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Get those managers out of my way! #ManagersAreIndividualsToo

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Talk conducted by Antoinette Coetzee and Judith Mills at Agile2018

Abstract:
How often have you heard agilists say managers "don't get Agile"? At the same time not a lot of agilists have been in management roles, so could we also say "Agile coaches don't get management"?
Let's face it, agilists and traditional management look at the world very differently. Yet if we as coaches want to help create agile enterprises we not only have to understand the world a manager lives in, we need to develop compassion with them as individuals.
If you are keen to develop your ability to support managers on their Agile journey, join Judith and Antoinette, two Agile coaches who have been in management positions themselves. Let's look at our own biases around power and authority and how that influences our interactions. Expect to walk away with a deeper understanding of the specific challenges managers face when transitioning to an Agile way of working, increased compassion for managers and a coaching approach to truly meet them where they are.

Published in: Leadership & Management
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Get those managers out of my way! #ManagersAreIndividualsToo

  1. 1. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 GET THOSE MANAGERS OUT OF MY WAY! #ManagersAreIndividualsToo
  2. 2. SOLO WORK Think about a manager that is currently frustration you in your Agile endeavours. What is the main reason you feel blocked by them? Write down one or two words on an index card. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  3. 3. WALKING A MILE IN THEIR MOCCASINS @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  4. 4. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Leadership Personal responsibility Rank Change resilience Career ambition Purpose Personal satisfaction MINDSET& ENGAGEMENT "I" INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  5. 5. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Team culture and spirit Cohesiveness TEAM CULTURE & RELATIONSHIP "WE" INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile
  6. 6. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile COMPETENCIES, PRACTICES, PRODUCTS "IT" Skills Techniques Roles Technical practices Product focus
  7. 7. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Company culture Organisational altitude Value Streams Organisation structure Governance HR practices INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile ORGANISATIONAL ARCHITECTURE & ENVIRONMENT "ITS"
  8. 8. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Leadership Personal responsibility Rank Change resilience Career ambition Purpose Personal satisfaction MINDSET& ENGAGEMENT I Team culture and spirit Cohesiveness TEAM CULTURE & RELATIONSHIP WE Company culture Organisational altitude Value Streams Organisation structure Governance HR practices INTEGRAL AGILE Inspired by Michael K. Spayd’s work applying Integral Theory to Agile COMPETENCIES, PRACTICES, PRODUCTS ORGANISATIONAL ARCHITECTURE & ENVIRONMENT ITS IT Skills Techniques Roles Technical practices Product focus
  9. 9. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 PETER BLOCK “Resistance is an unskillful expression of a valid concern”
  10. 10. PAIR WORK Swop your card with your buddy. If you had to put yourself in this manager’s shoes, what do you think is the valid concern behind the block? Consider all 4 Integral quadrants. As the listener, be open, listen with curiosity, don’t justify or respond, ask only clarifying questions. Partner 2 repeats @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  11. 11. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 HOW DO WE CONTAMINATE THE SITUATION?
  12. 12. “We are both hard-wired and socialized to be acutely sensitive to power and hierarchy” AMY EDMONDSON HOW POWER INFLUENCES PEOPLE @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  13. 13. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 PRIVILEGE AND RANK
  14. 14. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 “Privilege is, by definition, a blindspot” FAITH FULLER
  15. 15. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 SOCIAL RANK Skin colour Gender Economic class Age Sexual orientation Nationality Source: Arnold Mindell
  16. 16. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Source: Arnold Mindell LOCAL / SITUATIONAL RANK Limited to a specific situation e.g. position in a company hierarchy
  17. 17. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 Source: Arnold Mindell PSYCHOLOGICAL / SPIRITUAL RANK Overcoming and surviving difficult life situations Relationship to something divine or transcendent
  18. 18. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 SOCIAL RANK Skin colour Gender Economic class Age Sexual orientation Nationality Source: Arnold Mindell LOCAL / SITUATIONAL RANK PSYCHOLOGICAL / SPIRITUAL RANK Limited to a specific situation e.g. position in a company hierarchy Overcoming and surviving difficult life situations Relationship to something divine or transcendent
  19. 19. “If you use rank consciously, it is medicine. Otherwise it’s poison” ARNOLD MINDELL @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  20. 20. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 THE NEUROSCIENCE OF POWER
  21. 21. TABLE DISCUSSION How do agilists outrank managers? What about the other way round? OR As a community, what views do we hold around authority that are standing in the way of an empathic relationship? @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  22. 22. MEETING MANAGERS WHERE THEY ARE @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  23. 23. WHAT A MANAGER DOES • Shares and clarifies vision, direction and strategic objectives • Clears roadblocks • Monitors deadlines • Mentors and coaches • Manages administration around contractors as well as personnel • Provides leadership and guidance around processes and architecture • Training • Manages budgets • Assigns tasks @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  24. 24. WHAT A MANAGER DOES • Shares and clarifies vision, direction and strategic objectives • Clears roadblocks • Monitors deadlines • Mentors and coaches • Manages administration around contractors as well as personnel • Provides leadership and guidance around processes and architecture • Training • Manages budgets @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  25. 25. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 EDGE THEORY Source: CRR Global - O R S C
  26. 26. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 HELPING PEOPLE CROSS AN EDGE What works? What does he/she value? Current painpoints? HONOUR THE FAMILIAR NEW INFORMATION What now? Concerns? Next steps? Be curious and meet them where they are. COACH WHAT ARISES How the new role supports what they value, strengthens what works and addresses what doesn't. Be authentic! Source: Lyssa Adkins et al :“Coaching Agile Teams” course
  27. 27. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 1 Given your frozen manager and the valid concern he has, what are the positives of his/her current position? 2 What can you see as the negatives? 3 What about their new role will enhance the positives and diminish the negatives? PAIR WORK
  28. 28. SOLO WORK Given everything we have spoken about today, what is the one thing you can add to your stance to enhance success with managers? @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018
  29. 29. @AntoinetteCoet | @JudithMills #ManagersAreIndividualsToo #Agile2018 THANK YOU #ManagersAreIndividualsToo

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