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Agile
             Leadership
            Practices for
              Pioneers
   Stefan Haas
              #SCB13
Independent Agile
 Coach & Trainer
 www.haaslab.net
    @haaslab
                        1
STEFAN HAAS - INDEPENDENT
AGILE COACH AND TRAINER
  • 15+ years practice in Agile Product
    Development
  • Lead Program Manager for Media/Telco,
    Product Owner and CTO in Startup
  • Initiator of #PoDoJo learning community
    for product owner, Agile Game Lab for
    making&playing learning games of
    Lean&Agile and a business culture hacker
    community
  • Founder of kunstraummitte, a platform for
    contemporary art and Traktor, an open
    space for electronic live music during 90s
    in Berlin

 stefan.haas@haaslab.net www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591
Build projects around motivated individuals.
             Give them the environment and
                support they need, and trust
                   them to get the job done.
http://agilemanifesto.org/principles.html, principle # 5   3
The best architectures,
        requirements, and designs
emerge from self-organizing teams
             http://agilemanifesto.org/principles.html, principle # 11
„...these software developers
had discovered a solution to the
problem of combining
disciplined execution of high-
level intellectual work with
continuous innovation...“ (Steve
Denning)
http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery
http://www.youtube.com/watch?v=UA4o1LUIqts&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg
„In our industry, value has a habit of
changing because, quite often,
customers don’t really know what
they want. In addition, once they see
new software in action, their idea of
what they want will invariably shift.“



Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash
http://theleanstartup.com/principles
„As a result Beck’s Beyond Agile Manifesto comprises:

      Team vision and discipline over individuals and
          interactions (over processes and tools)
      Validated learning over working software (over
               comprehensive documentation)
  Customer discovery over customer collaboration (over
                    contract negotiation)
    Initiating change over responding to change (over
             following a plan)“ (Steve Denning)


http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
WORKSHOP TAKE-A-WAYS
  • Complexity Thinking as a point of view for leaders
  • Appreciate Agile as a way of dealing with uncertainty
  • Thinking Tools:
    • Systems Thinking Diagnostic Tools (5 Why, Ishikawa
      and Causal Loop)
    • Moving Motivators




                                                     3 hr
SELF-ORGANIZE FOR MAXIMUM DIVERSITY
 Decide on group size: 3-5
 KPI: Sum of differences
 Properties:
 - Gender: Male, Female, Female, Complicated (3)
 - Company: Wooga, Wooga, Wooga, Wooga (0)
 - Job Role:
 - Passion:
 - Level of Experience with Agile:
 - Your Choice:
 Grab a sheet per group and GO!
                                                   5 Min.
WHAT IS YOUR PREDOMINANT OPERATION AND DECISION
MODEL?




                                            5 Min.
WHAT IS YOUR LEADERSHIP STYLE?
 0 - Dysfunction, I don’t care about your needs
 1 - I am receptive and open
 2 - I respond to teams’ needs (remove
 impediments)
 3 - My response generates velocity increase
 4 - I anticipate teams’ needs and enable higher
 business value and team performance BEFORE
 becomes an impediment

 * Each level builds on the previous level   5 Min.
Commitment
Focus    Transparency
             Openness
Respect
        Courage         5 Min.
10 Min.
   15
16
CAUSAL LOOP DIAGRAM
ISHIKAWA AND
5WHY DIAGRAM
Exercise:	
  System	
  Thinking	
  -­‐	
  Analyse	
  a	
  Problem

    1. Pick	
  a	
  Post-­‐It	
  from	
  the	
  Success	
  &	
  Failure	
  exercise
    2. Take	
  a	
  sheet	
  of	
  paper	
  and	
  draw	
  a	
  causal	
  loop,	
  ishikawa	
  
       or	
  5	
  why	
  diagram
    3. Share	
  with	
  the	
  other	
  groups	
  what	
  you	
  have	
  found




15 Min.
1)	
  Address	
  complexity	
  with	
  complexity
The	
  brain	
  is	
  more	
  complex	
  than	
  any	
  tool
Use	
  stories,	
  metaphors,	
  pictures…


                The	
  complexity	
  of	
  a	
  system	
  must
              be	
  adequate	
  to	
  the	
  complexity	
  of	
  the	
  
               environment	
  that	
  it	
  finds	
  itself	
  in.

