Agile and micromanagement are incompatible concepts. Agile teams function best when given responsibility and have freedom to self-manage to agreed outcomes.

Such approaches are anathematic to many managers who see any decision as their responsibility. When Agile teams are micromanaged in such a way the development is adversely impacted and the more likely result is delay, disruption and distraction.

The problem managers face is how much control do they give up?

Unless they are expert developers and monitor the code line count, quality and relevance of each developer in the team, the answer is none.

My contention here is that leaders make better agile managers than, well – managers.

The first principle of leadership is Know Thyself.

That is a powerful phrase because it carries the implications of knowing your strengths, weaknesses and limits. Most micromanagers see themselves as vulnerable to criticism by their peers and therefore they manage introspectively downwards rather than upwards and outwards.

This means they subtly or otherwise, get their charges to do their bidding regardless of learned, technical or other advice and rarely listen to contrary argument.

Invariably teams, when following strict directions, will stop innovating, stop committing and stop feeling responsible for their work.

This either means the micro manager will learn quickly and adapt or the project will fail. Usually the latter.

Leaders create an environment where their teams can succeed. They will manage above and below their teams to smooth out any impediments to delivering working software. Leadership engenders mutual respect and trust and these are much more likely to ensure the team works to deliver to commitments.

Teams prefer leaders who are firm, friendly and fair. Leaders who have Integrity, are great communicators are innovative, intelligent and decisive are likely to get the most from their teams.