This document discusses agile leadership dynamics and motivation. It introduces Dan Pink's motivational drive model, which describes three types of motivation: biological, rewards/punishments, and intrinsic motivation. Type X behavior is fueled by extrinsic rewards, while Type I behavior deals with inherent satisfaction from an activity itself. The document suggests moving from a Type X to a Type I culture. It also discusses how autonomy, mastery, and purpose from Daniel Pink's book can drive motivation. Finally, it outlines the roles of agile coach, product owner, and chapter lead, and suggests questions each role should ask to focus on autonomy, mastery, and purpose.

1. The Dynamics of
Agile Leadership Teams
Maurice van Wijk, Agile Coach
Amsterdam • 04 October 2016 This session is about “Experiencing Agile Leadership
Dynamics, by using and understanding the motivational
Drive Model of Dan Pink, how to implement this within
your organisation, and get learnings and experiences of
ING”

2. Maurice van Wijk
Agile Coach DBZ Service, ING
Maurice works for ING since 2010 in different management
roles, implementing new departments and new technology, and
has been an energetic part of change and innovation within
several companies. Over the last year he has been active as an
Agile Coach to help ING with the transition towards a new
culture, mindset & agile/lean driven company. His main areas of
expertise are agile leadership, feature teams, how to build
velocity, team dynamics & alignment of business and IT. His
main drive to become an Agile Coach is learn, experiment &
grow together with people, a tribe, a company, ……

3. Jacqueline de Goede Agile Coach Omnichannel Experience, ING
In the 18 years that Jacqueline has worked at ING her drive has always
been to help people get the best out of themselves. In the last year and a
half she has been able to do that through Agile. As an Agile coach she
coaches teams (Business, IT and mixed), to be the best they can in that
moment.
What she has to learn herself she finds in books about Agile and how high
performing teams work, or talks about it with other colleagues on for
instance the ING Knowledge Exchange or the Agile Coach Book Club, both
of which she organizes with Mariëlle Mooijekind. But the most she learns
by being every day with the squads at ING on their way to high
performance and enjoys every moment of it.
Agile Coach Betalen Service, ING
With a lot of joy Mariëlle works as agile coach at ING. She
likes to approach change and challenges with guts, passion
and creativity. She sees the opportunities and solutions to
move things forward. Her passion is to create vibrant,
continuous learning and nurturing environments where all
people contribute, participate and thrive.
Mariëlle Mooijekind

4. ING Way of Working in 5 minutes
The ING Way of Working – Short Summary
4
CL
CL
Tribe
Chapter
Squad Squad Squad Squad
Chapter

5. 6
Eh, What’s DRIVE? Motivation 3.0 ?
1st Drive
Biological
Food
Water
Sex
2nd Drive
Rewards & Punishments
Carrot & Stick
3rd Drive
Intrinsic
Motivation
Movie “Drive” - Motivation 3.0

6. Motivation 2.0 fostered Type
X behavior
Fueled by extrinsic desires
and concerned less with the
inherent satisfaction of an
activity
Motivation 3.0 needs Type I
behaviour
Deals less with external
awards for an activity and
more with inherent satisfaction
of the activity itself
7
Type X and Type I Motivation
Type X
Rewards
Incentives
Praise
Type I
Challenge
Curiosity
The Flow
Type X
Type I
Goal is to move from
Type X to Type I

7. The X & Y – mcGregor
Let’s touch on a bit of culture
9
How do I, you, we, stimulate
the strenght of the Y culture
and weaken the X culture by
our daily actions ?
The Y culture being the culture
we would all like to achieve
versus the X culture we do not
wish to see anymore.

8. Autonomy, Mastery & Purpose  Motivation 3.0
11
Purpose
The desire to serve
something bigger than
ourselves
Autonomy
The desire to direct
our lives
Mastery
The desire to get
better at something
that matters

9. Why do we have POCLACs ?
12
Autonomy
Mastery
Purpose
Facilitating Agile Leadership
Business & Customer
Value

10. Who plays which role?
13
Chapter Lead
CL
Product Owner
Agile Coach
Task : Place each role under pilar Purpose, Autonomy, Mastery and/or
Business & Customer value

11. Agile Coach
14
• Grow High Performing Teams
• Continuous Improvement
• Ways of working
• Collaboration
• 1 on 1 coaching team members,
product owners, chapter leads &
tribe lead (team & individual dynamics)

12. Product Owner
15
• What do we do – and Why ?
• Product vision
• Squad mission
• Purpose
• Alignment
• Support the squad

13. Chapter Lead
16
• Grow chapter
competence
• Resource allocation
to support squad
purpose
• Coach individual
performance
• Create environment
for challenging &
Stretching

14. Tribe Lead
17
• High performing tribe
• Grow strong chapter leads
• Build strong leadership teams
CL
CL
Tribe
Chapter
Squad Squad Squad Squad
Chapter

15. 18
What is every role working on every
week ?
Task : Which question should you as a PO, CL or AC ask yourselves to
drive your role and responsibility ?

16. •What have I done to build autonomy for the teams ?
•Do I have a vision on the road to high performing ?
•Which improvements have I seen on process, tools
and team dynamics ?
Agile Coach
19
•Do you have a vision/roadmpap on how to
strenghten mastery within the tribe ?
•How did you challenge everyone within their
passion and strenghts to stretch and develop ?
•Skills matrix, gaps, next steps ?
Chapter Lead
Product Owner
•Do I have a vision/roadmap on the product ? And if not, do I ask for help from
CL’s, CJE’s, …. ?
•Where do we stand with a mature portfolio wall, stakeholder management ?
•Do you alert on missing skills and knowledge to be able to meet you purpose ?

17. 20
Tribal Leadership Team
• Tribe Lead
• Chapter Leads
• Product Owners
• Agile Coaches
Grow high-
performing
teams
Culture
Alignment