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Toronto Agile Tour - Timeless Leadership

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In 2001, Agile started as a simple set of 4 values and 12 principles designed to be a guide for delivering solutions to customers. Since then, countless frameworks, tools, certifications, and methods have emerged, with many promising to have the one right approach to make Agile work.
We need servant leadership...no wait, we need emergent leadership...no wait, we need agile management and agile leadership...no wait...
It's no wonder today's leaders and managers are confused about how to lead an agile organization. In this session, we'll explore how to look at your organization through 3 different lenses and apply 4 timeless leadership capabilities used by great leaders from organizations like IDEO, Ford, and Ikea.
Attendees will walk away with a profile that describes their individual leadership style, along with how to know how to balance each of the 4 leadership capabilities that are timeless, tried-and-true, and not rooted in agile buzzwords.

Published in: Business
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Toronto Agile Tour - Timeless Leadership

  1. 1. T I M E L E S S L E A D E R S H I P While we’re waiting to start… Go to http://sli.do Enter code: M544 @adrianagirdler #TOagile2017 @jasonlittle #TOagile2017
  2. 2. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017
  3. 3. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017
  4. 4. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017
  5. 5. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Why Timeless Leadership? We have centuries of great stories and models about leadership
  6. 6. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Agile Leadership? Isn’t great leadership, just leadership? What did leaders do before 2001?
  7. 7. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Trait Leadership (Stogdill, 1948) “Great Man” Theory (Thomas Carlyle, 1840’s) Scientific Management (Winslow-Taylor, 1920’s) Lewin’s Leadership (Kurt Lewin, 1939) Charismatic Authority (Max Weber (not to be confused with Max Webster m/), 1976 Contingency Theory of Leadership (Dr Fred Fielder, Participative Leadership Theory (Renis Likert, 1976) Leader-Member Exchange Theory (Dansereau, Graen, and Haga, 1975; Graen & Cashman, 1975; and Graen, 1976) Situational Leadership (Ken Blanchard) Path-Goal Leadership (Martin G. Evans (1970) and Robert J. House (1971)  Servant Leadership (Robert Greenleaf (1970 and 1977) ) Transformational Leadership (James McGregor Burns and Bernard Bass, 1985) It’s all been invented folks…
  8. 8. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 “The way forward is paradoxically to look not ahead, but to look around” John Seely Brown, Social Life of Information
  9. 9. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.  Started Southwest Airlines in 1972 Served a 4-plane customer base with 3 planes Pioneered the 10-minute Turnaround Book: Lead with LUV - Ken Blanchard, Colleen Barrett
  10. 10. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 You'll never have the market cornered on what you know. Continue to learn, grow, and develop is the the key to becoming a leader and the pathway to the top. Chief Security Officer (CSO) Microsoft, ex-CIA Pioneered the Gold Standard for Corporate Security-GSOC Created and implementing a new Platinum Standard for Corporate Security-VSOC
  11. 11. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 I make a point of talking to clients nearly every day, but often in a place where they look for answers: our call centre Took Helpdesk calls once a week No office, sits on the floor with everyone else Walked around and said hi to people when he started Book: Weology by Peter Aceto
  12. 12. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Our vision is the reason why we get up in the morning, why we go to work! Executive Director, Sales Operation Create and develop a new cross-functional brand team for a new key product offering Bridging gaps, breaking down silos and connecting the team with a greater purpose
  13. 13. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Exercise 1: When you think of great leadership, what comes to mind? Example: If you think great leadership is about listening, write ‘listening’ on the sticky note. 1. Silent brain writing, 1 word, or short-phrase per sticky. 2. Each person shows their list, remove duplicates. 3. Organize your stickies on your table in these columns: Tangible (process/tools/models/practices) In-Tangible (behaviours/attributes/traits) 20 minutes
  14. 14. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 VISIONING INVENTING SENSE-MAKING RELATING Action Enablement Everyone has their unique signature, and must balance these capabilities
  15. 15. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 What future possibilities exist? Vision is based on the leaders core values. Reinforce the urgency of now. We, not me. Who are strong visionaries? What happens if Visioning is the dominant capability? “Paint a picture of what could be.” VISIONING “
