Agile Leaders

Agile Leaders
Raj Mudhar
http://rajile.com

Licensed under Creative Commons, 2010, Raj Mudhar - rajile.com

Monday, August 16, 2010

Attribution
This slide deck is adapted from the work
of Catherine Louis, Cll-Group.com. A
grateful thanks to her for this material,
and her permission to use it! The
original presentation is here: http://
www.slideshare.net/jujucath/shaping-
behaviors-agile-carolinas
B.F. Skinner, I. Pavlov, & C. Lloyd
Morgan


Re-Use
You may freely re-use this presentation
and workshop material under the
following conditions:
Provide attribution to the author(s).
Follow Creative Commons Licensing
Rules.
Thank you!



A Note on Learning

Visual Tactile / Kinaesthetic

Auditory

The content of this workshop attempts to touch all three


Why?


Because...

Learn from each other
Change the culture
Make the workplace better for everyone
Adopt Servant Leadership



About you...
Who are you?

Why are you here?

What do you want to
get out of this
workshop?

What else would you
like to know about
your colleagues?



Introduction


C. Lloyd Morgan
Was a British psychologist.
He is best remembered for the
experimental approach to
animal psychology now
known as "Morgan's canon".
As a specialised form of
Occam's razor, Morgan's
canon played a critical role in
the growth of behaviourism in
twentieth century academic
psychology.
http://en.wikipedia.org/wiki/C._Lloyd_Morgan



Morgan’s Canon
“In no case is an animal activity to be
interpreted in terms of higher
psychological processes, if it can be fairly
interpreted in terms of processes which
stand lower in the scale of psychological
evolution and development.”

- C. Lloyd Morgan, British psychologist -1890


Horses
“They start nickering knowing that
they are going to be fed!”
What’s really happening?
Enter the barn, pull feed, mix up the beet
pulp... the sound of the containers
opening, etc.
Cues tell you something is going to
happen


Ivan Pavlov
Established the basic laws for
the establishment and
extinction of what he called
"conditional reflexes" — i.e.,
reflex responses, like salivation,
that only occurred
conditionally upon specific
previous experiences of the
animal
The phrase "Pavlov's dog" is
often used to describe someone
who merely reacts to a situation
rather than using critical
thinking. http://en.wikipedia.org/wiki/Ivan_Pavlov



Example - neutral
stimuli
Horses know it’s time for turnout.
The gate chain rattles
Barn doors open
Lead shanks and halters are pulled from
the hook...
They start to shuffle, ears perk up



Exercise
5 minutes

Discuss / list examples
of Morgan’s Cannon
in the workplace. (Any
leadership examples?)

Discuss / list examples
of Pavlov’s neutral
stimuli in the
workplace. (Any
leadership examples?)


Good Leadership


Exercise
5 minutes

Think of the best
leader you ever had.

Write down examples
of what this good
leader did. One
example per sticky
note.



Burrhus Frederic
Skinner
Invented an Operant
Conditioning Chamber
whose purpose was to
administer a curriculum
of programmed
instruction. It housed a
list of questions, and a
mechanism through which
the learner could respond
to each question. Upon
delivering a correct
answer, the learner would
be rewarded.
http://en.wikipedia.org/wiki/Bf_skinner



Operant Conditioning
Forms an association between behaviour and
consequence.
Model assumes four possible consequences of
behaviour:
Something Good can start or be presented;
Something Good can end or be taken away;
Something Bad can start or be presented;
Something Bad can end or be taken away.



Added (positive) Removed (negative)

+ ething I like is
given more of Som
away.
I’m taken
wha t I like.

given m
ore of ething I don’t
I’m Som away.
- wha t I don’ t like.
like i s taken



Bad Leadership


Exercise

5 minutes

Think about the worst
leader you ever had.

Write down examples
of what this bad leader
did. One example per
sticky note.



Exercise

10 minutes

Take the examples you
have and plot them in
the 4 quadrants

Readout from each
team after the exercise!



Servant Leadership


Servant Leaders
you may know



Ernest
Shackleton
Antarctic explorer lost his
ship, the Endurance, in pack
ice, (1915) in the Weddell Sea
and over 6 months, led every
one of his 27 men back to
safety



It take
s char
and c acter
ourag
Serva e to be
nt Lea a
der



“People are the heart and spirit of all that counts.”
-- Max DePree, author and founder of Herman Miller Office Furniture

“Leadership is about people and the intricate
relationships between them.”
-- Chuck Ferguson, Indomitable Spirit: Life Changing Lessons in Leadership

“Being a leader changes everything. Before you are a
leader, success is all about you. Nothing you do
anymore as an individual matters except how you
increase their self-confidence. Put another way: Your
success as a leader will come not from what you do but
from the reflected glory of your team.”
--Jack Welch, former CEO of General Electric



"The servant-leader is servant first... Becoming a servant-
leader begins with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one to aspire to
lead. That person is sharply different from one who is leader
first...
The difference manifests itself in the care taken by the
servant first to make sure that other people's highest priority
needs are being served. The best test, and the most difficult to
administer, is this: Do those served grow as persons? Do they,
while being served, become healthier, wiser, freer, more
autonomous, more likely themselves to become servants?"
Robert K. Greenleaf



Principles of Servant
Leadership
Servant leaders value people and relationships.
Respecting, serving, communicating and forgiving is how we show
people we value them.
Servant leaders use their personal influence.
Choosing to influence through character and integrity is more
successful than influencing with power and control.
Servant leaders recognize that each person has a purpose and a passion.
Recognizing and tapping into each person’s unique experiences,
gifts and abilities empowers them to add their value.
Servant leaders understand the importance of creating a work
environment and culture that is founded on trust.
Creating an atmosphere of “we” as opposed to “me” gives people
greater significance and voice because they play a meaningful role
in something larger than themselves.

Source: Marshall Christensen Foundation


Principles of Servant
Leadership

Servant leaders bring change and innovation.
Creating an environment where change and innovation is
encouraged and rewarded improves the team, the product, the
process, and how we serve customers and one another.
Servant leaders model leadership and service to employees and
customers.
Modeling service teaches employees how to serve each other and
our customers.
Servant leaders mentor others who can replace them as leaders.
Giving away power and responsibility to those who can lead
creates the next generation of servant leaders.

Source: Marshall Christensen Foundation


Exercise
10 minutes
Put a star (*) on each
example that models
Servant Leadership
Write down a) how
you behaved like a
Servant Leader
during this workshop
and b) How would you
have behaved knowing
what you know now.


Retrospective


How was this
experience?

What did you like about it?
What did you not like about it?
How can we make it better?



Parting shot
What we look for in great leaders are the
same things we look for in ourselves.
Be the change you want to see in others!
(Gandhi)
How will you behave differently from
now on?



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