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1© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved.
The 7 Most Valuable Le...
2© 2016 Scaled Agile, Inc. All Rights Reserved.
7 Most Valuable Leadership Behaviors
#1 - Exhibit the Lean-Agile mindset
#...
3© 2016 Scaled Agile, Inc. All Rights Reserved.
Leaders must know what to do!
It is not enough that management
commit them...
4© 2016 Scaled Agile, Inc. All Rights Reserved.
#1 - Using a Lean-Agile mindset
LEADERSHIP
Respectfor
peopleandculture
Flo...
5© 2016 Scaled Agile, Inc. All Rights Reserved.
#2 - Leaders must lead the change
Empowering is NOT just giving
permissio...
6© 2016 Scaled Agile, Inc. All Rights Reserved.
Using a proven change method
1. Establish a sense of urgency
2. Create a p...
7© 2016 Scaled Agile, Inc. All Rights Reserved.
#3 - Leaders must know the way
Lean-Agile Leaders are lifelong
learners wh...
8© 2016 Scaled Agile, Inc. All Rights Reserved.
And emphasize life-long learning
Principles of Product Development Flow,
...
9© 2016 Scaled Agile, Inc. All Rights Reserved.
#4 - Leaders must develop people, not things
 Attract, recruit, and retai...
10© 2016 Scaled Agile, Inc. All Rights Reserved.
#5 - Unlock the motivation of knowledge workers
Workers are knowledge wor...
11© 2016 Scaled Agile, Inc. All Rights Reserved.
#5 - And empower others
As we look ahead into the next century leaders wi...
12© 2016 Scaled Agile, Inc. All Rights Reserved.
#6 – By Decentralizing decision-making
Any inefficiency of decentralizati...
13© 2016 Scaled Agile, Inc. All Rights Reserved.
#7 - Evolve the Role of Managers
Successful transformations are based on ...
14© 2016 Scaled Agile, Inc. All Rights Reserved.
Using an Effective Leadership Style
The effectiveness of your workers is ...
15© 2016 Scaled Agile, Inc. All Rights Reserved.
Leader as expert
Characteristics
 Technician or master craftsman
 Promo...
16© 2016 Scaled Agile, Inc. All Rights Reserved.
Leader as conductor
Characteristics
 The central decision maker, nerve
c...
17© 2016 Scaled Agile, Inc. All Rights Reserved.
Don’t get caught in the responsibility trap
 Negative reinforcing
cycle
...
18© 2016 Scaled Agile, Inc. All Rights Reserved.
Leader as developer of people
Behaviors
 Creates a team jointly responsi...
19© 2016 Scaled Agile, Inc. All Rights Reserved.
#7 - Create an environment of mutual influence
Create a safe environment ...
20© 2016 Scaled Agile, Inc. All Rights Reserved.
Core Leadership Personal Characteristics for Change
 Committed
 Communi...
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The 7 most valuable leadership behaviors for leading change

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The 7 most valuable leadership behaviors for leading change

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The 7 most valuable leadership behaviors for leading change

