As a consultant, I have seen many organizations struggle when adopting agile. In agile, specifically the Scrum framework, teams are self-organized, self-managed, and self-directed, largely replacing the need for functional managers. So, what happens to people in this role? One key issue is what to do with traditional middle management.
The Dilemma
People who are managers tend to like being in charge, and they enjoy the power that the role gives them. They typically obtain their positions by being good at a job, so they get promoted. But by becoming managers, they no longer practice their original profession; instead, they control and direct the work of their subordinates.
Adapt or Die (not literally)
Unfortunately, managers tend to be the opposite of what a Scrum Team needs. Therefore, to stay relevant when an organization transitions to agile, managers must change their mindset and behavior – and this is no easy feat. Most people in this position struggle to let go of the old ways, and unless they can adapt to the new reality, they will not succeed.
Look for another Job
When managers can’t make the necessary changes to their mindset, and they sense the change coming, they often start searching for another job. Usually, they’ll hang on until they secure another position. Sometimes, this proves to be a good thing because not everyone is cut out to work in a Scrum Team. When people opt out themselves, it’s better than the alternative.
Move within the Organization
Rather than leaving the company altogether, some managers pursue other internal positions that better fit their personalities and skills. Not all parts of every organization are (or will become) agile, and there may be a way to keep that person’s institutional knowledge in-house. While this isn’t always an option, it’s worth considering before jumping ship.
Get Fired or Laid Off
When all else fails, and a manager can’t adapt to agile, sometimes they need to be removed. It’s not fun to be in this spot – for the person or the company, but it may be the only choice if it’s the best thing for both. And who knows? It might be the best thing that ever happened to the person, opening the door to a better fit somewhere else.
Become a Scrum Master
Sometimes, middle managers can change their mindset and become Scrum Masters. However, this is difficult and often unsuccessful because this job radically differs from traditional management. Rather than directing people’s work, they support it. In order for this kind of transition to work, it requires a willingness to learn and change.
Become a Product Owner
In other cases, functional managers may become Product Owners. In some ways, this is a much better fit than turning them into Scrum Masters because they still have some control and decision-making authority. However, they must recognize that everything is negotiable and that the Developers own the Sprint Backlog and create a delivery plan. Transforming managers into Product Owners is more likely to succeed if the person is also a subject matter expert.
Become a Developer on a Scrum Team
Joining as a team member requires a high level of communication, collaboration, and technical skill. If one has been a manager, it takes a lot of humility to “demote” oneself by taking on a Developer role on a Scrum Team. And, if the manager has been out of the game for too long, they might not have the chops to do the work, which is ego-killing.
Conclusion
Becoming agile is always challenging, especially for middle managers who have difficulty finding a fit in the new world. There are some options if the person can make the necessary shift in mindset, but it must be done cautiously and with care. Those who can’t embrace the change might be better off elsewhere.
How about you? What have you seen when a company adopts agility? Did your middle managers adapt, or did they opt out? Is there anything I missed? What else might happen to middle managers in this situation? Let me know in the comments below!