The lockdown has been a profound realisation of what a VUCA world really is. Teams working on projects have been abruptly disconnected and are now working from home to meet project deadlines. The tempo of doing business and market orientation is now in flux and there exists a level playing field for all. Unexpected events cause unexpected outcomes, and with the corona lockdown, there is a possibility of unprecedented discomfort that shall slowly seep into the minds of people. Teams that have been truly Agile would have adapted to the change and may have figured out ways to overcome challenges. However, it is important to examine the likely dysfunctions that could inflict distributed teams and find ways to prevent undesirable patterns of behaviour emerge.
Having operated in intense VUCA environments with distributed teams spread over a large geographical area during my stint in the Indian Army, I wish to share key issues that need to be addressed to ensure Agile teams remain resilient and productive irrespective of the uncertainties created by the lockdown.
What are your Team members experiencing?
- Fear of losing the job?
- Fear of the unknown?
- Work from home constraints?
- Financial stress?
- Domestic pressures?
- Health-related issues?
What should be done?
The Team leaders need to empathise with the members and figure out ways to channelize the prevailing mindset with two outcomes in mind:
- That dysfunctional behaviour does not infect the team during the lockdown period.
- That teams are psychologically attuned to resume normal operations once the lockdown period is lifted.
What Can Leaders Do?
Leaders now need to emerge as islands of support, care and courage. Some of the steps that they should be taking on are:
- Connect with each member online every day and engage in conversations that are empowering and provide succour
- Build trust with each individual by allowing free expression and sharing the pain
- Avoid being sympathetic and pitiful
- Operate from a mindset of Hope of Success than Fear of Failure
- Prevent psychological and physical inertia amongst members
- Demonstrate resilience and courage
- Establish a sense of purpose and value-based actions
- Alter the perceptions of Uncertainty and Fear
- Create virtual structures to ensure the Agile Values and Principles are present when teams are working remotely
The above call for emergent leadership, flexibility in thinking and a deep sense of people connect. How do we go about applying the issues above into desirable actions than mere insights? What does it take to be there for your teams despite the pain? Why should Agile teams relook at the Agile Values and Principles in the backdrop of the pandemic? How can Agile teams build reliance and courage to operate in a zone of productivity and purpose while preserving the safety and interests of their loved one?
Would you like to seek possible answers to the questions above? Do you see value in ensuring your teams are safeguarded from dysfunctionality?
