BONUS: Beyond Individual Talent: 2 Leadership Myths We all Believed in with Arne Roock
In this BONUS episode, we delve into the complexities of team effectiveness with Arne Roock, an experienced Agile consultant who has worked with organizations ranging from startups to large corporations. Arne shares his insights on what truly makes teams perform at their highest level, why simply assembling talented individuals isn't enough, and how organizations can move beyond the "feature factory" mindset to focus on outcomes and impact.
The Myth of Individual Talent in Teams
"A team of experts is not an expert team."
Arne breaks down the common misconception that placing highly talented individuals together automatically creates a high-performing team. Drawing parallels from sports, he points to examples like the "Red Army" hockey team and the famous "Miracle on Ice," where team cohesion proved more valuable than individual star power. Through his consulting work, Arne observed that quick-fix workshops often produced short-term improvements but failed to create lasting change. Sometimes, teams even deteriorated after temporary interventions. This led him to Richard Hackman's work on team effectiveness, particularly the 60-30-10 rule: leaders should spend 60% of their time designing teams, 30% launching teams, and only 10% on coaching interventions.
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Coaching alone cannot change a team's trajectory without proper design and launch
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Leaders should engage with coaches at the beginning of team formation
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Teams need sufficient stability to achieve meaningful impact
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Existing teams can be relaunched or redesigned to improve performance
In this segment, wer refer to Richard Hackman’s 6 conditions for effective teams, and to Margaret Heffernan’s Superchicken Paradox Ted Talk, and to the episode with Heidi Helfand about Re-teaming.
Balancing Delivery Focus with Team Development
"Organizations trends go in waves."
Arne discusses the pendulum swing in organizational approaches, noting how Agile emerged as a countermovement to process-centric methodologies. Currently, he observes a strong emphasis on delivery, with many organizations repositioning Scrum Masters as delivery leads. This trend, while addressing immediate business needs, often undermines the fundamental team-building aspects of the Scrum Master role. Arne suggests that we need to find balance between delivery pressure and people-centered approaches, treating these as polarities to manage rather than problems to solve.
In this segment, we refer to the book Polarity Management by Barry Johnson, and to Arne’s blog post about cross-functional teams.
Moving Beyond the Feature Factory
"Delivery manager will undermine team responsibility."
When organizations want to shift from deadline-driven development to outcome-focused work, Arne recommends examining team design fundamentals first. He cautions that adding delivery managers won't fix teams that haven't been properly designed and launched. Most organizations operate as "feature factories," focusing on output rather than outcomes. Arne suggests two high-impact practices that can help teams deliver more value:
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Implementing meaningful sprint goals and effective sprint reviews
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Using OKRs with specific checks on value delivered, not just features completed
Arne emphasizes that the Scrum Master role is a full-time position, and when they're pushed to prioritize delivery management, important team-building work gets neglected. Proper team design creates the foundation for shared delivery ownership without requiring additional management roles.
In this segment, we talk about an article that explains how to use OKR’s with a “value-check” included.
About Arne Roock
Arne works as a consultant for Agile methods and (leadership) team effectiveness. As a trainer and coach he supported both startups and big corporations in different industries. For the past ten years he took a deep dive into the tech industry as an embedded coach with Jimdo and Spotify.
You can link with Arne Roock on LinkedIn and connect with Arne Roock on Mastodon.
