Session type:

Case Study

Presented by:

Darren McCormac


Session time:

10 May 15:30 16:15

Session duration:

45 minutes

About the session

Building an effective agile team can be hard, and the sudden switch to remote working in 2020 added a layer of complexity. So what do you do if you’re building a remote team – already complex – and you’re dealing with a major organisational crisis on top? What if your team is meant to have a leading role in recovering from that crisis?

This case study centres around the experiences of a delivery manager responsible for building a remote, blended team. This was already fairly novel in the context of agile working, which had traditionally promoted physical presence, but had the backdrop of an organisation in crisis.

The case study explores six lessons I learned from this experience:

  • Empathy – seeing your colleagues as people first to get the best from them
  • Listening – and processing what is said before you respond
  • Rituals – the importance of team norms and communications
  • Protection – acting as that shield to take pressure off the team
  • Working out loud – taking measures so that people understand what you’re doing (and why)
  • Trust – between team members, and between the team and management

None of this should be a surprise to anyone, but these behaviours can get eaten by culture – especially when in a crisis or hard deadline.

Agile Teams Learning, Culture, Leadership, Soft Skills, Story Telling, Team

About the speaker(s)