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Five (Oops!) Six Mistakes You are Making as a Leader

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The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.

Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.

Published in: Leadership & Management
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Five (Oops!) Six Mistakes You are Making as a Leader

  1. 1. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility Five Six Mistakes You’re Making as a Leader Pete Behrens @petebehrens Oops !
  2. 2. by Trail Ridge © 2005 - 2017 Pete Behrens CEC CST Certified Enterprise Coach Certified Scrum Trainer Certified
 Agile
 Leadership CAL a few clients i work with board of directors
  3. 3. by Trail Ridge © 2005 - 2017 Mistake over-focus on others You Organization is a reflection of you obedient employees Do The Agile!
  4. 4. by Trail Ridge © 2005 - 2017 A Personal “AHA!” Pete learns a valuable lesson in how his kids reflect his parenting
  5. 5. by Trail Ridge © 2005 - 2017 A Personal “AHA!” How are YOU showing up as a leader?
  6. 6. by Trail Ridge © 2005 - 2017 Management’s Record… ?! ! R. Hogan & Kaiser, 2005
 What we know about leadership. Review of General Psychology 70% SAY THEIR MANAGER IS THE MOST STRESSFUL PART OF THEIR JOB.
  7. 7. by Trail Ridge © 2005 - 2017 ReFocus on YOU! “Unless leaders do
 their own development
 they are unlikely to create
 business transformation.” Quote by Robert Anderson in Mastering Leadership
  8. 8. by Trail Ridge © 2005 - 2017 Lars’ Story… While little has changed in the way research is conducted. Lars is taking it personally - experimenting on himself. Global Research Director
  9. 9. by Trail Ridge © 2005 - 2017 Experiments on Himself Paired-Leadership Mission-oriented
 Me-staffing
  10. 10. by Trail Ridge © 2005 - 2017 Safe-to-Experiment Culture Flash-Swarm
 Experiments They not only experiment on research,
 
