The first principle of the Agile Manifesto gets to the heart of the matter: Individuals and interactions over processes and tools.
To be clear, Agile values process, so much so that it empowers you to make it your own and elevate it to an art form. It’s just a complete shift—from “the process comes first and people fit in” to “people come first, and it’s up to them to own and continuously improve the process they use.”
Things would be different if you could build software the way you build cars, on an assembly line. But the reality is, great software—like all creative work—is first and foremost about people.
And so, as someone who wants to work with great people and do great work, what should I pay attention to?
Four Characteristics
I remember the words of Richard Vague, who wanted Juniper Bank—the company he founded in 2000—to hire people with four key traits:
- The ability to get things done. Some people work hard, but everything seems to go against them. Others get things done and make it look easy.
- Intelligence. Common sense. The ability to discern what’s important and convey it clearly.
- Unselfishness. Selflessness. Collegiality.
- Straightforwardness. Honesty. Ethics.
Good traits to hire for. But what about traits to watch out for?
Clever, Diligent, Stupid, and Lazy
Before Juniper Bank, when I worked at MBNA, a senior manager once shared a quote from Kurt von Hammerstein-Equord:
I divide my officers into four groups. There are clever, diligent, stupid, and lazy officers. Usually two characteristics are combined. Some are clever and diligent—their place is the General Staff. The next lot are stupid and lazy—they make up 90 percent of every army and are suited to routine duties. Anyone who is both clever and lazy is qualified for the highest leadership duties, because he possesses the intellectual clarity and the composure necessary for difficult decisions. One must beware of anyone who is stupid and diligent—he must not be entrusted with any responsibility because he will always cause only mischief.”
Beware the stupid and diligent—despite good intentions, they work hard on the wrong things, creating unnecessary complexity and making things harder for others.
Make It Easier
Another way to look at it:
Do you make it easier for others to succeed—or harder?
However you look at it, success with Agile starts with people.
Pay attention to your own traits and invest in the right people.
With the right people, good things can happen.