Max	
  Boisot,	
  “Complexity	
  and	
  the	
  I-­‐Space”
The	
  InteracLon	
  of	
  Complexity	
  and	
  Management
Example:	
  Personas	
  &	
  Stories




           Requirements	
  as	
  long
           pages	
  with	
  text	
  doesn’t	
  work.
hNp://www.flickr.com/photos/nnova/2081056587/	
  © 2007	
  Nicolas	
  Nova,	
  CreaLve	
  Commons	
  3.0
2)	
  Use	
  a	
  diversity	
  of	
  perspec6ves
Mul8ple	
  weak	
  models	
  can	
  make	
  more	
  sense	
  than	
  
one	
  strong	
  model.


                            Complexity	
  itself	
  is	
  
                        anLmethodology.	
  It	
  is	
  against	
  
                             "one	
  size	
  fits	
  all."

Tom	
  Petzinger,	
  “Reality	
  and	
  Complexity”
The	
  InteracLon	
  of	
  Complexity	
  and	
  Management
Example:	
  Planning	
  Poker




                                                              Make	
  use	
  of	
  the	
  mental
                                                      model	
  of	
  every	
  team	
  member.
hNp://www.flickr.com/photos/wrdh/4613168626/	
  ©	
  2010	
  wrdh,	
  CreaLve	
  Commons	
  3.0
3)	
  Assume	
  dependence	
  on	
  context
What	
  worked	
  in	
  the	
  past,	
  or	
  for	
  others,	
  is	
  not	
  
guaranteed	
  to	
  work	
  for	
  you	
  now.




                                       Best	
  pracLce	
  is	
  always	
  
                                            past	
  pracLce.


Dave	
  Snowden,	
  “From	
  Organic	
  to	
  Complex	
  Knowledge	
  Management…”
The	
  InteracLon	
  of	
  Complexity	
  and	
  Management
Example:	
  RetrospecLve




           Assume	
  tomorrow’s	
  process
           will	
  be	
  different	
  from	
  yesterday.
hNp://www.flickr.com/photos/magnus_d/5121009259/	
  © 2010	
  Magnus	
  D,	
  CreaLve	
  Commons	
  3.0
4)	
  Assume	
  subjec6vity	
  and	
  coevolu6on
The	
  observer	
  influences	
  the	
  system,	
  and	
  the	
  
system	
  influences	
  the	
  observer.




           What	
  you	
  measure	
  is	
  what	
  you	
  get.


hNp://en.wikipedia.org/wiki/Goodhart's_law	
  Goodhart’s	
  Law
Example:	
  Velocity
                                                                             Focus	
  on	
  the	
  metric	
  and
                                                                                      it	
  is	
  sure	
  to	
  go	
  up.




hNp://www.flickr.com/photos/kakutani/2761992149/	
  © 2004	
  Shintaro	
  Kakutani,	
  CreaLve	
  Commons	
  3.0
5)	
  An6cipate,	
  adapt,	
  explore
Apart	
  from	
  looking	
  forward	
  (proac8ve),	
  and	
  
looking	
  backward	
  (reac8ve),	
  don’t	
  forget	
  to	
  try	
  
things	
  out	
  (safe-­‐to-­‐fail	
  experiments).



             EvoluLonary	
  systems	
  by	
  their	
  nature	
  
                  involve	
  experimentaLon.

Mike	
  Rother,	
  Toyota	
  Kata,	
  2009
Example:	
  Paper	
  Prototypes




    Experiment	
  with	
  tools,
    techniques,	
  and	
  architectures.
6)	
  Develop	
  models	
  in	
  collabora6on
Does	
  the	
  model	
  help	
  people	
  to	
  make	
  sense	
  of	
  the	
  
world	
  (insight	
  and	
  understanding)?


                 Those	
  formula4ng	
  the	
  abstrac4on	
  are	
  
                 making	
  a	
  gesture	
  whose	
  meaning	
  can	
  
                   only	
  emerge	
  in	
  many,	
  many	
  local	
  
                                   interac4ons.