 They experiment with HOW they research!
  11. 11. by Trail Ridge © 2005 - 2017 Business results Global Research Director Employee engagement growth Customer satisfaction growth New contracts signed
  12. 12. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you othersbefore
  13. 13. by Trail Ridge © 2005 - 2017 Mistake over-focus on skills ?! ! 2016 Penna Survey as reported at http://www.rpx2.com/self-awareness-performance-management 80% Only 25% of
 employees agree 80% of Managers
 believe they are
 supportive of employees 25%
  14. 14. by Trail Ridge © 2005 - 2017 Fixing this does not require skill acquisition. It requires self enlightenment ! Self-Awareness is the key AHA! Maybe it’s me
  15. 15. by Trail Ridge © 2005 - 2017 A Personal “AHA!” Pete learns a valuable lesson regarding his lack of awareness with his spouse, Jana
  16. 16. by Trail Ridge © 2005 - 2017 A Personal “AHA!” the expert Solves problems Gets work done! Knows best Nobody does it better
  17. 17. by Trail Ridge © 2005 - 2017 Rachel’s story… Financial Portfolio Director Rachel was seeking to improve her leadership effectiveness. She chose to conduct a 360° view of herself
  18. 18. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share
  19. 19. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share Rachel is over- accommodative
  20. 20. by Trail Ridge © 2005 - 2017 Awareness precedes Change ? default new Developing Catalyst Habits
  21. 21. by Trail Ridge © 2005 - 2017 Self-Awareness is the key AWARENESS precedes CHOICE CHOICE precedes CHANGE AHA! default new ?
  22. 22. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you othersbefore awareness skillsbefore
  23. 23. by Trail Ridge © 2005 - 2017 Mistake over-focus on delivering PACE OF CHANGE TECHNOLOGY Automation and G L O BA L I Z A T IO N
  24. 24. by Trail Ridge © 2005 - 2017 Grace’s story… Her and her POs conduct Sprint
 Reviews with key “Stakeholders” Business Operations Leader
  25. 25. by Trail Ridge © 2005 - 2017 Experiments with more stakeholders Feeling uncomfortable she opened the review up to more real users… …and learned a great deal…
  26. 26. by Trail Ridge © 2005 - 2017 change in focus… Mission Control Quality Products Complicated Outputs Happy Customers! Co-Create & Iterate Complex Outcomes
  27. 27. by Trail Ridge © 2005 - 2017 Business results Co-creative engagement with stakeholders Grace now enables teams to hear from stakeholders directly about what is working and what is not
  28. 28. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you othersbefore experiments deliverybefore awareness skillsbefore
  29. 29. by Trail Ridge © 2005 - 2017 Mistake over-focus on behavior Don’t be a January Person January February 73% of people
 give up on their fitness goals bodybuilding.com in November 2012
  30. 30. by Trail Ridge © 2005 - 2017 Satty’s Story… Managing IT Director Global Consulting Firm Facing a global financial crisis, Satty confronted tough decisions
  31. 31. by Trail Ridge © 2005 - 2017 Radical Re-structuring Like many organizations, development & support were separated. SupportArchitecture USA India
  32. 32. by Trail Ridge © 2005 - 2017 Radical Re-structuring 3-Month experiment - break down silos to address systemic behaviors. Support 2.0 Created hyper-collaborative x-functional, x-location teams USA India
  33. 33. by Trail Ridge © 2005 - 2017 Eliminated Job Titles Business Analysts project managers Software Developers systems testers scrum team Professional Development Leader Eliminated job titles to drive self-organized teams to solve problems.
  34. 34. by Trail Ridge © 2005 - 2017 Change Behaviors with Structure PROCESS STRUCTURE CULTURE If you seek behavior change, change the organization structures. Culture
 follows Structure
  35. 35. by Trail Ridge © 2005 - 2017 Business results Year 1 2 3 4 5 $12M $3M Reduced costs Smaller Agile Teams Improved Satisfaction Increased Resiliency Happier Employees
  36. 36. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you others structures behaviors before before awareness skills experiments deliverybefore before
  37. 37. by Trail Ridge © 2005 - 2017 Mistake over-focus on performance performance 20 40 60 80 100 More Faster Cheaper Get it done!
  38. 38. by Trail Ridge © 2005 - 2017 performance resilience 1980 Companies 1990 2000 2010 2020 10 20 30 40 Tom Peters Jim Collins In search of Excellence Built to Last By 2006 Only 30% Still High Performing
  39. 39. by Trail Ridge © 2005 - 2017 Organizations focusing on performance + health are 3-times more successful than those focusing on performance alone. Performance + Health
  40. 40. by Trail Ridge © 2005 - 2017 My Personal “AHA!” the achiever Aligns resources Drives productivity “Facilitates” others Gets others “Buy-In”
  41. 41. by Trail Ridge © 2005 - 2017 Performance + health = resiliency Employee Engagement performance 20 40 60 80 100 More Faster Cheaper Customer Satisfaction Do The Agile!Let’s build it!Get it done! health+ Organization resiliency Quality Products
  42. 42. by Trail Ridge © 2005 - 2017 Chris’ Story… Senior VP Engineering ValueDelivery 2000 2005 2010 2015 Be the Best in class 2006 CRASH!
  43. 43. by Trail Ridge © 2005 - 2017 Chris’ Story… Senior VP Engineering ValueDelivery 2000 2005 2010 2015 Be the Best at Agile… to be the Best in class 2006 CRASH! Be the Best in class
  44. 44. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1#2 #3 May Jun Jul Aug compete
 showcase! ship!compete
 showcase! compete
 showcase!
  45. 45. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1 49% having the
 
 “best time”
 or a
 “good time”
 
 at work pre-agile 89% post-agile
  46. 46. by Trail Ridge © 2005 - 2017 Business results 2006 2008 2010 2012 2014 2016 800% 600% 400% 200% Market Leader Since transitioning to Agile, they
 outpaced all other competitors
  47. 47. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you others health performance structures behaviors before before awareness skills experiments delivery before before before
  48. 48. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility AHA! Stand Up With a person next to you, share your key AHA! this morning
  49. 49. by Trail Ridge © 2005 - 2017 Mistake over-focus on the destination
  50. 50. by Trail Ridge © 2005 - 2017 My Personal “AHA!” Pete learns a valuable lesson from his coaching engagement at
  51. 51. by Trail Ridge © 2005 - 2017 Agile Health is earned every day Agile Health is not given, it’s earned through pain & hard work.
  52. 52. by Trail Ridge © 2005 - 2017 Ignite Your Leadership Agility you others awareness skills health performance experiments delivery structures behaviors enjoy the ride before before journey destinationbefore before before before
  53. 53. by Trail Ridge © 2005 - 2017 Leadership agility Role-Models None of these Leaders were
 the CEO, head of HR or “top dog”. Yet each are on a journey in building a culture of agility to thrive beyond them.
  54. 54. by Trail Ridge © 2005 - 2017 Leader Organization enable action Certified Agile Leadership (CAL) AHA!

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