If you are or have been in an agile transformation, you know it is a cultural change where you re-invent (1) ways-of-working, (2) organisational structure, (3) learning culture,  (4) leadership behaviour, and (5) steering technologies – all at the same time.

Many actions are taken in these five areas without obtaining the value aimed for, but instead, people become overloaded with huge amounts of work. 

Often, it is the leadership behaviour lagging behind other aspects of the agile change, holding everyone back.

The problem is not  the individual leaders. It is the lack of mutual understandings, guidance on behaviour in complex situations, and an environment calling for reflection on what we are actually doing: Do we remove barriers? Do we follow actions end-to-end? 

A coherent leadership approach based on teaming and lean-agile behaviours is key to developing a cultural change where all five areas improve in respect for each others needs.