Ralph	
  Stacey,	
  Complexity	
  and	
  OrganizaLonal	
  Reality,	
  2010
Example:	
  Process	
  visualizaLon




                  The	
  process	
  is	
  what	
  you	
  see,
                  not	
  what	
  you	
  receive	
  in	
  a	
  binder.	
  
hNp://www.flickr.com/photos/orcmid/3879260111/	
  © 2009	
  Dennis	
  Hamilton,	
  CreaLve	
  Commons	
  3.0
7)	
  Shorten	
  the	
  feedback	
  cycle
Systems	
  with	
  slower	
  feedback	
  cycles	
  have	
  higher	
  
ex8nc8on	
  rates.



                         The	
  only	
  way	
  to	
  win	
  is	
  to	
  learn	
  
                            faster	
  than	
  anyone	
  else.


Eric	
  Ries,	
  The	
  Lean	
  Startup,	
  2011
Example:	
  IteraLons




           From	
  4-­‐week	
  sprints	
  to
           conLnuous	
  delivery	
  in	
  a	
  few	
  years.	
  
hNp://www.flickr.com/photos/lxsocon/707845930/	
  © 2007	
  Alexis	
  O’Connor,	
  CreaLve	
  Commons	
  3.0
8)	
  Steal	
  and	
  tweak
Successful	
  systems	
  spend	
  most	
  of	
  their	
  8me	
  
copying	
  and	
  adap8ng	
  ideas	
  from	
  others.


               We	
  usually	
  think	
  of	
  innovaLon	
  
               as	
  invenLng	
  new	
  things,	
  but	
  we	
  
               may	
  be	
  smarter	
  to	
  think	
  of	
  it	
  as	
  
                       recombining	
  old	
  ones.

TheBuildNetwork,	
  “A	
  Smarter	
  DefiniLon	
  of	
  InnovaLon”
hNp://thebuildnetwork.com/innovaLon/innovaLon-­‐by-­‐combinaLon/
Example:	
  Brainstorming	
  




Build	
  on	
  the	
  Ideas	
  of	
  Others
Defer	
  Judgement
Go	
  for	
  QuanLty
Complexity	
  Thinking
1. Address	
  complexity	
  with	
  complexity
2. Use	
  a	
  diversity	
  of	
  perspec8ves
3. Assume	
  dependence	
  on	
  context
4. Assume	
  subjec8vity	
  and	
  coevolu8on
5. An8cipate,	
  adapt,	
  explore
6. Develop	
  models	
  in	
  collabora8on
7. Shorten	
  the	
  feedback	
  cycle
8. Steal	
  and	
  tweak
Oh,	
  and	
  by	
  the	
  way...


          We	
  should	
  not	
  take	
  
           our	
  models	
  too	
  
                 seriously.




                                                    Gerald	
  M.	
  Weinberg
                                            IntroducLon	
  to	
  Systems	
  Thinking
People	
  are	
  the	
  most	
  important	
  parts	
  
 of	
  an	
  organizaLon	
  and	
  managers	
  
must	
  do	
  all	
  they	
  can	
  to	
  keep	
  people	
  
  acLve,	
  creaLve,	
  and	
  moLvated.




                                                               38
http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg
                                                                                               39
10	
  Intrinsic	
  Desires
Curiosity	
                                         The	
  need	
  to	
  think
Honor	
                                             Being	
  loyal	
  to	
  a	
  group
Acceptance	
                                        The	
  need	
  for	
  approval
Mastery	
  /	
  Competence	
                        The	
  need	
  to	
  feel	
  capable
Power	
                                             The	
  need	
  for	
  influence	
  of	
  will
Freedom	
  /	
  Independence	
  /	
  Autonomy	
     Being	
  an	
  individual
Relatedness	
  /	
  Social	
  Contact	
             The	
  need	
  for	
  friends
Order	
                                             Or	
  stable	
  environments
Goal	
  /	
  Idealism	
  /	
  Purpose	
             The	
  need	
  for	
  purpose
Status	
                                            The	
  need	
  for	
  social	
  standing




                                                                                                   40
Curiosity




The	
  need	
  to	
  think
                             41
Honor




Sharing	
  values	
  with	
  a	
  group
                                          42
Acceptance




The	
  need	
  for	
  approval
                                 43
Mastery




The	
  need	
  to	
  feel	
  competent
                                         44
Power




The	
  need	
  for	
  influence	
  of	
  will
                                               45
Freedom




Being	
  an	
  independent	
  individual
                                           46
Relatedness




The	
  need	
  for	
  social	
  contacts
                                           47
Order




The	
  need	
  for	
  stable	
  environments
                                               48
Goal




The	
  need	
  for	
  purpose
                                49
Status




The	
  need	
  for	
  social	
  standing
                                           50
Exercise:	
  Moving	
  Motivators

1. Put	
  the	
  motivator	
  cards	
  in	
  order,	
  from	
  unimportant
   to	
  important
2. (You	
  may	
  leave	
  out	
  any	
  cards	
  you	
  don’t	
  want	
  to	
  use.)




