For enterprise change to be successful management's role needs to change from being an expert to being a coach, from one who heroically solves problems to one who develops this capability in their teams. The changing role of management is not new. Yet typically little assistance has been provided for managers transitioning to agile beyond listing a few do's and do not's.
While 67% of the initial champions for enterprise agile adoption are at the top, the most cited obstacle to further adoption is lack of management support.  And yet, most change efforts tend to focus on the teams, rather than management. When support is offered, it is typically not more than listing a few do's and don'ts in an agile training class.
This, combined with the tendency for managers to be promoted because they are excellent at technical work, rather than people skills, make paying attention to managers all the more important.
In a company wide Lean Transformation, Dan Bos, operations manager for Herman Miller who has been applying lean thinking since 2001 said "Lean tools can be taught to anybody. We know now that the soft skills are the critical part of this whole process." Lean Manufacturing, while different from agile software development, is very similar from the perspective of the magnitude of behavior and thinking changes required.
In this session, we will use Mike Rother's Toyota Kata model to explain how Toyota develops managers from experts to coaches. I will then provide some specific Yahoo! examples of how we have taught coaching skills and the results. Then you will apply a Joseph Grenny's proven change framework to develop your own customized change plan to move yourself from an expert to a coach, and mentor others in your organization to do the same.
 State of Agile Development Survey. Rep. VersionOne, 8 Jan. 2012. Web. <http: />.
"The Hardest Part of a Lean Transformation." Message to the author. 10 Jan. 2013. E-mail.
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