1. Rethinking Agile
Leadership
Andrea Provaglio
Agile Enterprise Coach
@andreaprovaglio

2. I work with executives, managers
and teams in intellect-based
organizations. I help them rethink
their organizational dynamics,
mindset, processes and practices,
so that they can do business
effectively in the 21st century.
Nice Meeting You

3. What is agility?

4. What is agility?
Knowing that you
don’t know.

5. What is agility?
Knowing that you
don’t know.
And operate.
Intelligently.

6. COMPLEX COMPLICATED
OBVIOUSCHAOTIC
UNORDER
DISORDER
Cynefin framework by Dave Snowden
ORDER

7. COMPLEX COMPLICATED
Enabling Constraints
Unknown unknowns
Governing Constraints
Known unknowns
probe-sense-respond sense-analyze-respond
OBVIOUSCHAOTIC
Rigid Constraints
Known knowns
Absence of Constraints
Unknowables
act-sense-respond sense-categorize-respond
UNORDER
DISORDER
Cynefin framework by Dave Snowden
ORDER

8. COMPLEX COMPLICATED
Enabling Constraints
Unknown unknowns
Governing Constraints
Known unknowns
probe-sense-respond sense-analyze-respond
OBVIOUSCHAOTIC
Rigid Constraints
Known knowns
Absence of Constraints
Unknowables
act-sense-respond sense-categorize-respond
Agility
UNORDER
DISORDER
Cynefin framework by Dave Snowden
ORDER

9. Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html

10. Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
• Find out where you are
• Take a small step
towards your goal
• Adjust your
understanding based on
what you learned
• Repeat

11. Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
• Find out where you are
• Take a small step
towards your goal
• Adjust your
understanding based on
what you learned
• Repeat
When faced with two or
more alternatives that
deliver roughly the same
value, take the path that
makes future change
easier.

12. The Business Case
Value

13. The Business Case
ValueOrganization

14. The Business Case
ValueOrganizationLeadership

15. The Business Case
ValueOrganizationLeadershipMindset and Skills

16. Which types of
organizations foster
agility?

17. Organizational Qualities for Agility

18. Organizational Qualities for Agility
Decentralized
decision-making

19. Organizational Qualities for Agility
Decentralized
decision-making
Continuous scanning and
learning

20. Organizational Qualities for Agility
Adaptation as new information
becomes available
Decentralized
decision-making
Continuous scanning and
learning

21. Formal Structure Matters

22. Formal Structure Matters
Hierarchy

23. Formal Structure Matters
Hierarchy Matrix

24. Formal Structure Matters
Hierarchy TribesMatrix

25. And Social Structure Is Key
Individuals and Interactions
are the “nervous system” of
the Agile organization

26. Management and Leadership
Quotes from “Tribes” by Seth Godin

27. Management and Leadership
Management is about manipulating
resources to get a known job done
Quotes from “Tribes” by Seth Godin
Authority

28. Management and Leadership
Management is about manipulating
resources to get a known job done
Leadership is about creating change
you believe in
Quotes from “Tribes” by Seth Godin
Influence
Authority

29. Management and Leadership
Management is about manipulating
resources to get a known job done
Leadership is about creating change
you believe in
Quotes from “Tribes” by Seth Godin
Influence
Managers have employees
Authority
Leaders have followers.

30. Accountability vs. Responsibility

31. Accountability vs. Responsibility
BeingAccountable

32. Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable

33. Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable
Real responsibility can only be
taken.

34. Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable
Managers want accountability
Real responsibility can only be
taken.
Leaders take responsibility.

35. Influencing Others

36. Influencing Others
It’s impossible NOT to
communicate

37. Influencing Others
It’s impossible NOT to
communicate
Your every act, word and
thought has an influence

38. Influencing Others
It’s impossible NOT to
communicate
Your every act, word and
thought has an influence
Awareness and ethics of
influencing is essential

39. What is Agile Leadership?

40. What is Agile Leadership?
Definitely NOT what
this guy is doing.

41. People Imagine Wonderful Leaders, But…

42. People Imagine Wonderful Leaders, But…
What kind of leader do
YOU want to be?

43. About The “Agile Leader”

44. About The “Agile Leader”
Everyone leads, from time
to time

45. About The “Agile Leader”
Everyone leads, from time
to time
Therefore, everyone follows
from time to time

46. About The “Agile Leader”
Everyone leads, from time
to time
Knowing how and when
to follow is equally
important as to lead
Therefore, everyone follows
from time to time

47. About The “Agile Leader”
Everyone leads, from time
to time
Knowing how and when
to follow is equally
important as to lead
Therefore, everyone follows
from time to time
Agile Leaders grow other
Agile Leaders

48. Distrubuted, Contextual Leadership
Promote multiple,
synergistic Acts of
Leadership

49. Distrubuted, Contextual Leadership
Promote multiple,
synergistic Acts of
Leadership

50. Supporting
Qualities
for Agile leadership
Influence

51. Supporting
Qualities
for Agile leadership
Envisioning and
Communication Skills
Influence

52. Supporting
Qualities
for Agile leadership
Trustworthiness
Envisioning and
Communication Skills
Influence

53. Supporting
Qualities
for Agile leadership
Truthfulness
Empathy
Non-self
mindset
Personal
Responsibility
Trustworthiness
Envisioning and
Communication Skills
Influence

54. Supporting
Qualities
for Agile leadership
Truthfulness
Empathy
Non-self
mindset
Personal
Responsibility
Self-
awareness
Trustworthiness
Envisioning and
Communication Skills
Influence

55. What I Mean by Self-Awareness

56. What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself

57. What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself
You cannot take care of others, if you can’t
take care of with yourself

58. What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself
You cannot take care of others, if you can’t
take care of with yourself
You cannot lead others, if you can’t lead
yourself

59. Truthfulness Applied

60. Truthfulness Applied
I Language

61. Truthfulness Applied
I Language
Walk the Talk

62. Truthfulness Applied
I Language
Walk the Talk
Keeping Promises

63. Truthfulness Applied
I Language
Walk the Talk
Keeping Promises
Depicting Reality

64. Trustworthiness

65. Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”

66. Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”
Essential for truthfulness in interactions

67. Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”
Essential for truthfulness in interactions
Not to be confused with reliability

68. Let’s Wrap It Up

69. Let’s Wrap It Up
In agility, continuous and synergistic
acts of leadership outweigh the
occasional top-down decisions

70. Let’s Wrap It Up
Leadership is not a position.
Everyone leads, everyone
follows.
In agility, continuous and synergistic
acts of leadership outweigh the
occasional top-down decisions

71. Let’s Wrap It Up
To enable agility in all organizational domains,
develop key essential qualities of the individuals
— the nervous system of an organization that
manifests agility
Leadership is not a position.
Everyone leads, everyone
follows.
In agility, continuous and synergistic
acts of leadership outweigh the
occasional top-down decisions

72. Want to Talk?
provagl.io/linkedin
provagl.io/twitter
provagl.io/contact
Use these
courtesy
URLs!