. Leaders in Motion: Winning the Race for Organizational Health, Wealth, and Creative Power. Greenleaf Book Group Press. Kindle Edition, p. 134.

13 13. pubmed.ncbi.nlm.nih.gov/27194144/

14 14. hbr.org/2018/06/too-much-team-harmony-can-kill-creativity

15 15. en.wikipedia.org/wiki/Leader%E2%80%93member_exchange_theory

16 16. www.goodreads.com/book/show/12552292-the-servant-as-leader

17 17. James Hunter. The Servant: A Simple Story About the True Essence of Leadership. Crown Business, 1998, page 66.

18 18. From Theories of Modern Management, by W. Hal Knight, chapter 3 of Principles of School Business Management, p. 54. Available online at files.eric.ed.gov/fulltext/ED282284.pdf

19 19. Bruce D. Friedman; Karen Neuman Allen. Systems Theory. SAGE Publications. Available online: www.sagepub.com/sites/default/files/upm-binaries/32947_Chapter1.pdf

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