In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work. We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait... It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea. Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.

1. T I M E L E S S L E A D E R S H I P
While we’re waiting to start…
Go to http://sli.do Enter code: M544
@adrianagirdler
#TOagile2017
@jasonlittle
#TOagile2017

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Why Timeless Leadership?
We have centuries of great stories and models about leadership

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Agile Leadership?
Isn’t great leadership, just leadership? What did leaders do before 2001?

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Trait Leadership (Stogdill, 1948)
“Great Man” Theory (Thomas Carlyle, 1840’s)
Scientific Management (Winslow-Taylor, 1920’s)
Lewin’s Leadership (Kurt Lewin, 1939)
Charismatic Authority (Max Weber (not to be confused with Max Webster m/), 1976
Contingency Theory of Leadership (Dr Fred Fielder,
Participative Leadership Theory (Renis Likert, 1976)
Leader-Member Exchange Theory (Dansereau, Graen, and Haga, 1975; Graen &
Cashman, 1975; and Graen, 1976)
Situational Leadership (Ken Blanchard)
Path-Goal Leadership (Martin G. Evans (1970) and Robert J. House (1971)
Servant Leadership (Robert Greenleaf (1970 and 1977) )
Transformational Leadership (James McGregor Burns and Bernard Bass, 1985)
It’s all been invented folks…

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“The way forward is
paradoxically to look not
ahead, but to look around”
John Seely Brown, Social Life of Information

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Your employees come first. And if you
treat your employees right, guess what?
Your customers come back, and that
makes your shareholders happy. Start
with employees and the rest follows
from that.
Started Southwest Airlines in 1972
Served a 4-plane customer base with 3 planes
Pioneered the 10-minute Turnaround
Book: Lead with LUV - Ken Blanchard, Colleen Barrett

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You'll never have the market cornered
on what you know. Continue to learn,
grow, and develop is the the key to
becoming a leader and the pathway to
the top.
Chief Security Officer (CSO) Microsoft, ex-CIA
Pioneered the Gold Standard for Corporate Security-GSOC
Created and implementing a new Platinum Standard for
Corporate Security-VSOC

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I make a point of talking to clients nearly
every day, but often in a place where
they look for answers: our call centre
Took Helpdesk calls once a week
No office, sits on the floor with everyone else
Walked around and said hi to people when he started
Book: Weology by Peter Aceto

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Our vision is the reason why we get up
in the morning, why we go to work!
Executive Director, Sales Operation
Create and develop a new cross-functional brand team for a new key
product offering
Bridging gaps, breaking down silos and connecting the team with a
greater purpose

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Exercise 1:
When you think of great leadership, what comes to mind?
Example: If you think great leadership is about listening, write
‘listening’ on the sticky note.
1. Silent brain writing, 1 word, or short-phrase per sticky.
2. Each person shows their list, remove duplicates.
3. Organize your stickies on your table in these columns:
Tangible
(process/tools/models/practices)
In-Tangible
(behaviours/attributes/traits)
20 minutes

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VISIONING
INVENTING
SENSE-MAKING RELATING
Action
Enablement
Everyone has their unique signature, and must balance these capabilities

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What future possibilities exist?
Vision is based on the leaders core values.
Reinforce the urgency of now.
We, not me.
Who are strong visionaries?
What happens if Visioning is the dominant
capability?
“Paint a picture of what could be.”
VISIONING
“

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INVENTING
Enable others to do what hasn’t been done before
Chart a path through uncertainty
Who are strong inventors?
What happens if Inventing is the dominant
capability?
“An effective leaders enable others to create new processes and structures”

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Get out and understand what’s going on
Create shared understanding via co-creation
Internally and externally focused
Who are strong Sense-Makers?
What happens with strong Sense-making, but weak
Inventing, Relating and Visioning?
“Great leaders understand the new rules of the game, while it’s being played.”
SENSE-MAKING

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Be visible.
Be re-assuring.
No placating.
Inquiry, advocacy, connecting
Who are strong Relaters?
What happens with strong Relating, but weak
Inventing, Sense-making and Visioning?
“Here’s what we know, what we don’t, and here’s our current plan.”
RELATING

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HOMEWORK - WHICH LENS?
Strategic
“brain”
Political
“Gut”
Cultural
“Heart”
Strategic: “Architect” (Sense-making/Inventing)
Political: “Golden Retriever” (Relating)
Cultural: “Visionary” (Visioning)
Strategic (Rational View): Structure, tools and processes
- How people are grouped (functional, x-functional, regional, product etc)
- How groups are linked (programs, matrices, projects, ‘ceremonies’
- How groups are aligned on direction, and is it working?
Political (Social View): What’s in it for me and you?
- Power and influence
- Conflict resolution
- Social networks and structures
Cultural (Irrational View): The way things work around here
- mental models
- Cultural assumptions
- Habits and rituals

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VISIONING
INVENTING
SENSE-MAKING RELATING
What might this mean?
Who could be an example?

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Tangible
(process/tools/models/practices)
In-Tangible
(behaviours/attributes/traits)
VISIONING
INVENTING
SENSE-MAKING
RELATING
Exercise 2: Bring your stickies hither!

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VISIONING
INVENTING
SENSE-MAKING RELATING
My Actions for Improvement
Visioning:
Inventing:
Sense-making:
Relating:
What possibilities exist? Vision is based on the leader’s core values.
Empowering others to invent the future, create new processes, products and more.
Making sense of the organization, its market, and co-creating plans of action
Being visible, being inclusive, and being authentic
20 minutes
Exercise 3: Create your signature,
discuss with a partner

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Tangible
(process/tools/models/practices)
In-Tangible
(behaviours/attributes/traits)
VISIONING
INVENTING
SENSE-MAKING
RELATING
Actions
Exercise 4: Bring an action up, associate it to a capability

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History of Leadership
https://toughnickel.com/business/The-History-of-Leadership-Studies-and-Evolution-of-Leadership-
Theories
History of MIT’s 4-CAPS model:
http://ebusiness.mit.edu/research/Briefs/Ancona_Leadership_Final_VI.pdf
Alan Mulally (Boeing, Ford)
http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/
John Seely Brown (Xerox PARC)
https://www.wired.com/2000/08/brown/
RESOURCES AND STORIES
Get leadership tips from Adriana:
http://www.cornerstonedynamics.com/
http://timelessleadership.ca

25. VISIONING
INVENTING
SENSE-MAKING RELATING
timelessleadership.ca

26. VISIONING
INVENTING
SENSE-MAKING RELATING
My leadership signature My Actions for Improvement
Visioning:
Inventing:
Sense-making:
Relating:
What possibilities exist? Vision is based on the leader’s core values.
Empowering others to invent the future, create new processes, products and more.
Making sense of the organization, its market, and co-creating plans of action
Being visible, being inclusive, and being authentic
timelessleadership.ca

27. Strategic
“brain”
Political
“Gut”
Cultural
“Heart”
Strategic: “Architect” (Sense-making/Inventing)
Political: “Golden Retriever” (Relating)
Cultural: “Visionary” (Visioning)
3 Lenses Mapping Capabilities to the 3 Lenses
Strategic (Rational View): Structure, tools and processes
- How people are grouped (functional, x-functional, regional, product etc)
- How groups are linked (programs, matrices, projects, ‘ceremonies’
- How groups are aligned on direction, and is it working?
Political (Social View): What’s in it for me and you?
- Power and influence
- Conflict resolution
- Social networks and structures
Cultural (Irrational View): The way things work around here
- mental models
- Cultural assumptions
- Habits and rituals
timelessleadership.ca