Like many managers, Anna was finding that when you tell your staff what to do, they do it—and that was the opposite of the creative, innovative team that their Agile practices could support. Instead, her goal was for her management team to be self-organizing and autonomous, so that “each of them [would] be a good candidate to take over [her] job.”10 And that couldn’t happen while she was stuck in the role of chief task distributor.
