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Developing leadership in the agile organization

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Talk by Smoking Brains on developing leadership in the agile organization for the Agile Barcelona community.

Published in: Leadership & Management
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Developing leadership in the agile organization

  1. 1. Developing leaders in the agile organization
  2. 2. We build teams that excel Working at all levels of the organization: strategic, teams, individual skills
  3. 3. Leadership in agile? What we want? Autonomous teams Self organized teams Servant leaders: Scrum Masters Product owners? Predictability in their behaviours
  4. 4. Leadership in agile? What we want? Autonomous teams Self organized teams Servant leaders: Scrum Masters Product owners? Predictability in their behaviours What we sometimes get? Chaos Frustration Under performance Burntout (personal and team) No consistency No clear way to measure progression?
  5. 5. Leadership at the center
  6. 6. Leadership A bird's eye view
  7. 7. What is leadership?
  8. 8. What makes a good leader? Is it something you are born with? Can there be more than one leader in team or group?
  9. 9. A definition Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
  10. 10. Model, philosophy, style Model: is like a 'how-to' framework, a toolkit or a process. Philosophy: is like a subtle but powerful compass or behavioural code. Style: a description of a leader's behaviours, and may also be like a tool in the leadership models toolkit. Styles Philosophies Models
  11. 11. Core theories of leadership
  12. 12. Leadership as Traits Assumptions: People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right (or sufficient) combination of traits.
  13. 13. Leadership as Behaviours Assumptions: Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior.
  14. 14. Leadership as Contingency Assumptions: The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviors of followers and also various other situational factors.
  15. 15. Leadership as Power Assumptions: Power is the ability to get others to change their behavior even if they do not wish to do so.
  16. 16. Developing leadership At the individual level
  17. 17. Developing leadership At the individual level
  18. 18. Leadership development framework
  19. 19. You Insights: What drives my behaviour? What makes me tick? What are my behaviours? Where to get the info: Feedback about you
  20. 20. Your role Insights: How do I add value as a leader? What is important in my role? What does the job require? Where to get the info: Job demands questionnaire
  21. 21. Your leadership styles Insights: How do I impact the people I lead? How can I improve my leadership styles? What are my barriers to success/change? Where to get the info: Feedback about how the team sees you Practical sessions with actors Simulations
  22. 22. Your impact on performance Insights: How do I impact performance in my team? Where do I have to focus to improve performance the most and have the right commercial impact? Where to get the info: Understand the factors that predict performance Feedback on the climate that I create in my team Simulations, climate surveys, case studies
  23. 23. Personal: try and answer Questions: What makes me tick? How do I add value as a leader? How do I impact the people I lead? How do I impact performance in my team?
  24. 24. What this tool is good for Tailored approach to developing personal leadership in the context of the organization. Understanding what the context is and the barriers/challenges that need to be overcome
  25. 25. What is missing How do we take this to the whole organization? How do we measure progress in a consistent way? Where do I go from here?
  26. 26. Developing leadership At the organizational level
  27. 27. How do we give it more structure? You are here! Let’s get you here! Follow the path Leadership track Actions and tasks!
  28. 28. Group them in proficiencies in an incremental order How do we give it more structure? Find the behaviours you want to see in the organization Group them in areas The organization 3 4 5 2 1 1 2 3
  29. 29. DLF: Going back to behaviours Results Relations Communication Strategic Thinking Communication CapabilityArea Behaviour Behaviour Behaviour Behaviour Proficiency What we want to see in the organization. Knowledge of, and / or the ability to demonstrate a skill or behaviour. This behaviours are incremental. They build on top of each other.
  30. 30. How they work together
  31. 31. How they work together CapabilityArea Behaviour Behaviour Behaviour Behaviour Proficiency
  32. 32. How they work together Match each area in the personal leadership development model to proficiencies in the DLF model.
  33. 33. Designing profiles You are here! Let’s get you here! This is where you need to be to be CXO Profiles are very specific to the organization.
  34. 34. Designing profiles
  35. 35. Designing profiles Imagine you have a Product Owner and Scrum Master role in your organization What level do this roles need in: Strategic thinking Shaping strategic thinking Communicates with influence Communication
  36. 36. Designing the path breadcrumbs Pick a role that you defined. Brainstorm specific actions that you can do to get a person in the level below the one you required for the role, to the next. Example: If you are in O5/EL1 what do you need to get him to O6/EL2
  37. 37. Closing up (recap)
  38. 38. Quick recap Leadership is essential if we want a successful agile organization. It is not a one size fits all… The context is important therefore adapting styles and plan to the person, is key. We saw two tools that can help us develop leadership inside the organization. One lets us understand the current context and obstacles The other lets us create leadership development path
  39. 39. Thanks ;) Follow us at @teamsthatexcel

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