                                                                                        51
Exercise:	
  Moving	
  Motivators

3. Consider	
  an	
  important	
  change	
  in	
  your	
  work	
  (for	
  example,	
  
   becoming	
  a	
  more	
  Agile	
  organization)
4. Move	
  cards	
  up	
  when	
  the	
  change	
  is	
  positive	
  for	
  that	
  
   motivator;	
  move	
  them	
  down	
  when	
  the	
  change	
  is	
  negative

                                positive	
  change




                                                   negative	
  change
                                                                                         52
Exercise:	
  Moving	
  Motivators

5. Explain	
  1	
  or	
  2	
  of	
  the	
  changes
6. Repeat	
  for	
  each	
  player




                                                     53
Exercise:	
  Moving	
  Motivators

       15	
  minutes




                                    54
Debrief




          55
FEEDBACK

 • The workshop provided me with a basic understanding
   of the concepts systems thinking, complexity
   thinking, agile management, intrinsic motivation,
   organizational growth and situational leadership (1-5)
 •The workshop provided me with concrete
  practices to deal with complexity and uncertainty
  as a servant leader (1-5)
 •In case I brought an issue to the class I have
  received mentoring for my current scaling (1-5)
I LIKE, I WISH, WHAT IF?

  • ...
ALL THINGS CONSIDERED, WOULD YOU
RECOMMEND THE 3 HOUR WORKSHOP TO
SOMEONE? (1-10: 1 BEING “NO”, 10
  • ...

BEING “YES, ABSOLUTELY!”)
PLEASE ADD ANY ADDITIONAL COMMENTS
OR FEEDBACK THAT I CAN SHARE ...




  •... write something now on a PostIt or send me an
   email: stefan.haas@haaslab.net and you will
   receive a discount of 15% for one of my upcoming
   workshops - don’t forget to add your e-mail/
   twitter contact
Agile
  Leadership Practices
      for PIONEERS
Stefan Haas & Mike Leber,
      2-3. May 2013,
Hotel Michelberger, Berlin
                             60
Product
  Owner DoJo,
 Stefan Haas &
Catherine Louis,
June 18-20 2013,
betahaus, Berlin
                   61

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Agile leadership practices for PIONEERS

