This document discusses agile leadership and introduces agile principles and scrum methodology. The key points are: 1. Agile focuses on purpose-driven leadership, social business, and delivering value through small, self-organizing teams. 2. Scrum uses sprints, daily stand-ups, product backlogs and retrospectives to frequently deliver working software. Core roles are the product owner, scrum master and development team. 3. Successful agile adoption requires collaborative leadership that empowers teams, provides transparency, and focuses on relationships, communication, and continuous improvement over documentation and plans.

1. 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

9. 8 months!

10. Berlingske Tidende, 14-May-2015

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.

30. TRANSPARENCY
& VISIBILITY

31. INSPECT & ADAPT

32. COURAGE

33. OPENNESS

34. FOCUS

35. RESPECT

36. TEAM DISCUSSING REQUIREMENT

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

52. REFLECTIONS?

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

55. NEXT STEP?

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