  1. 1. 1© 2016 Scaled Agile, Inc. All Rights Reserved.V4.0.0© 2016 Scaled Agile, Inc. All Rights Reserved. The 7 Most Valuable Leadership Behaviors for Leading Change Agile 2016, June 27nd Richard Knaster SAFE Fellow & Principal Consultant Scaled Agile Inc. @richardknaster
  2. 2. 2© 2016 Scaled Agile, Inc. All Rights Reserved. 7 Most Valuable Leadership Behaviors #1 - Exhibit the Lean-Agile mindset #2 - Lead the change #3 - Know the way and emphasize lifelong learning #4 - Develop people #5 - Unlock the intrinsic motivation of knowledge workers #6 - Decentralize decision-making #7 - Evolve the role of managers
  3. 3. 3© 2016 Scaled Agile, Inc. All Rights Reserved. Leaders must know what to do! It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming
  4. 4. 4© 2016 Scaled Agile, Inc. All Rights Reserved. #1 - Using a Lean-Agile mindset LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE House of Lean Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Agile Manifesto Value in the shortest sustainable lead time
  5. 5. 5© 2016 Scaled Agile, Inc. All Rights Reserved. #2 - Leaders must lead the change Empowering is NOT just giving permission Empowering is about providing approval plus, knowledge, tools, budget, people, time and inspiration Leaders MUST be truly available to the teams and help remove obstacles “I have a dream…”—Dr. Martin Luther King
  6. 6. 6© 2016 Scaled Agile, Inc. All Rights Reserved. Using a proven change method 1. Establish a sense of urgency 2. Create a powerful guiding coalition 3. Develop the vision and strategy 4. Communicate the vision 5. Empower employees for broad-based action 6. Generate short term wins 7. Consolidate gains and produce more wins 8. Anchor new approaches in the culture
  7. 7. 7© 2016 Scaled Agile, Inc. All Rights Reserved. #3 - Leaders must know the way Lean-Agile Leaders are lifelong learners who help teams build better systems through understanding and exhibiting the values, principles and practices of Lean, systems thinking, and Agile development. —Dean Leffingwell
  8. 8. 8© 2016 Scaled Agile, Inc. All Rights Reserved. And emphasize life-long learning Principles of Product Development Flow, Don Reinertsen The Lean Machine, Dantar Oosterwald Lean Product and Process Development, Allen Ward and Durward Sobeck II The Goal, Eliyahu Goldratt Out of the Crisis, E. Deming Agile Software Requirements, Dean Leffingwell Switch, Chip Heath and Dan Heath The Five Dysfunctions of a Team, Patrick Lencioni
  9. 9. 9© 2016 Scaled Agile, Inc. All Rights Reserved. #4 - Leaders must develop people, not things  Attract, recruit, and retain capable individuals  Build high-performance teams  Perform career counseling and personal development  Listen and support teams in problem identification, root cause analysis, and decision-making  Create an environment where the facts are always friendly  Provide freedom and safety so individuals and teams are free to innovate, experiment, and even fail on occasion
  10. 10. 10© 2016 Scaled Agile, Inc. All Rights Reserved. #5 - Unlock the motivation of knowledge workers Workers are knowledge workers if they know more about the work they perform than their bosses. —Peter Drucker ▸Workers themselves are best placed to make decisions about how to perform their work ▸To effectively lead, the workers must be heard and respected ▸Knowledge workers have to manage themselves. They have to have autonomy. ▸Continuing innovation has to be part of their work, the task, and the responsibility of knowledge workers Used with permission from The Drucker Institute at Claremont Graduate University
  11. 11. 11© 2016 Scaled Agile, Inc. All Rights Reserved. #5 - And empower others As we look ahead into the next century leaders will be those who empower others—Bill Gates ▸Build a learning organization and emphasize life- long learning ▸Create an environment of mutual influence ▸Foster decentralized decision-making ▸Provide vision, with minimum specific work requirements ▸Eliminate demotivating policies, procedures, MBOs. Revamp personnel evaluation.
  12. 12. 12© 2016 Scaled Agile, Inc. All Rights Reserved. #6 – By Decentralizing decision-making Any inefficiency of decentralization costs less than the value of faster response time.—Principles of Product Development Flow, Don Reinertsen Centralize decisions that: - Are infrequent, long-lasting, and have significant economies of scale Decentralize all others: - Frequent decisions - Time-critical decisions - Decisions that require local information Define the economic logic behind a decision; empower individuals and teams to actually make them
  13. 13. 13© 2016 Scaled Agile, Inc. All Rights Reserved. #7 - Evolve the Role of Managers Successful transformations are based on educating management first to become lean-thinking manager-teachers”, who lead, rather than follow, the transformation People are already doing their best; the problems are with the system. Only management can change the system. —W. Edwards Deming
  14. 14. 14© 2016 Scaled Agile, Inc. All Rights Reserved. Using an Effective Leadership Style The effectiveness of your workers is determined in large part by your personal leadership style. Leader as expert Leader as conductor Leader as developer Recommended Reading: Managing for Excellence, David Bradford and Allan Cohen
  15. 15. 15© 2016 Scaled Agile, Inc. All Rights Reserved. Leader as expert Characteristics  Technician or master craftsman  Promoted because they were the best at their job  Problem solver, the one people go to for answers  Understands the domain and the technology  Work is when people leave them alone Can be effective when manager has greater knowledge than direct reports Challenges  Limits learning and growth of direct reports  Focus on technical problems to the detriment of human factors Managing for Excellence, David Bradford and Allan Cohen
  16. 16. 16© 2016 Scaled Agile, Inc. All Rights Reserved. Leader as conductor Characteristics  The central decision maker, nerve center, coordinator  Orchestrates all individual parts of the organization into a harmonious whole  Subtle and indirect manipulation to their solution  Manages across individuals, teams, and departments  Work is coordinating others Challenges  Narrows the focus of direct reports to their own areas  Conflict tends to push upward looking for the boss to fix  Use systems and procedures to control work  Works harder and harder, without realizing full potential Managing for Excellence, David Bradford and Allan Cohen Can be effective when coordination is a prerequisite for maximum performance
  17. 17. 17© 2016 Scaled Agile, Inc. All Rights Reserved. Don’t get caught in the responsibility trap  Negative reinforcing cycle  Fails to make full use of the knowledge and competencies of direct reports  Produces narrow and self-interested direct reports for coordination for answers for overall unit goals direct reports feel overcontrolled direct reports feel blocked, underused direct reports feel committed only to own subgoals Managing for Excellence, David Bradford and Allan Cohen
  18. 18. 18© 2016 Scaled Agile, Inc. All Rights Reserved. Leader as developer of people Behaviors  Creates a team jointly responsible for success  Asks, “How can each problem be solved in a way that further develops my people’s commitment and capabilities?”  Work is developing other’s abilities Escape the trap with a post-heroic, Lean Leadership style Benefits  Increased direct report ownership and responsibility  Increased employee engagement and motivation  Allows leader to spend more time managing laterally and upward  There is no limit to the power of getting things done
  19. 19. 19© 2016 Scaled Agile, Inc. All Rights Reserved. #7 - Create an environment of mutual influence Create a safe environment for learning, growth and mutual influence Encourage direct reports:  To disagree where appropriate  To advocate for the positions they believe in  To push for their own needs  To enter into joint problem solving  To negotiate, compromise, agree, commit Garth Andrews holding the coveted Horse’s Rear award Managing for Excellence, David Bradford and Allan Cohen
  20. 20. 20© 2016 Scaled Agile, Inc. All Rights Reserved. Core Leadership Personal Characteristics for Change  Committed  Communicative  Confident  Courageous  Decisive  Empathic  Empowering  Honest  Humorous  Inspirational  Listens  Persistent  Optimistic  Respectful  Trustworthy

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