  • 1. Agile Leadership Practices for Pioneers Stefan Haas #SCB13 Independent Agile Coach & Trainer www.haaslab.net @haaslab 1
  • 2. STEFAN HAAS - INDEPENDENT AGILE COACH AND TRAINER • 15+ years practice in Agile Product Development • Lead Program Manager for Media/Telco, Product Owner and CTO in Startup • Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community • Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin stefan.haas@haaslab.net www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591
  • 3. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. http://agilemanifesto.org/principles.html, principle # 5 3
  • 4. The best architectures, requirements, and designs emerge from self-organizing teams http://agilemanifesto.org/principles.html, principle # 11
  • 5. „...these software developers had discovered a solution to the problem of combining disciplined execution of high- level intellectual work with continuous innovation...“ (Steve Denning) http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery
  • 7. „In our industry, value has a habit of changing because, quite often, customers don’t really know what they want. In addition, once they see new software in action, their idea of what they want will invariably shift.“ Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash
  • 9. „As a result Beck’s Beyond Agile Manifesto comprises: Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ (Steve Denning) http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
  • 10. WORKSHOP TAKE-A-WAYS • Complexity Thinking as a point of view for leaders • Appreciate Agile as a way of dealing with uncertainty • Thinking Tools: • Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop) • Moving Motivators 3 hr
  • 11. SELF-ORGANIZE FOR MAXIMUM DIVERSITY Decide on group size: 3-5 KPI: Sum of differences Properties: - Gender: Male, Female, Female, Complicated (3) - Company: Wooga, Wooga, Wooga, Wooga (0) - Job Role: - Passion: - Level of Experience with Agile: - Your Choice: Grab a sheet per group and GO! 5 Min.
  • 12. WHAT IS YOUR PREDOMINANT OPERATION AND DECISION MODEL? 5 Min.
  • 13. WHAT IS YOUR LEADERSHIP STYLE? 0 - Dysfunction, I don’t care about your needs 1 - I am receptive and open 2 - I respond to teams’ needs (remove impediments) 3 - My response generates velocity increase 4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment * Each level builds on the previous level 5 Min.
  • 14. Commitment Focus Transparency Openness Respect Courage 5 Min.
  • 15. 10 Min. 15
  • 16. 16
  • 19. Exercise:  System  Thinking  -­‐  Analyse  a  Problem 1. Pick  a  Post-­‐It  from  the  Success  &  Failure  exercise 2. Take  a  sheet  of  paper  and  draw  a  causal  loop,  ishikawa   or  5  why  diagram 3. Share  with  the  other  groups  what  you  have  found 15 Min.
  • 20. 1)  Address  complexity  with  complexity The  brain  is  more  complex  than  any  tool Use  stories,  metaphors,  pictures… The  complexity  of  a  system  must be  adequate  to  the  complexity  of  the   environment  that  it  finds  itself  in. Max  Boisot,  “Complexity  and  the  I-­‐Space” The  InteracLon  of  Complexity  and  Management
  • 21. Example:  Personas  &  Stories Requirements  as  long pages  with  text  doesn’t  work. hNp://www.flickr.com/photos/nnova/2081056587/  © 2007  Nicolas  Nova,  CreaLve  Commons  3.0
  • 22. 2)  Use  a  diversity  of  perspec6ves Mul8ple  weak  models  can  make  more  sense  than   one  strong  model. Complexity  itself  is   anLmethodology.  It  is  against   "one  size  fits  all." Tom  Petzinger,  “Reality  and  Complexity” The  InteracLon  of  Complexity  and  Management
  • 23. Example:  Planning  Poker Make  use  of  the  mental model  of  every  team  member. hNp://www.flickr.com/photos/wrdh/4613168626/  ©  2010  wrdh,  CreaLve  Commons  3.0
  • 24. 3)  Assume  dependence  on  context What  worked  in  the  past,  or  for  others,  is  not   guaranteed  to  work  for  you  now. Best  pracLce  is  always   past  pracLce. Dave  Snowden,  “From  Organic  to  Complex  Knowledge  Management…” The  InteracLon  of  Complexity  and  Management
  • 25. Example:  RetrospecLve Assume  tomorrow’s  process will  be  different  from  yesterday. hNp://www.flickr.com/photos/magnus_d/5121009259/  © 2010  Magnus  D,  CreaLve  Commons  3.0
  • 26. 4)  Assume  subjec6vity  and  coevolu6on The  observer  influences  the  system,  and  the   system  influences  the  observer. What  you  measure  is  what  you  get. hNp://en.wikipedia.org/wiki/Goodhart's_law  Goodhart’s  Law
  • 27. Example:  Velocity Focus  on  the  metric  and it  is  sure  to  go  up. hNp://www.flickr.com/photos/kakutani/2761992149/  © 2004  Shintaro  Kakutani,  CreaLve  Commons  3.0
