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Agile Leadership introduction

Martin Ellemann Olesen
Martin Ellemann Olesen
Martin Ellemann OlesenAgile Leadership Coach at Ugilic, 21Leadership & Marshall Goldsmith Stakeholder Centered Coaching

A presentation given to a network group of leaders at every level. Led to some great discussions on Agile, Leadership and the Future og Work.

Agile Leadership introduction

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AGILE LEADERSHIP
INTRODUCTION
MARTIN ELLEMANN OLESEN
AGILE LEADERSHIP COACH
MARTIN@UGILIC.DK
(+45) 31 32 40 22
@MEOLESEN
Welcome
and
expectations
Future of
Work
Introduction
to Agile &
Scrum
Leadership Next Step Closure
AGENDA
Agile Leadership introduction
Welcome
and
expectations
Future of
Work
Introduction
to Agile &
Scrum
Leadership Next Step Closure
AGENDA
THE WORKPLACE IS CHANGING
Ad

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Agile Leadership introduction

  • 2. MARTIN ELLEMANN OLESEN AGILE LEADERSHIP COACH MARTIN@UGILIC.DK (+45) 31 32 40 22 @MEOLESEN
  • 3. Welcome and expectations Future of Work Introduction to Agile & Scrum Leadership Next Step Closure AGENDA
  • 5. Welcome and expectations Future of Work Introduction to Agile & Scrum Leadership Next Step Closure AGENDA
  • 6. THE WORKPLACE IS CHANGING
  • 7. AND SO IS LEADERSHIP
  • 11. MEGATRENDS Meaningfulness Relations + Connectedness Silver Backs + Millennia Female Shift in Leadership Radical Sustainability Urbanisation + Globalisation Technology + Going digital
  • 12. WHAT PEOPLE ASK FOR IN THE FUTURE WORKPLACE Future workplace Purpose Engagement Effect
  • 13. TWO MAJOR COMPONENTS Purpose driven leadership • WHY do we go to work? • What PURPOSE brings us together? Social Business • Business based on relations – with colleagues, with customers, with partners, with vendors • Away from silos, towards networks in and across businesses Simon Sinek ”Start With Why”
  • 15. TO ACCELERATE THE ADVENT OF SUSTAINABLE TRANSPORT BY BRINGING COMPELLING MASS MARKET ELECTRIC CARS TO MARKET AS SOON AS POSSIBLE
  • 16. Failure is not an option
  • 17. FAILURE IS NOT AN OPTION!
  • 18. JOY OF WORK (ARBEJDSGLÆDE) Relationships + Results Source: Happy hour fra 8 til 16, Alexander Kjerulf
  • 19. Freedom At Work The Happy Manifesto PARADIGMS § Freedom At Work § The Happy Manifesto § Conscious Capitalism § Happiness At Work § New Nordic Leadership § UNBOSS § Purpose driven leadership § Meaningfulness § … Purpose + Vision Transparency Dialogue + listening Fairness + Dignity Accountability Individual + Collective Choice Integrity Decentralization Reflection + evaluation Trust Your People Make your people feel good Give freedom with clear guidelines Be open and transparent Recruit for attitude, train for skills Celebrate mistakes Community: create mutual benefit Love work, get a life Select managers, who are good at managing Play at your strengths Freedom Trust Support, Challenge Communication Reward, Workplace Safety, Comfort
  • 20. IS IT COOL? WHERE’S THE BUSINESS CASE? 1 3 5 7 2005 2006 2007 2008 2010 2011 2012 2013 Employee satisfaction (1-7) 0 1 2 3 4 5 20092010201120122013 Leave (%)
  • 21. Welcome and expectations Future of Work Introduction to Agile & Scrum Leadership Next Step Closure AGENDA
  • 22. AGILE IS TO SCRUM AS BEER IS TO CARLSBERG
  • 23. THE SPECTRUM OF PROCES COMPLEXITY Agile projects Structured projects Chaotic projects
  • 24. INIVIDUALS & INTERACTIONS WORKING SOFTWARE CUSTOMER COLLABORATION RESPONDING TO CHANGE PROCESS & TOOLS COMPREHENSIVE DOCUMENTATION CONTRACT NEGOTIATION FOLLOWING A PLAN OVER OVER OVER OVER THE AGILE MANIFESTO
  • 25. AGILE PRINCIPLES 1. Satisfy the customer through early, continuous delivery 2. Welcome changing requirements, even late 3. Deliver working software frequently 4. Business people and developers collaborate daily 5. Build projects around motivated individuals 6. Convey info via face-to-face conversation 7. Primary progress measure: working software 8. Maintain a constant pace indefinitely 9. Continuously demonstrate technical excellence 10. Simplify; maximize amount of work not done 11. Self-organize 12. Retrospect and tune behavior
  • 26. THE SCRUM PROCESS Sprint Retrospective Sprint Review Sprint Planning Product Backlog Customer-Ready Product Increment Collect feedback and repeat Daily Stand-up Sprint 1-4 weeks
  • 27. BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY 4 444 : Documents Documents Unverified System System
  • 28. SCRUM ROLES Line Manager supports, team and removes obstacles for the WHOLE TEAM. Objective: EXCELLENT PLACE TO WORK Scrum Team Product Owner Development Team Scrum Master Objective: EFFECTIVE PROCESS Objective: BUILD THE PRODUCT RIGHT Objective: BUILD THE RIGHT PRODUCT
  • 29. THE 2014 WHITE PAPER “THE IMPACT OF AGILE QUANTIFIED,” BASED ON THE ANALYSIS OF THE PROCESS AND PERFORMANCE DATA OF NEARLY 10,000 TEAMS, INDICATED THAT STABLE AGILE TEAMS RESULT IN UP TO 60%HIGHER PRODUCTIVITY.
  • 34. FOCUS
  • 37. THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS” A leadership team can reasonably request and expect to receive: § The team’s current Velocity § How it has been trending over time § Includes list of key impediments that must be removed to increase velocity § The current estimate of outstanding product backlog items § Includes an estimated time to completion using current velocity § A rough release plan by feature/epic § A financial roadmap for the next year § The current level of Technical Debt (bugs, internal projects, and other overhead) that needs to be completed § Includes business case based plan to eliminate technical debt
