Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

01. Rethinking Agile Leadership - Andrea Provaglio - #ScaBru18

169 views

Published on

The Agile world seems to have recently discovered the importance of "leadership". This can be very good news and it can also be very bad news. It’s bad news if the so-called “Agile Leadership” is a way to rebrand traditional management models, along with their underlying mindset, so that they could survive in a rather different cultural ecosystem — namely, Agile. On the other hand, this interest can be very good news if Agile Leadership is seen as something almost entirely new. In his presentation, Andrea showcases the unique qualities of Agile Leadership and how it requires a more mature understanding and practice in the entire organization.

Published in: Leadership & Management
  • Be the first to comment

01. Rethinking Agile Leadership - Andrea Provaglio - #ScaBru18

  1. 1. Rethinking Agile Leadership Andrea Provaglio Agile Enterprise Coach
 @andreaprovaglio
  2. 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. 3. What is agility?
  4. 4. What is agility? Knowing that you don’t know.
  5. 5. What is agility? Knowing that you don’t know. And operate. Intelligently.
  6. 6. COMPLEX COMPLICATED OBVIOUSCHAOTIC UNORDER DISORDER Cynefin framework by Dave Snowden ORDER
  7. 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. 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. 9. Agility according to @pragdave https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
  10. 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. 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. 12. The Business Case Value
  13. 13. The Business Case ValueOrganization
  14. 14. The Business Case ValueOrganizationLeadership
  15. 15. The Business Case ValueOrganizationLeadershipMindset and Skills
  16. 16. Which types of organizations foster agility?
  17. 17. Organizational Qualities for Agility
  18. 18. Organizational Qualities for Agility Decentralized decision-making
  19. 19. Organizational Qualities for Agility Decentralized decision-making Continuous scanning and learning
  20. 20. Organizational Qualities for Agility Adaptation as new information becomes available Decentralized decision-making Continuous scanning and learning
  21. 21. Formal Structure Matters
  22. 22. Formal Structure Matters Hierarchy
  23. 23. Formal Structure Matters Hierarchy Matrix
  24. 24. Formal Structure Matters Hierarchy TribesMatrix
  25. 25. And Social Structure Is Key Individuals and Interactions are the “nervous system” of the Agile organization
  26. 26. Management and Leadership Quotes from “Tribes” by Seth Godin
  27. 27. Management and Leadership Management is about manipulating resources to get a known job done Quotes from “Tribes” by Seth Godin Authority
  28. 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. 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. 30. Accountability vs. Responsibility
  31. 31. Accountability vs. Responsibility BeingAccountable
  32. 32. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable
  33. 33. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable Real responsibility can only be taken.
  34. 34. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable Managers want accountability Real responsibility can only be taken. Leaders take responsibility.
  35. 35. Influencing Others
  36. 36. Influencing Others It’s impossible NOT to communicate
  37. 37. Influencing Others It’s impossible NOT to communicate Your every act, word and thought has an influence
  38. 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. 39. What is Agile Leadership?
  40. 40. What is Agile Leadership? Definitely NOT what this guy is doing.
  41. 41. People Imagine Wonderful Leaders, But…
  42. 42. People Imagine Wonderful Leaders, But… What kind of leader do YOU want to be?
  43. 43. About The “Agile Leader”
  44. 44. About The “Agile Leader” Everyone leads, from time to time
  45. 45. About The “Agile Leader” Everyone leads, from time to time Therefore, everyone follows from time to time
  46. 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. 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. 48. Distrubuted, Contextual Leadership Promote multiple, synergistic Acts of Leadership
  49. 49. Distrubuted, Contextual Leadership Promote multiple, synergistic Acts of Leadership
  50. 50. Supporting Qualities for Agile leadership Influence
  51. 51. Supporting Qualities for Agile leadership Envisioning and Communication Skills Influence
  52. 52. Supporting Qualities for Agile leadership Trustworthiness Envisioning and Communication Skills Influence
  53. 53. Supporting Qualities for Agile leadership Truthfulness Empathy Non-self mindset Personal Responsibility Trustworthiness Envisioning and Communication Skills Influence
  54. 54. Supporting Qualities for Agile leadership Truthfulness Empathy Non-self mindset Personal Responsibility Self- awareness Trustworthiness Envisioning and Communication Skills Influence
  55. 55. What I Mean by Self-Awareness
  56. 56. What I Mean by Self-Awareness You cannot communicate with others, if you can’t communicate with yourself
  57. 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. 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. 59. Truthfulness Applied
  60. 60. Truthfulness Applied I Language
  61. 61. Truthfulness Applied I Language Walk the Talk
  62. 62. Truthfulness Applied I Language Walk the Talk Keeping Promises
  63. 63. Truthfulness Applied I Language Walk the Talk Keeping Promises Depicting Reality
  64. 64. Trustworthiness
  65. 65. Trustworthiness “If I make myself vulnerable, I trust that you won’t take advantage of that”
  66. 66. Trustworthiness “If I make myself vulnerable, I trust that you won’t take advantage of that” Essential for truthfulness in interactions
  67. 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. 68. Let’s Wrap It Up
  69. 69. Let’s Wrap It Up In agility, continuous and synergistic acts of leadership outweigh the occasional top-down decisions
  70. 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. 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. 72. Want to Talk? provagl.io/linkedin provagl.io/twitter provagl.io/contact Use these courtesy URLs!

×