3. Leaders live at all levels
Org Level:
Influential
Contributor
Direct Reports
& Budget
Leader of
Leaders
Sample Titles:
Scrum Master,
Tech lead
PMO Director,
Program Manager
Deputy CIO,
Head of Risk
Ted
Team Lead
Maria
Manager
Emmit
Executive
4. A New Horizon
After significant industry changes, we have new roles,
new team structures, new relationships…
• Why are these changes happening in the first place?
• What is agile leadership supposed to look like?
• How do I go about growing into those expectations?
7. We value working product over comprehensive documentation
We value customer collaboration over contract negotiation
We value responding to change over following a plan
We value individuals & interactions over processes & tools
AgileManifesto.org
→ Empowering
→ Delivering
→ Adapting
→ Partnering
“Better ways of developing products”
10. Stereotype Agile Thinking
“Pfft. They don’t get agile.”
“Their desire for full details
is obviously an intellectual
shortcoming.
We need new people.”
“That’s not empowering.
That’s command and
control.”
13. Agile Leaders are NOT the Norm
High Reactive
Mid Reactive
Mid Creative
High Creative
72%
Imperfect
28%
Just Right
14. Agile Leaders are NOT the Norm
High Reactive
Mid Reactive
Mid Creative
High Creative
Pre-Heroic
Expert
Achiever
Catalyst
72%
Imperfect
28%
Just Right
90%
Imperfect
10%
Just Right
15. Agile Leaders are NOT the Norm
High Reactive
Mid Reactive
Mid Creative
High Creative
Pre-Heroic
Expert
Achiever
Catalyst
72%
Imperfect
28%
Just Right
90%
Imperfect
10%
Just Right
…because of the very problem
we are trying to solve
“The Institutional Ceiling”
Self-
determination
Performance
Goals
Hierarchy
Inertia
Deep
equality
16. Daily Thoughts for the TRUE BELIEVERS
“It’s easy to forget how
stressful it is when even GOOD
things are forced up them”
Empathy
17. Daily Thoughts for the TRUE BELIEVERS
“It’s easy to forget how
stressful it is when even GOOD
things are forced up them”
“Remember, he’s not a bad
person; he’s simply at the
beginning of an agile skillset.”
Empathy
The Journey
18. Daily Thoughts for the TRUE BELIEVERS
“It’s easy to forget how
stressful it is when even GOOD
things are forced up them”
“Hmm. She’s not all wrong.
We do need some process
controls. It might even help
with empowerment.
“Remember, he’s not a bad
person; he’s simply at the
beginning of an agile skillset.”
Empathy
The Journey
Balance
19. Effective Leadership is Balanced
Task Competencies
Relationship Competencies
• Caring Connection
• Fosters Team Play
• Collaborator
• Mentoring
• EQ
• Selfless Leader
• Balance
• Composure
• Personal Learner
• Integrity
• Decisiveness
• Achieves Results
• Purposeful & Visionary
• Strategic Focus
• Systems Thinker
• Sustainable Productivity
• Community Concern
• Courageous Authenticity
22. Daily Thoughts for the ACCOMODATIVE
“What hasn’t been said yet,
that could bear mentioning
or repeating?”
Usually Quiet?
23. Daily Thoughts for the ACCOMODATIVE
“Is it really that dangerous if
I take initiative first?”
“What hasn’t been said yet,
that could bear mentioning
or repeating?”
Holding Back?
Usually Quiet?
24. Daily Thoughts for the ACCOMODATIVE
“Is it really that dangerous if
I take initiative first?”
“What do I need to stand up
for? What’s holding me back?
“What hasn’t been said yet,
that could bear mentioning
or repeating?”
Holding Back?
Usually Quiet?
Compromise
Often?
25. Daily Thoughts for the ASSERTIVE
“If I compromise now, what
relational capital can I gain
for a bigger issue later?”
Firm
26. Daily Thoughts for the ASSERTIVE
“I’ll wait to see if someone
else brings this up”
“If I compromise now, what
relational capital can I gain
for a bigger issue later?”
Talk Too Much?
Firm
27. Daily Thoughts for the ASSERTIVE
“I’ll wait to see if someone
else brings this up”
“If I compromise now, what
relational capital can I gain
for a bigger issue later?”
“If I send someone else to
the meeting, what can I do
with that time?”
Talk Too Much?
Overly visible?
Firm
29. Time
The Journey Has Stages for Everyone
• “My value is in
my work”
• Tactical
Outputs
• Immediate
deadlines
• “My value is in
my results”
• Strategic
Outcomes
• Project
Milestones
Expert
• “My value is in my
legacy”
• Visionary Impact
• Stand the test of
time
• More Integrated
Achiever
Catalyst
More Agility
30. The Journey In Small Increments
Do
For the work I own…
Reports
Newsletters
Metrics
Meetings
Minutes
Problem Solving
…I have a choice in how to get it done
Drive
Develop
Expert Achiever Catalyst
31. Leadership Habits Assessment
1. List 2-4 regular tasks / responsibilities
2. Write the Default approach you take: Do/Drive/Develop
3. Write the Desired approach you’d prefer
(e.g. Do => Drive or Drive => Develop)
4. Brainstorm 1-3 prompts to remind you (e.g. calendar)
32. Leadership Habits Assessment
Jesse’s Self-assessment
1. List: PowerPoint prep
2. Write the Default: I always do all the PowerPoint
3. Write the Desired: (Do => Drive) If I delegate the
different parts & integration, I have more time to
do other things
4. Brainstorm: Move all files from my laptop to share
drive, so it’s harder for me to start it. Schedule a
pre-review of their work, before submission
33. YOUR TURN
1. List 2-4 regular tasks / responsibilities.
Type 1 in the chat window
34. YOUR TURN
1.
2. Write the Default approach you take.
For that item, type : Do, Drive, or Develop
35. YOUR TURN
1.
2.
3. Write the Desired approach you’d prefer for that item
(Type Do => Drive or Drive => Develop)
38. “I’m working on my Leadership skills. You
may notice me trying to be a bit more
assertive/accommodative. It may be clumsy,
but know that it’s intentional.”
Give them a heads up
39. “I know how I would do it, but I’m more
interested to see how you would do it.”
Delegate with sincerity
40. “I know we have immediate goals, but how
can we ensure our results will be sustained
over the long term?”
Remind them of the bigger picture
41. “I was really impressed how you closed that
meeting. You repeated others’ ideas and
invited volunteers. That is the culture I am
excited to see happening.”
Catch them doing it right
