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Servant Leadership for traditional managers

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When teams, product development and entire organizations move from traditional processes to Agile, we as Managers, have to be prepared for it. It’s a new world where teams are self-organizing, the project has no deadlines, and we as managers are no longer Kings on the Mountaintop.

Leadership and autonomous teams are the buzz-words of today so we as managers have to go through our own agile transformation in order to survive.

Blogpost: https://agileindubai.com/servant-leadership-for-traditional-managers/

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Servant Leadership for traditional managers

  1. 1. WELCOME TO AGILEWHERE THE STORIES ARE MADE UP AND THE POINTS DON’T MATTER SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS
  2. 2. YOUR HOSTS TODAY WAJIH ASLAM RASMUS RUNBERG IT Manager Founder of AgileInDubai.com linkedin.com/in/runberg/ Agile Leader Member of AGILE ME team linkedin.com/in/wajihaslam/ SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS
  3. 3. www.meetup.com/AgileME-Dubai/ “AgileME-Dubai” https://AgileInDubai.com 5. AGILE LEADERSHIP
  4. 4. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS SUPPORTERS PLATINUM PARTNERS GOLD PARTNER BRONZE PARTNERS
  5. 5. WHAT IS LEADERSHIP?
  6. 6. MAGIC TRICK
  7. 7. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS • Everyone can be a leader • Setting expectations • Visionary • Inspiring WHAT IS A LEADER?
  8. 8. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS
  9. 9. MANAGEMENT CHESS
  10. 10. MANAGEMENT CHESS • 4 Managers - 4 Team Members • You can move back and forwards and to each side, but not diagonal • You cannot move to an already occupied or blocked square • You can only move according to instruction from your manager • Each move is a point - the manager will keep score • You have 30 seconds NOT VALID
  11. 11. MANAGEMENT CHESS WHY DID YOU GET A BETTER SCORE THE SECOND TIME?
  12. 12. MANAGEMENT VS SERVANT LEADERSHIP
  13. 13. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS • Serving the team • Managing products - not people • Remove impediments • Trust people to do what they do best SERVANT LEADERSHIP
  14. 14. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS THE PILLARS OF SERVANT LEADERSHIP CALLING You are compelled to lead others due to a believe in something greater than yourself 1 LISTENING You believe the best way to understand and help others is to listen to them 2 EMPATHY You understand that everyone has their own perspective and you try to see the world through their eyes 3
  15. 15. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS THE PILLARS OF SERVANT LEADERSHIP HEALING You recognize that as a leader of others you have the ability to change the narrative of their story 4 AWARENESS You recognize the need to be aware of yourself and your surroundings, and challenge what doesn’t feel right 5 PERSUASION Your role is not to direct others, but to encourage them to move in a direction that is best for them 6
  16. 16. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS THE PILLARS OF SERVANT LEADERSHIP FORESIGHT You have the ability to predict and understand the impact of the actions and, help navigate a better course 7 CONCEPTUALIZATION As a leader you are able to share the vision and articulate the outcome so that your team can determine how to get there 8 STEWARDSHIP Your accountability and commitment extends far beyond your people and your company to community and planet 9
  17. 17. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS THE PILLARS OF SERVANT LEADERSHIP GROWTH Your single greatest success and accomplishment as a servant leader is to grow and develop your people 10 COMMUNITY Your workplace culture is a place where all are welcome and all matter11
  18. 18. BALL GAME
  19. 19. BALL GAME • Only carry 1 ball at the time • 1 point for each ball in bucket • - 10 point for each ball that miss • 30 seconds to score as many points as possible NOT VALID
  20. 20. BALL GAME WHY DID YOU GET A BETTER SCORE THE SECOND TIME?
  21. 21. PSYCHOLOGICAL SAFETY
  22. 22. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS • 180 teams interviewed over a period of 2 years (starting 2012) • No patterns to be found !? - No correlation between successful and non-successful teams !? • No clear insights from looking into personal friendships, strong management, team structure, personal interests, gender etc. ??!!?? • Group norms were found to be key to success in a team GOOGLE’S PROJECT ARISTOTLE
  23. 23. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS
  24. 24. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS PSYCHOLOGICAL SAFETY IS BEING ABLE TO SHOW AND EMPLOY ONE'S SELF WITHOUT FEAR OF NEGATIVE CONSEQUENCES OF SELF-IMAGE, STATUS OR CAREER Kahn 1990, p. 708
  25. 25. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS MODERN AGILE
  26. 26. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS BUILDING A PSYCHOLOGICAL SAFE ENVIRONMENT
  27. 27. CHANGE
  28. 28. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS TWO IMPORTANT RULES • It’s not about you - It’s all about the team • It’s all about you - You need be the change
  29. 29. CHANGE
  30. 30. CHANGE1. Pair up with another attendee - ideally one you haven’t spoken with already 2. Face to face quickly introduce yourself (10 seconds) 3. Turn around so you stand back to back 4. Change 5 things about your appearance (30 seconds) 5. Turn around so you are face to face again. See if you can identify the things that were changed
  31. 31. CHANGE REPEAT
  32. 32. CHANGE WHY WOULD IT BE DIFFICULT TO CONTINUE?
  33. 33. SERVANT LEADERSHIP FOR TRADITIONAL MANAGERS • Change isn’t something being taken away from you • Servant leadership is an added skillset for you CHANGE IS DIFFICULT
  34. 34. SO WHAT DID WE LEARN?
  35. 35. EVERYONE WITH A VISION AND ABILITY TO INSPIRE CAN BE A LEADER
  36. 36. SERVANT LEADERSHIP IS ABOUT SUPPORTING THE TEAM SO THEY CAN FOCUS ON WHAT THEY DO BEST MANAGING THE ENVIRONMENT NOT THE PEOPLE
  37. 37. TEAMS THAT FEEL SAFE WILL PERFORM BETTER AND BE MORE INNOVATIVE
  38. 38. BY NATURE WE ARE RESISTANT TO CHANGE BE AWARE, SET THE GOOD EXAMPLE AND SUPPORT THE JOURNEY
  39. 39. THANK YOU

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