location_city Bengaluru schedule Mar 28th 02:30 - 02:50 PM place Grand Ballroom 2

Based on my experience of coaching/ training agile teams for 5 years, one of the important reasons for agile teams are impacted, is the personal leadership style of Agile Leaders(Scrum Master, Senior Managers etc) . I have summarized following, factors or impediments for creating effective agile teams

  • The agile teams effectiveness depends on personal leadership style of agile leaders(Scrum Masters, Senior Management etc)
  • Often Agile leaders focus more on “delivering solutions” than “developing people”.
  • Agile leader need not specify work requirements, all that team needs is - empowerment, autonomy to work.
  • The agile team needs more support through mentoring, coaching from agile leaders to exhibit the culture “Being Agile” than “Doing Agile”.
  • Agile leaders need not be an Expert to coach agile teams.
  • Agile teams needs to be taught on Identifying Problem, Problem solving skills and corrective actions and demonstrate steady, small and continuous improvement.


My inspiration to write here, is derived from the book “ Managing Excellence” by David Bradford and Allan Cohen, and reading blogs, articles along with my own experience.


The entire presentation will be done in “Pecha Kucha Style” with less words and more background pictures, in each slide. The most of the message is conveyed through pictures. The presenter will talk maximum 30 secs on each slide. The slides keep changing automatically after 30 secs, so that presenter continues the discussion in the next slide automatically


Outline/Structure of the Experience Report

0-5 min:
Discussion on challenges faced by agile teams (mentioned above) from the various types of leadership styles, based on my experience in coaching and training.

5-12 min:
Presenting my thoughts on different leadership style
• Leader as Expert
• Leader as Conductor
• Good Leader Myths
• Leader as a Developer (of people)

12-18 Min:
Recommendations for Agile leadership style as “ Leader as developer of people”
• Creating environment of mutual influence( Increased Engagement, Ownership and Responsibility)
• Teach lean principles of software product development eg Managing Queues, Variability, Small batches, Push and Pull, Delays, bottlenecks.
• Coaching agile teams for “Small and Steady improvements” through continuous reflection
• Mentoring agile teams on “Being Agile” than “Doing Agile”.
• Agile Product Management Approach- Minimum Viable Solution, MVP etc

18-20 Min:
Q& A

Learning Outcome

• Awareness on the required personal leadership style of agile leaders to create effective agile team.
• Understanding what it takes to be “Developer of People” for agile leaders.
• Agile Leaders Focus on “Developing People than Delivering Solutions”

Target Audience

Anyone is interested to know Agile Leadership Style, ScrumMasters, Seniors Management, Agile Team members



schedule Submitted 6 years ago

Public Feedback

    • Vinod Kumaar Ramakrishnan

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      Office: In the software industry a generation is about 2-3 years. Computer science degrees are nowhere near what is state of the art in the industry. At many places the on boarding process is either very shallow or not up to date with the recent developments, leaving people to learn most of the things hard way. Given too many things to learn and the information overload, this results in inefficient learning and application of knowledge on the job. We need to prepare people to find answers that are not available on Google.

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      Office: Architects and Leads often do not code or are not part of the team every day, this means that most of the time the team just looks up to for advice or waits for reviews. There should be a good mix of people at all experience level so that there are enough people to try new things, enough people who have mastered few things and enough people who challenge change.

      Above all – Persistence

    • sailee

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