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Lean-Agile Leadership and Culture Flashcards

6 cards from real SAFE practice questions. Tap to flip, then mark Knew It or Still Learning — missed cards come back until you master them.

Read the first 6 Lean-Agile Leadership and Culture flashcards as text

  1. What is the primary behavior change required of leaders in a SAFe Lean-Agile transformation?

    Answer: Shifting from command-and-control to servant leadership that empowers teams

    SAFe leaders must transform from directing and controlling to empowering, coaching, and removing impediments — embodying servant leadership principles.

  2. What does 'Leading by Example' mean in the SAFe Leadership competency?

    Answer: Leaders personally exhibiting Lean-Agile behaviors and mindset — they model what they ask of others

    Leading by Example means executives and managers demonstrate the Lean-Agile mindset daily through their decisions, communication, and behaviors.

  3. What is a 'Communities of Practice (CoP)' in SAFe?

    Answer: An informal group of practitioners who share knowledge, tools, and practices around a topic area

    Communities of Practice are voluntary, cross-team groups where practitioners (e.g., Scrum Masters, UX designers) collaborate, share lessons, and improve skills.

  4. In SAFe, 'Psychological Safety' in teams is important because:

    Answer: It enables team members to speak up, take risks, and surface problems without fear of punishment

    Psychological Safety allows team members to voice concerns, admit mistakes, and propose bold ideas — essential for continuous learning and improvement.

  5. What is the 'SAFe Transformation Backlog' used for?

    Answer: Capturing and prioritizing improvements needed for the organization's Lean-Agile transformation

    The SAFe Transformation Backlog captures and prioritizes all actions, changes, and improvements needed as the organization adopts SAFe.

  6. What does 'Gemba Walk' mean in the context of SAFe Lean-Agile leadership?

    Answer: Leaders going to where the work happens to observe, understand, and support teams directly

    A Gemba Walk ('go to the actual place') has leaders visit teams, observe real work, ask questions, and identify improvement opportunities firsthand.