How To Handle Executive Pushback As A SAFe Agilist?

Change is always constant in the organisation. Companies face a major challenge while implementing agile. Resistance to change is often the biggest hurdle in the agile framework. Leaders accustomed to the traditional approach may be unwilling to give up command-and-control. The teams may become resistant to adopting a new style of working. SAFe agilists play a key role in successfully driving agile transformation by managing resistance. The SAFe agile framework focuses more on people than on processes when implementing agile practices. One can earn SAFe Agilist certification and handle resistance effectively. The current blog shows how SAFe leaders handle executive pushback during agile transformation.

Why is Resistance common during Agile Transformations?

The employees in the organisation are not scared of Scrum and agile practices but are resistant to change due to fear of losing the safety net that these changes provide. The new ways of working in the organisation may introduce uncertainty in the working culture and cause stress. The employees may develop defensive behaviour, which turns out to be resistance to change over time. The teams may show resistance to change because they fear losing control over their work or having bad experiences due to changes in the past. They may also get scared about losing their current status or expertise in the work. A forceful implementation of agile practices may end up in failure. When there is passive compliance from the team, the problems in the agile implementation repeat continuously.

Resistance to change may also happen when one agrees with the need for change logically but feels threatened emotionally. Change fatigue is also a reason for resistance to change. SAFe agilists should address the sources of resistance proactively with thoughtful change management. They should help employees understand the reason for the change and equip them with the necessary knowledge to adopt it, so they can advocate for it rather than resist.

How can SAFe Agile Teams Handle Resistance?

Communicate Early

The SAFe agile team will manage resistance in the organisation by removing uncertainty early through frequent communication about SAFe implementation in the organisation. The agile team will highlight the current challenges that are impacting productivity in the organisation and explain how the adoption of SAFe will help in solving the problems. They will communicate about the transformation roadmap and let them know how these new roles will evolve. SAFe Agile will educate the teams about changes in the authority, leadership, and responsibilities of the members through regular communication. They should welcome their feedback to address their concerns.

Involve Key Stakeholders Early

The SAFe agilist will include the team members from the early stages of transformation so that their concerns about the agile transformation will be addressed in the early phase. By including the team members in the transition plan, the teams that work in the frontline can easily identify pitfalls and dependencies. As they get involved in the regular transformation process, they will show more willingness to embrace the change. They will also gain knowledge of the tools needed to work with SAFe effectively.

Offer Necessary Training to Employees

 Resistance to change often happens due to a lack of understanding of the framework. SAFe agile teams can handle the situation by investing in training and continuous learning. The knowledge earned through training helps the employees go through agile transformation smoothly. The leaders should tailor the training sessions for the executives according to their job roles and help them learn new responsibilities. The training sessions will give the teams hands-on experience in handling various responsibilities in agile project management, like PI planning, iterations, and many more, in order to help them experience SAFe rituals.

Promote a Culture of Experimentation

The SAFe agilist should encourage teams to look at agile practices as an opportunity to experiment with new things rather than being pushed out of their comfort zone. An SAFe Agilist will celebrate the team's small wins to motivate the team to use agile practices. By celebrating small wins, SAFe agilists can reduce anxiety among team members and help them accept new ways of working. Resistance to change is often an emotional barrier for employees. A SAFe agilist should address this by building psychological safety for the employees. They should open channels for communication and listen to their concerns actively. By listening to their concerns, leaders can reduce the resistance to agile adoption.

Address the Built-in Perception about Agile Practices

Agile ceremonies often seem to be time-consuming, and employees perceive them to be a process rather than progress. This kind of perception leads to resistance to agile practices. The SAFe agilist should educate the teams on how agile practices will streamline workflows and maximise value delivered. The leaders should coach the teams on time-management practices and help them work smarter.

Take a Tailored Approach to Handle Resistance

Incorporating agile practices is not about defining a set of rules that should be followed by the members. The leaders should customise agile principles to fit the specific needs of the team. They should encourage teams to experiment and reflect to find the best fit. This approach of the agile leader will help the team develop an agile mindset.

Start Small

The key to building confidence in implementing agile practices is to start small before scaling it at the organisational level. Implement agile practices at the team level, and be eager to adopt SAFe before scaling it to non-reluctant groups. The pilot programs should include proper communication channels and necessary training to increase the probability of success.

Empower Teams

The SAFe agilist should give the teams the autonomy needed to adopt agile practices. They should be able to adopt agile practices in the best way that fits their unique needs. Build a sense of ownership among the team members by letting the team adopt agile practices in their own way.

Conclusion

Resistance is a natural phenomenon of agile transformation. The SAFe agilest should study the root cause of the resistance to agile implementation and address the concerns proactively. When approached effectively, leaders can change resistance into resilience. Key strategies for handling agile resistance include effective communication, involvement, and support. An agile approach is not just a methodology; it is a change needed in the mindset. The teams incorporating agile practices need patience and enthusiasm to learn new things.