  • 38. Welcome and expectations Future of Work Introduction to Agile & Scrum Leadership Next Step Closure AGENDA
  • 39. It's not enough that management commit themselves to quality & productivity, they must know what it is they must do. Such a responsibility cannot be delegated. - W. Edwards Deming
  • 40. People are already doing their best; the problems are with the system. Only management can change the system. - W. Edwards Deming
  • 41. BARRIERS TO FURTHER AGILE ADOPTION
  • 42. WHO’S GOING TO MAKE IT HAPPEN?
  • 43. COLLABORATIVE LEADERSHIP BY RICHARD BRANSON VS. Believe Power comes from their Position of Authority Believe Power is greatest in a Collaborative Team Maintain Ownership of Information Openly Share Information and Knowledge Sometimes Listen to Suggestions and Ideas from the Team Encourage Suggestions and Ideas from their Teams Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team Allocate Time and Resources Only when Proven Necessary Enable their Team by Allocating Time and Resources Right Away Adhere to Specific Roles and Responsibilities Allow Roles and Responsibilities to Evolve and Fluctuate Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues Review Staff Performance Annually According to Company Policy Offer Immediate an Ongoing Feedback and Personal Coaching COLLABORATIVE LEADERSTRADITIONAL LEADERS
  • 44. COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE § You cannot not communicate § Silence is also communication § Not being present is also communication § People need you, your time, and your listening skills § Dialogue provides safety and comfort
  • 45. THE FIVE DYSFUNCTIONS OF A TEAM Absence of TRUST Fear of CONFLICT Lack of COMMITMENT Avoidance of ACCOUNTABILITY Inattention to RESULTS
  • 46. SITUATIONAL LEADERSHIP Any combination of task and employee is unique – and must be handled as such Or mentoring, depending on the employees needs
  • 47. THE LEADER AS MENTOR § A leader is a mentor (not only a coach), and inspires and supports § Build trust and intimacy with them, and provide guidance, experiences, good advice, and inspiration frequently. § Do not be afraid to provide specific, concrete advice. § You are a mentor too, not only a coach, depending on the Situational Leadership. § Empathy § The capacity to understand or feel what another person is experiencing from within the other person's frame of reference § “The capacity to place oneself in another's shoes”
  • 48. FEEDBACK § People wants to be seen and acknowledged § Tool: Micro-feedback is HIGHLY effective § Timeliness is the key to success § On daily basis § Not just on bi-weekly one-on-one or at the yearly Performance Appraisal § Give credit immediately § Give feedback immediately § Both criticism and acknowledgement is needed. § Be concrete and constructive. § Focus on actions.
  • 49. HELP TEAMS SELF-ORGANIZE § Make the team rally behind meaningful targets, goals or outcomes § Make team boundaries crystal clear § Under-organize the team § Make sure supporting processes are in place § Reward teams, not individuals, for pulling through § Ask yourself: can the team break down the silos? § Help the team make clear agreements and set behavioral expectations that match their unique situation and culture § Provide continuous feedback § … hire an external coach ;-)
  • 50. Source: Fabiola Eyholzer (Just Leading Solutions)
  • 51. AGILE HR 1. Focus on creating valuable employee experiences and exceeding expectations 2. Give people purpose, meaning, and context 3. Shape a strong culture, where core values are lived up to – by everyone – every day 4. Create a stimulating work environment and provide necessary tools and access 5. Appoint amazing people and nourish their passion and potential 6. Build an organizational network around collaborative teams and motivated people 7. Value face to face conversations and be courageous and genuine in all your interactions 8. Stimulate and boost meaningful growth 9. Ensure continuous learning and exchange of ideas, information and knowledge 10. Care about the happiness, health and welfare of your people
  • 53. LET’S SUMMARIZE… This is what an Agile environment looks like: § Leadership is first and foremost about purpose § Business value is delivered by small, co-located, cross-functional and self- organizing teams § Team membership is stable over a longer period to increase performance § Management empowers decentralized decision-making § Temporary documentation is replaced with face-to-face interaction § Full transparency instills trust § Big projects are delivered as a series of small independent project all adding value § Frequent deliveries means short feed- back loops which leads to higher quality and engagement § Relationships and results brings joy of work (and happier people produce more!) § Make continuous improvements a natural part of the company culture (failure need to be an option)
  • 54. Welcome and expectations Future of Work Introduction to Agile & Scrum Leadership Next Step Closure AGENDA
  • 56. MARTIN ELLEMANN OLESEN AGILE LEADERSHIP COACH MARTIN@UGILIC.DK (+45) 31 32 40 22 @MEOLESEN 21LEADERSHIP.COM MAKE THE WORLD A BETTER PLACE – ONE COMPANY AT A TIME Special thanks to Erik Østergaard from Bloch&Østergaard for helping out with some of the slides in this presentation