  16. 16. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 INVENTING Enable others to do what hasn’t been done before Chart a path through uncertainty Who are strong inventors? What happens if Inventing is the dominant capability? “An effective leaders enable others to create new processes and structures”
  17. 17. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Get out and understand what’s going on Create shared understanding via co-creation Internally and externally focused Who are strong Sense-Makers? What happens with strong Sense-making, but weak Inventing, Relating and Visioning? “Great leaders understand the new rules of the game, while it’s being played.” SENSE-MAKING
  18. 18. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Be visible. Be re-assuring. No placating. Inquiry, advocacy, connecting Who are strong Relaters? What happens with strong Relating, but weak Inventing, Sense-making and Visioning? “Here’s what we know, what we don’t, and here’s our current plan.” RELATING
  19. 19. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 HOMEWORK - WHICH LENS? Strategic “brain” Political “Gut” Cultural “Heart” Strategic: “Architect” (Sense-making/Inventing) Political: “Golden Retriever” (Relating) Cultural: “Visionary” (Visioning) Strategic (Rational View): Structure, tools and processes - How people are grouped (functional, x-functional, regional, product etc) - How groups are linked (programs, matrices, projects, ‘ceremonies’ - How groups are aligned on direction, and is it working? Political (Social View): What’s in it for me and you? - Power and influence - Conflict resolution - Social networks and structures Cultural (Irrational View): The way things work around here - mental models - Cultural assumptions - Habits and rituals
  20. 20. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 VISIONING INVENTING SENSE-MAKING RELATING What might this mean? Who could be an example?
  21. 21. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Tangible (process/tools/models/practices) In-Tangible (behaviours/attributes/traits) VISIONING INVENTING SENSE-MAKING RELATING Exercise 2: Bring your stickies hither!
  22. 22. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 VISIONING INVENTING SENSE-MAKING RELATING My Actions for Improvement Visioning: Inventing: Sense-making: Relating: What possibilities exist? Vision is based on the leader’s core values. Empowering others to invent the future, create new processes, products and more. Making sense of the organization, its market, and co-creating plans of action Being visible, being inclusive, and being authentic 20 minutes Exercise 3: Create your signature, discuss with a partner
  23. 23. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 Tangible (process/tools/models/practices) In-Tangible (behaviours/attributes/traits) VISIONING INVENTING SENSE-MAKING RELATING Actions Exercise 4: Bring an action up, associate it to a capability
  24. 24. @ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017 History of Leadership https://toughnickel.com/business/The-History-of-Leadership-Studies-and-Evolution-of-Leadership- Theories History of MIT’s 4-CAPS model: http://ebusiness.mit.edu/research/Briefs/Ancona_Leadership_Final_VI.pdf Alan Mulally (Boeing, Ford) http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/ John Seely Brown (Xerox PARC) https://www.wired.com/2000/08/brown/ RESOURCES AND STORIES Get leadership tips from Adriana: http://www.cornerstonedynamics.com/ http://timelessleadership.ca
  25. 25. VISIONING INVENTING SENSE-MAKING RELATING timelessleadership.ca
  26. 26. VISIONING INVENTING SENSE-MAKING RELATING My leadership signature My Actions for Improvement Visioning: Inventing: Sense-making: Relating: What possibilities exist? Vision is based on the leader’s core values. Empowering others to invent the future, create new processes, products and more. Making sense of the organization, its market, and co-creating plans of action Being visible, being inclusive, and being authentic timelessleadership.ca
  27. 27. Strategic “brain” Political “Gut” Cultural “Heart” Strategic: “Architect” (Sense-making/Inventing) Political: “Golden Retriever” (Relating) Cultural: “Visionary” (Visioning) 3 Lenses Mapping Capabilities to the 3 Lenses Strategic (Rational View): Structure, tools and processes - How people are grouped (functional, x-functional, regional, product etc) - How groups are linked (programs, matrices, projects, ‘ceremonies’ - How groups are aligned on direction, and is it working? Political (Social View): What’s in it for me and you? - Power and influence - Conflict resolution - Social networks and structures Cultural (Irrational View): The way things work around here - mental models - Cultural assumptions - Habits and rituals timelessleadership.ca

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