Let's Stop Blaming Everything on Managers
summary
Jean‑Pierre Lambert examines the common tendency in Agile circles to blame managers for organizational difficulties, noting many Agile leaders were formerly individual contributors and lack management experience. He argues this scapegoating disempowers teams and complicates support for managers, and outlines an assessment of the situation plus practical steps to stop defaulting to blaming managers.
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chapters (14)
- 0:00Introduction
- 1:26Agile transformations status
- 4:53Managers in transformations
- 6:20Evaluations and raises
- 10:11Participation in reviews
- 12:17Reorganizations
- 15:30Managers' impact on agility
- 17:15Changing attitude toward managers
- 18:40Unilateral mission mandate problem
- 20:25Supporting managers implicitly
- 23:34Concrete support examples
- 33:04Results and mandate expansion
- 36:13Conclusion
- 37:14Q&A
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