How leadership has evolved

1. July 12 2016

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