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Rethinking Agile
Leadership
Andrea Provaglio
Agile Enterprise Coach

@andreaprovaglio
I work with executives, managers
and teams in intellect-based
organizations. I help them rethink
their organizational dyna...
What is agility?
What is agility?
Knowing that you
don’t know.
What is agility?
Knowing that you
don’t know.
And operate.
Intelligently.
COMPLEX COMPLICATED
OBVIOUSCHAOTIC
UNORDER
DISORDER
Cynefin framework by Dave Snowden
ORDER
COMPLEX COMPLICATED
Enabling Constraints

Unknown unknowns
Governing Constraints

Known unknowns
probe-sense-respond sense...
COMPLEX COMPLICATED
Enabling Constraints

Unknown unknowns
Governing Constraints

Known unknowns
probe-sense-respond sense...
Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
• Find out where you are
• Take...
Agility according to @pragdave
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
• Find out where you are
• Take...
The Business Case
Value
The Business Case
ValueOrganization
The Business Case
ValueOrganizationLeadership
The Business Case
ValueOrganizationLeadershipMindset and Skills
Which types of
organizations foster
agility?
Organizational Qualities for Agility
Organizational Qualities for Agility
Decentralized
decision-making
Organizational Qualities for Agility
Decentralized
decision-making
Continuous scanning and
learning
Organizational Qualities for Agility
Adaptation as new information
becomes available
Decentralized
decision-making
Continu...
Formal Structure Matters
Formal Structure Matters
Hierarchy
Formal Structure Matters
Hierarchy Matrix
Formal Structure Matters
Hierarchy TribesMatrix
And Social Structure Is Key
Individuals and Interactions
are the “nervous system” of
the Agile organization
Management and Leadership
Quotes from “Tribes” by Seth Godin
Management and Leadership
Management is about manipulating
resources to get a known job done
Quotes from “Tribes” by Seth ...
Management and Leadership
Management is about manipulating
resources to get a known job done
Leadership is about creating ...
Management and Leadership
Management is about manipulating
resources to get a known job done
Leadership is about creating ...
Accountability vs. Responsibility
Accountability vs. Responsibility
BeingAccountable
Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable
Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable
Real responsibility can only be
taken.
Accountability vs. Responsibility
Feeling ResponsibleBeingAccountable
Managers want accountability
Real responsibility can...
Influencing Others
Influencing Others
It’s impossible NOT to
communicate
Influencing Others
It’s impossible NOT to
communicate
Your every act, word and
thought has an influence
Influencing Others
It’s impossible NOT to
communicate
Your every act, word and
thought has an influence
Awareness and ethic...
What is Agile Leadership?
What is Agile Leadership?
Definitely NOT what
this guy is doing.
People Imagine Wonderful Leaders, But…
People Imagine Wonderful Leaders, But…
What kind of leader do
YOU want to be?
About The “Agile Leader”
About The “Agile Leader”
Everyone leads, from time
to time
About The “Agile Leader”
Everyone leads, from time
to time
Therefore, everyone follows
from time to time
About The “Agile Leader”
Everyone leads, from time
to time
Knowing how and when
to follow is equally
important as to lead
...
About The “Agile Leader”
Everyone leads, from time
to time
Knowing how and when
to follow is equally
important as to lead
...
Distrubuted, Contextual Leadership
Promote multiple,
synergistic Acts of
Leadership
Distrubuted, Contextual Leadership
Promote multiple,
synergistic Acts of
Leadership
Supporting
Qualities
for Agile leadership
Influence
Supporting
Qualities
for Agile leadership
Envisioning and
Communication Skills
Influence
Supporting
Qualities
for Agile leadership
Trustworthiness
Envisioning and
Communication Skills
Influence
Supporting
Qualities
for Agile leadership
Truthfulness
Empathy
Non-self
mindset
Personal
Responsibility
Trustworthiness
En...
Supporting
Qualities
for Agile leadership
Truthfulness
Empathy
Non-self
mindset
Personal
Responsibility
Self-
awareness
Tr...
What I Mean by Self-Awareness
What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself
What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself
You cannot take c...
What I Mean by Self-Awareness
You cannot communicate with others, if you
can’t communicate with yourself
You cannot take c...
Truthfulness Applied
Truthfulness Applied
I Language
Truthfulness Applied
I Language
Walk the Talk
Truthfulness Applied
I Language
Walk the Talk
Keeping Promises
Truthfulness Applied
I Language
Walk the Talk
Keeping Promises
Depicting Reality
Trustworthiness
Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”
Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”
Essential for truthfulness in...
Trustworthiness
“If I make myself vulnerable, I trust that
you won’t take advantage of that”
Essential for truthfulness in...
Let’s Wrap It Up
Let’s Wrap It Up
In agility, continuous and synergistic
acts of leadership outweigh the
occasional top-down decisions
Let’s Wrap It Up
Leadership is not a position.
Everyone leads, everyone
follows.
In agility, continuous and synergistic
ac...
Let’s Wrap It Up
To enable agility in all organizational domains,
develop key essential qualities of the individuals
— the...
Want to Talk?
provagl.io/linkedin
provagl.io/twitter
provagl.io/contact
Use these
courtesy
URLs!
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01. Rethinking Agile Leadership - Andrea Provaglio - #ScaBru18

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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

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!

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