  • 28. 5)  An6cipate,  adapt,  explore Apart  from  looking  forward  (proac8ve),  and   looking  backward  (reac8ve),  don’t  forget  to  try   things  out  (safe-­‐to-­‐fail  experiments). EvoluLonary  systems  by  their  nature   involve  experimentaLon. Mike  Rother,  Toyota  Kata,  2009
  • 29. Example:  Paper  Prototypes Experiment  with  tools, techniques,  and  architectures.
  • 30. 6)  Develop  models  in  collabora6on Does  the  model  help  people  to  make  sense  of  the   world  (insight  and  understanding)? Those  formula4ng  the  abstrac4on  are   making  a  gesture  whose  meaning  can   only  emerge  in  many,  many  local   interac4ons. Ralph  Stacey,  Complexity  and  OrganizaLonal  Reality,  2010
  • 31. Example:  Process  visualizaLon The  process  is  what  you  see, not  what  you  receive  in  a  binder.   hNp://www.flickr.com/photos/orcmid/3879260111/  © 2009  Dennis  Hamilton,  CreaLve  Commons  3.0
  • 32. 7)  Shorten  the  feedback  cycle Systems  with  slower  feedback  cycles  have  higher   ex8nc8on  rates. The  only  way  to  win  is  to  learn   faster  than  anyone  else. Eric  Ries,  The  Lean  Startup,  2011
  • 33. Example:  IteraLons From  4-­‐week  sprints  to conLnuous  delivery  in  a  few  years.   hNp://www.flickr.com/photos/lxsocon/707845930/  © 2007  Alexis  O’Connor,  CreaLve  Commons  3.0
  • 34. 8)  Steal  and  tweak Successful  systems  spend  most  of  their  8me   copying  and  adap8ng  ideas  from  others. We  usually  think  of  innovaLon   as  invenLng  new  things,  but  we   may  be  smarter  to  think  of  it  as   recombining  old  ones. TheBuildNetwork,  “A  Smarter  DefiniLon  of  InnovaLon” hNp://thebuildnetwork.com/innovaLon/innovaLon-­‐by-­‐combinaLon/
  • 35. Example:  Brainstorming   Build  on  the  Ideas  of  Others Defer  Judgement Go  for  QuanLty
  • 36. Complexity  Thinking 1. Address  complexity  with  complexity 2. Use  a  diversity  of  perspec8ves 3. Assume  dependence  on  context 4. Assume  subjec8vity  and  coevolu8on 5. An8cipate,  adapt,  explore 6. Develop  models  in  collabora8on 7. Shorten  the  feedback  cycle 8. Steal  and  tweak
  • 37. Oh,  and  by  the  way... We  should  not  take   our  models  too   seriously. Gerald  M.  Weinberg IntroducLon  to  Systems  Thinking
  • 38. People  are  the  most  important  parts   of  an  organizaLon  and  managers   must  do  all  they  can  to  keep  people   acLve,  creaLve,  and  moLvated. 38
  • 40. 10  Intrinsic  Desires Curiosity   The  need  to  think Honor   Being  loyal  to  a  group Acceptance   The  need  for  approval Mastery  /  Competence   The  need  to  feel  capable Power   The  need  for  influence  of  will Freedom  /  Independence  /  Autonomy   Being  an  individual Relatedness  /  Social  Contact   The  need  for  friends Order   Or  stable  environments Goal  /  Idealism  /  Purpose   The  need  for  purpose Status   The  need  for  social  standing 40
  • 44. Mastery The  need  to  feel  competent 44
  • 45. Power The  need  for  influence  of  will 45
  • 47. Relatedness The  need  for  social  contacts 47
  • 48. Order The  need  for  stable  environments 48
  • 49. Goal The  need  for  purpose 49
  • 50. Status The  need  for  social  standing 50
  • 51. Exercise:  Moving  Motivators 1. Put  the  motivator  cards  in  order,  from  unimportant to  important 2. (You  may  leave  out  any  cards  you  don’t  want  to  use.) 51
  • 52. Exercise:  Moving  Motivators 3. Consider  an  important  change  in  your  work  (for  example,   becoming  a  more  Agile  organization) 4. Move  cards  up  when  the  change  is  positive  for  that   motivator;  move  them  down  when  the  change  is  negative positive  change negative  change 52
  • 53. Exercise:  Moving  Motivators 5. Explain  1  or  2  of  the  changes 6. Repeat  for  each  player 53
  • 55. Debrief 55
  • 56. FEEDBACK • The workshop provided me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5) •The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5) •In case I brought an issue to the class I have received mentoring for my current scaling (1-5)
  • 57. I LIKE, I WISH, WHAT IF? • ...
  • 58. ALL THINGS CONSIDERED, WOULD YOU RECOMMEND THE 3 HOUR WORKSHOP TO SOMEONE? (1-10: 1 BEING “NO”, 10 • ... BEING “YES, ABSOLUTELY!”)
  • 59. PLEASE ADD ANY ADDITIONAL COMMENTS OR FEEDBACK THAT I CAN SHARE ... •... write something now on a PostIt or send me an email: stefan.haas@haaslab.net and you will receive a discount of 15% for one of my upcoming workshops - don’t forget to add your e-mail/ twitter contact
  • 60. Agile Leadership Practices for PIONEERS Stefan Haas & Mike Leber, 2-3. May 2013, Hotel Michelberger, Berlin 60
  • 61. Product Owner DoJo, Stefan Haas & Catherine Louis, June 18-20 2013, betahaus, Berlin 61