People managers play a critical role in SAFe (Scaled Agile Framework) environments. Unlike traditional management roles, which often focus on control, authority, and pushing for results, SAFe encourages value delivery with a servant leadership approach.
The Role of People Managers in SAFe
Let’s be clear—SAFe is based on Agile values and principles, but at scale. This means we need to apply the same values across larger groups of people who are working to create bigger product increments. Remember — the actual work still happens in teams, often Scrum or Kanban teams, with 5-10 people, including the Scrum Master and Product Owner.
If you take a close look at SAFe principles and philosophy, you’ll notice that SAFe highly supports soft skills, servant leadership, collaboration, Agile leadership, and value delivery. People managers in SAFe need to operate differently from traditional managers. Here’s how I see the key differences:
- SAFe managers are expected to empower teams, whereas traditional managers could often stick to command-and-control practices.
- In SAFe, people managers focus on growing people, which naturally leads to value delivery. Traditional managers are usually more focused on results—no matter how they come about.
- SAFe managers work with a product mindset, building long-lived teams that continuously deliver value. Traditional managers often work with a project mindset, creating temporary teams where people constantly move in and out.
In my experience, a SAFe people manager will let the Scrum Master take the lead on team dynamics while stepping in to clear bigger impediments that the team cannot resolve on their own. This calls for servant leadership—walking the talk and demonstrating commitment to the team’s growth and success. And this approach brings a sense of accountability and empathy to the table, which makes a huge difference.
In contrast, traditional managers might try to control everything, resulting in teams that are disempowered. They end up managing results rather than nurturing the individuals responsible for those results.This difference in mindset is critical—you’re either building empowered teams or managing results, and SAFe is very much about the former.
Qualities of People Managers in SAFe
Here are some key qualities you must embrace for being an effective people manager in Agile SAFe:
Embrace SAFe Values and Principles
People managers in a SAFe environment need to embody Agile and SAFe values in their day-to-day behaviors. Do not just talk about empowerment—strive to live it. You must let go of command and control tendencies and trust the Scrum Master to guide and mentor the team. I’ve seen many times managers overrule Scrum Masters which weakens Scrum and creates dysfunction within the team.
Be a Servant Leader
A strong people manager knows how to be a servant leader. In a SAFe setup, this means supporting the Scrum Master and also stepping up to remove larger impediments outside the team’s control. This sends a message to the team that you are part of the journey and transformation. You build trust, accountability, and empathy—very needed to build a thriving team.
Facilitate Strong Communication Channels
Enable strong communication between the Scrum Master, the team, and external stakeholders. Effective people managers help bridge the gap between teams and upper management, ensuring that obstacles are cleared and dependencies are managed. How many times have we seen teams get demotivated because a key dependency wasn’t resolved on time? A solid people manager helps the Scrum Master build those relationships and keep communication flowing smoothly.
Be Non-Interfering in Team Events
As a great People manager, you must learn to step back and trust the process. Yes, you have a vested interest in team outcomes, but that doesn’t mean you should be involved in every team event or try to steer it. Trust your team. Let them collaborate, self-organize, and make decisions within the framework of SAFe Scrum. If you intervene too much, you will risk undermining the Scrum Master and disempowering the team.
Conclusion
I’ve often seen two camps in organizations—those who want “All SAFe or nothing” and those who completely reject it. I suggest that you find the middle path. You will need to objectively assess what SAFe recommends, and then see where you can bring in organic practices that make sense for your teams.
An example: PI Planning in SAFe can be overwhelming, with 150+ people working together for days to plan stories for 5-6 sprints. What I’ve seen work best is helping teams plan story-level work for the first two sprints and keep the rest lightweight. Why? Because things change. Work from previous sprints often overflows, priorities shift, and new demands creep in. Teams we’ve coached in this way have found PI planning to be much smoother and less taxing, without sacrificing value delivery.
This mindset will show your true SAFe people manager leadership and help your team stay focused and energized throughout the process.
