Scrum Master Toolbox Podcast: Agile storytelling from the trenches

When Individual Performance Metrics Block Agile Transformation | Richard

Apr 16, 2025

Richard Brenner, a versatile technology leader, shares his insights on Agile transformation and the obstacles it faces. He recounts a significant experience where individual performance metrics clashed with Agile principles, creating resistance within teams. Richard illustrates how a pilot program focused on team-oriented metrics led to collaboration and accountability among team members. He emphasizes the importance of empowering teams during retrospectives and transforming initial skeptics into advocates for change, ultimately enhancing Agile adoption.

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ANECDOTE

Initial Agile Transformation Effort

Richard Brenner describes a large organization eager to adopt Agile with management's pull for change.
The transformation started with cross-functional teams and a self-selection workshop involving about 40 people.

INSIGHT

Performance Metrics Blocking Agile

Individual performance bonuses conflicted directly with Agile's team-oriented approach.
This misalignment was a core reason for resistance among a line manager and his teams.

ADVICE

Align Rewards with Agile Goals

Change performance management to incentivize team success alongside individual contributions.
Align bonuses with both teamwork and product success for better Agile adoption.

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Richard Brenner: When Individual Performance Metrics Block Agile Transformation

Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.

Richard shares an experience of implementing Agile methods in a large organization that initially showed promising signs with management "pull" for change. The transformation began well with cross-functional teams created through self-selection workshops. However, unexpected resistance emerged during the kick-off day, particularly from a line manager and his team. When investigating the source of this resistance, Richard discovered that the company's bonus structure was tied to individual performance metrics, fundamentally conflicting with Agile's team-oriented approach.

This insight led to developing a pilot for a team-focused performance management system. After three months, the team held a retrospective with all stakeholders, where management demonstrated remarkable leadership by empowering teams to redesign their structure when the initial setup wasn't working. This flexibility allowed even the most vocal critics to become part of the solution.

Self-reflection Question: In what ways might your organization's reward structures be unintentionally blocking successful Agile adoption?

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About Richard

Richard is a versatile technology leader with experience as a Software Engineer, Product Owner, and Agile Coach. Passionate about building software that excites, he thrives at the intersection of technology, change, and leadership. Lately, he's focused on Collaborative Modeling, bridging disciplines to drive innovation and create meaningful impact.

You can link with Richard Brenner on LinkedIn.