It was interesting to know about discussions Pete Deemer had with would be CSMs in his recent certification class. It was both inspiring and matter of feeling proud as he beautifully described how relevant Gandhism (Gandhigiri in lighter sense) is to the role of ScrumMaster.
Below text is what Pete posted in scrumdevelopment yahoogroup:
For those who weren’t in the class, the question was asked “How can the ScrumMaster have any power or influence, since the team doesn’t report to them, and they don’t have the authority to give orders?”
We talked about how in the absence of “managerial” authority, a ScrumMaster can still have enormous influence. But it’s earned influence, and it comes from gaining the trust and the respect of the team, by serving them zealously, and protecting them courageously. This isn’t the cheap authority that comes with an fancy job title; it takes time and work to grow, but it’s a lot more hardy and deep-rooted. And we talked about models for this out there in the world – starting with Mahatma Gandhi, a man who through courage and a spirit of selfless service changed the course of history, all without ever having a high title or powerful position.
I just finished reading a book called ‘The Goal’ by Eli Goldratt.
Its a novel but has become best selling management book. Its a story about one Alex Rogo, who is a plant manger for a manufacturing company. His plant is making losses and going to be closed down if he does not turn it around within 3 months. Needless to say he turns it around into a profit making plant. But it was not simple. He thought, made changes in the plant and did troubleshooting with the help of his teacher cum friend Jonah.
This is simply one of the best books I have read. I learned following things from the book:
1. Many times solutions to problems are plain common sense but we are too tied up with what’s called common practices that we either ignore them or don’t dare to implement them.
2. We should not treat any organisation as something which you can improve by improving efficiencies of each individual of the organisation. Local optimus theory simply does not work. We need to ensure that individuals work well in syncronisation. Sometime it even helps a company if certain people are sittling ideal than trying to ensure that everybody works full time.
3. The book really gives a very good idea about how a company boardroom functions. How managers interact with their employees and how they manage a big company.
4. Also worth learning is how patiently Alex Rogo handles the family pressures and tries to bring her wife back when she leaves him as he could not give any attention to her.
Whoever among you runs some kind of business should read this book and if you run a manufacturing company or part of such company you must read this book. You can take my words for that.Please let me know your thoughts about the book if you read it or have read it already.