39. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
40. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
41. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
• Extrinsic Motivation – team is
told what to do
42. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
• Extrinsic Motivation – team is
told what to do
Result
43. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
• Extrinsic Motivation – team is
told what to do
• Exasperation
Result
44. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
• Extrinsic Motivation – team is
told what to do
• Exasperation
• Frustration
Result
45. Scenario 1 – Coach as Project Manager…
Situation
• Centralised control
• Command driven by the Project
Manager
• Extrinsic Motivation – team is
told what to do
• Exasperation
• Frustration
• Exhaustion
Result
47. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
48. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
49. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
• Intrinsic motivation – Team
members work with autonomy,
mastery & purpose
50. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
• Intrinsic motivation – Team
members work with autonomy,
mastery & purpose
Result
51. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
• Intrinsic motivation – Team
members work with autonomy,
mastery & purpose
• Flow
Result
52. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
• Intrinsic motivation – Team
members work with autonomy,
mastery & purpose
• Flow
• Creativity
Result
53. Scenario 2 – Coach as Scrum Master…
Situation
• Decentralised control – Team
self-organises
• Scrum Master is hands-off
• Intrinsic motivation – Team
members work with autonomy,
mastery & purpose
• Flow
• Creativity
• Beauty
Result
57. “To help people and teams realise their true
and full potential. In so doing, they and I are
fulfilled.”
58. “Transforming the workplace into an
environment of trust, imagination and free
self-expression -- resulting in delighted
customers, great products and teams of
inspired, energised people.”
“…Where work is experienced as play.”
63. IN CONCLUSION
• “Why?” gives us Purpose
• Purpose defines our Being
• Being influences what we Do
64. IN CONCLUSION
• “Why?” gives us Purpose
• Purpose defines our Being
• Being influences what we Do
• From that we Have results
65. IN CONCLUSION
• “Why?” gives us Purpose
• Purpose defines our Being
• Being influences what we Do
• From that we Have results
Define your purpose --
start with “Why?”
67. SOURCES!
• Dave Snowden - Complexity theory
• Tobias Mayer - The People's Scrum
• Dan Pink - Drive: The Surprising Truth About What Motivates Us
• Simon Sinek - The Golden Circle:
http://www.ted.com/talks/simon_sinek_how_great_leaders_inspi
re_action
• Peter Diamandis - Passion/Purpose:
www.youtube.com/watch?v=jhhTVm-v4z0