Leadership in an Agile World
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To be a nimble, adaptable, and “agile” organization facing new challenges and complexities, traditionally accepted leadership practices from the past must be radically changed. This will require more than just obtaining leadership “buy-in” to start using Agile practices. Leaders will need to evolve along with the people participating on the front lines of change. They will need to model the same value-based behavior and activities we will be asking of our Agile teams. During this session, we will walk through the journey leaders take during an Agile transformation and also introduce an Agile Leadership Engagement Model. This model will provide a high-level view of possible behaviors, work products and relationships between senior leadership, mid-level leaders and your Agile teams. What the model represents is a simplistic starting point. A starting point for you or your guiding change coalition to begin including your leadership team into the transformation journey and to start having the challenging conversations your organization has previously avoided.
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Leadership in an Agile World
- 1. Leadership in an Agile World Len Lagestee @lagestee
- 2. In any society, if management is of the wrong kind for its time, most of the people are miserable most of the time. In our time, we suffer from management that is wrong for its time. Steve Denning @stevedenning The Meaning of Management – Forbes Blog September 16, 2013 We are struggling against systems not aligned with Agile values.
- 3. The Triggers for Change
- 4. The Barriers to Change VersionOne State of Agile Survey, 2012
- 5. …but something is happening.
- 6. Today, many things indicate that we are going through a transitional period, when it seems that something is on the way out and something else is painfully being born. It is as if something were crumbling, decaying and exhausting itself, while something else, still indistinct, were arising from the rubble.
- 7. A Leadership Journey “I’m skeptical” “I’ll just observe” “I’m committed” “I’ll be an encouragement”
- 8. Agile Leadership Engagement Model
- 10. Become a
- 11. Startsmall.
- 12. Bring in outside help if you need it.
- 13. Decide what your leadership legacy will
Editor's Notes
- INTROCOMPLAININGWORDS LIKE SELF-ORGANIZINGSOMETHING DOESN’T FEEL RIGHTTRADITIONAL LDR STRUCTURESCLASH WITH NEW THINKING AROUND HOW WORK GETS DONE
- AGILE PALOOZASUFFER – too strong a wordSTUGGLING AGAINST SYSTEMS NOT ALIGNED WITH AGILE VALUES
- NOT JUST ME, SOMETHING REALLY IS NOT WORKINGDATA to BACK it UP
- PEOPLE LEAVING / MORALE LOWCHANGE INITIATIVE CHANGE / CULTURE is an event…not a way of life.DNA of the ORGANIZATION NOT CHANGEDPLENTY of NEGATIVES…but something is happening
- MOVEMENTS (LEAN STRTUP, AGILITY, STOOS, MGMT 3.0, ANTIFRAGILE, SPOTIFY)PEOPLE ARE RECOGNIZING WHEN SOMETHING ISN’T WORKINGSTORY - "THIS ISN'T AGILE" is it
- KEYWORD IS PAINFULTHE WAY ORGS R TODAY IS FRAGILERecognize it will not happen overnightPersonal journey for leaders just like it is for you.HOW DOES THIS RELATE ON MONDAY
- CERTAINTY (just enough) – OFF THE CHARTOBSERVER>SHIFT Hold on to the pastENCOURAGER – “Explore.(STORY - MEETINGS) – Hold on to the pastSKEPTICAL – “Resist” – DIRECTOR TESTCOMMITTED–”Active Engaged” What can I do for the teams? What does an Agile Organization need from me? The same shift in values you (the teams) are experiencing, I am experiencing as well.
- How leaders engage in an Agile organization…a simplistic model.WE HAD A SCRIPT – SCRUM GUIDELEADERSHIP LEVELS / TIME SCALEDON’T FORGET CULTUREVISION – The biggest gap in leadership today. We want to be explicit here because they will fill any time-vacuum with short-term involvement.PLANNING – Collaboration is intentionally designed. Cross-function collaboration becomes a part of the DNA. TECHNICAL/ARCHITECTURAL planning, PEOPLE planning, Building incredible teams, holding teams accountable to Agile values and principles, may mean firing. STORY – Product Owner, Architect, Designer – collaboration designed into the fabric of the teamsDELIVER – Our Agile teams, delivering frequent valueBIG IMPEDIMENTS – Most big impediments are due to poor planning.ENCOURAGE – Become an epic encourager. Shift from getting involved day to day.SUPPORT – the planning. Budgeting, clarification on the vision, decision-making.PREPARE – Product roadmapping – work through dependencies with other teams – program management lies between PLAN and PREPARELEARN – Everything there is to know about our customers/users – LEAN STARTUP principles – Determining experiments to see where “the world” is headedPARTNER - Brings what is being learned up and where we are headed down. Visioning is not done in a vacuum. NOTICE WHERE THE ARROWS ARE…THIS IS WHERE WE NEED CONNECTION…THIS IS WHERE WE NEED REAL ENGAGEMENT
- Am I even on the grid?WITH SELF-ASSESSMENT,CONSTANTLY PUSHING
- Be brave. Be passionate about change.Change will not happen through inactivity – there must be movement.POTENTIAL CLIENT STORY
- DAUNTINGMEET WITH YOUR BOSSDROP MATERIALS OFF FIND OTHER CATALYSTS
- WIFE STORY
- DO YOU WANT TO LEAVE A DISENGAGED TEAM or WORKFORCEARE YOU WILLING TO BREAK THE CHAINBECOME THE RIGHT LEADER FOR THE RIGHT TIMEDO IT FOR FUTURE GENERATION OF LEADERSYOU’RE NOT ALONE