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July 12 2016
PREDICT-AND-PLAN
VS
SENSE-AND-RESPOND
Predict-and-Plan
 Future is predictable
 Events and outcomes are by
their nature STABLE
 We are capable of seeing or
anticipating all relevant
situations ahead of time
 Cause and effect are stable
and linear
Sense-and-Respond
 We cannot predict the future
 Things will change
 We don’t have all the answers
ahead of time
 Cause and effect may not be
easily observable
Agile Coaching Institute – The Agile Leader
Managing for Results
 Plans created and executed
 People tasked with work
 Status meeting is created
 Responsibility for coordination held by management, rather
than people doing the work
 Focus on:
 Milestones, deliverables and “hitting the date”
Agile Coaching Institute – The Agile Leader
Designing Environments that Create Results
 Help workers see where organization is going
 Vision and Goal
 Empowering and enabling to leverage skills
 Catalyzing
Managing for Results
(“Directive”)
Designing Environments
(“Catalyzing”)
 Tell
 Direct
 Control
 ‘Incent’
 Conditions
 Structures
 Practices
 Roles
 Environments
 Vocabularies
AgileCoaching Institute – The Agile Leader
The “I” Perspective
 How people think and make sense of the world
 See an individual’s values, their mindset and way of thinking
about any given topic
 Coach-Leader Role:
 Coach others in development as leaders
 Developing yourself as a leader
 Clarifying vision and purpose for leading organization
The “IT” Perspective
 Perspective from which we observe an individual’s behavior
 Practices and skills
 Competence in technical practices, product development,
collaboration, communication and work relationships
 Process-Leader Role:
 Establishing expectations
 Establishing metrics to help organization and people improve
 Introducing new competencies, practices and vocabularies
The “WE” Perspective
 View of shared values, beliefs, habits and assumptions
 Determine how people should act in groups
 What can be said without censure
 Important to us as a culture
 What isn’t important
 What it means to be part of this team
 Alignment around common purpose and vision
 Collective flexibility as we sense-and-respond to change
 Facilitative-Leader Role:
 Orienting others around a shared vision
 Socializing Agile
 Identifying and engaging catalysts for culture change
The “ITS” Perspective
 Flexibility of structures, processes, systems and routines
 Governance systems
 How we work and coordinate activities
 Systems-Leader Role:
 Understand challenges and barriers teams run into
(environment/organization)
 Empower and enable others to help alleviate blocks that impede
organizational flow
 Shift processes to operate under pull model rather than push
model
 It takes practice
 As an Agile Leader you can expect to see positive results early
on
 Can view organization situations through any window
 The Agile Leader will discern with window and which role
 Great need for Agile leadership through any Agile
transformation
 The Agile Leader
Agile camp2016 leadership_styles

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Agile camp2016 leadership_styles

  • 2. PREDICT-AND-PLAN VS SENSE-AND-RESPOND Predict-and-Plan  Future is predictable  Events and outcomes are by their nature STABLE  We are capable of seeing or anticipating all relevant situations ahead of time  Cause and effect are stable and linear Sense-and-Respond  We cannot predict the future  Things will change  We don’t have all the answers ahead of time  Cause and effect may not be easily observable Agile Coaching Institute – The Agile Leader
  • 3. Managing for Results  Plans created and executed  People tasked with work  Status meeting is created  Responsibility for coordination held by management, rather than people doing the work  Focus on:  Milestones, deliverables and “hitting the date” Agile Coaching Institute – The Agile Leader
  • 4. Designing Environments that Create Results  Help workers see where organization is going  Vision and Goal  Empowering and enabling to leverage skills  Catalyzing
  • 5. Managing for Results (“Directive”) Designing Environments (“Catalyzing”)  Tell  Direct  Control  ‘Incent’  Conditions  Structures  Practices  Roles  Environments  Vocabularies
  • 6. AgileCoaching Institute – The Agile Leader
  • 7. The “I” Perspective  How people think and make sense of the world  See an individual’s values, their mindset and way of thinking about any given topic  Coach-Leader Role:  Coach others in development as leaders  Developing yourself as a leader  Clarifying vision and purpose for leading organization
  • 8. The “IT” Perspective  Perspective from which we observe an individual’s behavior  Practices and skills  Competence in technical practices, product development, collaboration, communication and work relationships  Process-Leader Role:  Establishing expectations  Establishing metrics to help organization and people improve  Introducing new competencies, practices and vocabularies
  • 9. The “WE” Perspective  View of shared values, beliefs, habits and assumptions  Determine how people should act in groups  What can be said without censure  Important to us as a culture  What isn’t important  What it means to be part of this team  Alignment around common purpose and vision  Collective flexibility as we sense-and-respond to change  Facilitative-Leader Role:  Orienting others around a shared vision  Socializing Agile  Identifying and engaging catalysts for culture change
  • 10. The “ITS” Perspective  Flexibility of structures, processes, systems and routines  Governance systems  How we work and coordinate activities  Systems-Leader Role:  Understand challenges and barriers teams run into (environment/organization)  Empower and enable others to help alleviate blocks that impede organizational flow  Shift processes to operate under pull model rather than push model
  • 11.  It takes practice  As an Agile Leader you can expect to see positive results early on  Can view organization situations through any window  The Agile Leader will discern with window and which role  Great need for Agile leadership through any Agile transformation  The Agile Leader

Editor's Notes

  1. Predict and Plan – Actions *Assumptions…we assume we can *plan most big things ahead of time *most decisions ahead of time *break down large initiatives into smaller pieces that fall into separate org responsibility areas (silos) *create organizational and management systems, processes, and structures to enable these assumptions and activities Sense and Respond *plan and strategize as they go *set things up to increase learning and then adjust based on learnings *make decisions quickly with limited info *make things visible and transparent *know how to give and receive useful feedback *have a high degree of flexibility on how they structure, organize, coordinate and execute work Respond with purpose and mission… not an order taker… do this without direction
  2. Managing for Results is basically “implementing Predict-and-Plan” Designing Environments is Helping people see where they are going (i.e., vision) and empowering them to obtain that end goal Note: doesn’t mean a leader ignore managing for results but it is not our go to position Jurgen Appelo – Don’t Create Motivational Debt: “ “You, go sit over there! You there, go finish this project!” vs. “What can I do to help you do your best work?” ASKING vs. TELLING Designing environments to create results
  3. The Focus is on teams and environments Leadership & Engagement: * grow your team’s capacity to grow, handle greater complexity * actively grow yourself as a leader Competencies & Products * Establishing expectations * Establishing metrics to understand how successful you are * Introducing new competencies, practices and vocabularies to help teams improve and succeed (give them the tools/training they need) Organizational Culture & Shared Vision * Orienting others around a shared vision * Socialization agile (CoP, coaching, readings, etc) * Identifying and engaging catalysts for cultural change (the Edge) – Draw the edge Organizational Architecture and Environment * Lean out our “system”… by listening to the people that are in it day to day * Setup an environment that allows teams to try new things to increase workflow, value flow, etc * Align other org functions so that they become more of a pull model than a push – empowering to question status quo, is this necessary, who needs it, what for? As we know, a leader can play many roles. The Agile Compass distills the roles A leader NEEDS TO BE ABLE TO navigate seamlessly from window to window (May be easier said than done? Takes recognition and practice?) Greatest obstacle – favor one window and see all scenarios from a single window