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by Trail Ridge © 2005 - 2017
Developing Leadership Agility
Five Six Mistakes You’re Making as a Leader
Pete Behrens
@petebehrens
#aab2017
by Trail Ridge © 2005 - 2017
Pete Behrens
CEC CST
Certified
Enterprise
Coach
Certified
Scrum
Trainer
Certified

Agile

Leadership
CAL
a few clients i work with
board of directors
by Trail Ridge © 2005 - 2017
first, a story…
Josh & Matt in back of the car
Matt: “Dad, Josh hit me”.
(Dad ignores Matt.)
Matt: “Daaaad, it hurts!”
Dad: “what do you want to do?”
Matt: “I want to hit him”
Dad: “OK”
Josh: “Dad, Matt hit me…”
Dad: “What do you want to do?”
Josh: “Hit him back”
Dad: “OK”
(Boys fight, cry, wonder…)
Josh: “Dad, why’d you make us fight?
Dad: “What did you learn?”
It’s not about them, it’s about how you show up
by Trail Ridge © 2005 - 2017
Mistake over-focus on others
You
Organization
is a reflection of you
obedient employees
Do The Agile!
by Trail Ridge © 2005 - 2017
Management’s Record…
?!
!
R. Hogan & Kaiser, 2005

What we know about leadership.

Review of General Psychology
70% SAY THEIR MANAGER
IS THE MOST STRESSFUL
PART OF THEIR JOB.
by Trail Ridge © 2005 - 2017
ReFocus on YOU!
“Unless leaders do

their own development

they are unlikely to create

business transformation.”

- Robert Anderson

in Mastering Leadership
by Trail Ridge © 2005 - 2017
Lars’ Story…
While little has changed in the
way research is conducted.
Lars is taking it personally

and experimenting on himself.
Global Research
Director
by Trail Ridge © 2005 - 2017
Taking Ownership…
This is a

mindset shift!
Lars offers, AND JOINS
agile training every year -
for 5 years!
inviting leaders and
engaging different
stakeholders each year
by Trail Ridge © 2005 - 2017
Experiments on Himself
Paired-Leadership
Mission-oriented Me-staffing
by Trail Ridge © 2005 - 2017
Co-creating with others
Flash-Swarm Experiments
by Trail Ridge © 2005 - 2017
Results…
Lars models a safe-to-
experiment culture where
researchers not only
experiment on research,
they experiment in HOW
they conduct research!
Global Research
Director
Employee engagement
Customer satisfaction
New contracts signed
results…
by Trail Ridge © 2005 - 2017
Mistake over-focus on delivery
PACE OF
CHANGE
TECHNOLOGY
Automation
and
G
L
O
BA L I Z A T
IO
N
by Trail Ridge © 2005 - 2017
Grace’s story…
Her and her POs conduct Sprint

Reviews with key “Stakeholders”
Business Operations
Leader
by Trail Ridge © 2005 - 2017
Experiments with more stakeholders
Feeling
uncomfortable
she opened
the review up
to more real
users…
…and learned a
great deal…
by Trail Ridge © 2005 - 2017
Checking Assumptions
& Pivot
Experiment
Sep 1 Sep 15 Oct 1
Oct 15
Nov 1
Nov 15
Dec 1
Oct 15 Nov 1 Nov 15 Dec 1
Stakeholder experiments enable Grace

to pivot months before delivery milestones.
by Trail Ridge © 2005 - 2017
The world is changing…
Widget Factory
Design Factory
by Trail Ridge © 2005 - 2017
The world is changing…
Spotify
Music Service
Happy
Customers!
Mission
Control
Co-Create
by Trail Ridge © 2005 - 2017
The world is changing…
EMERGE
CO-
CREATION
AND IT
ERAT
I
ON
THROUGH
by Trail Ridge © 2005 - 2017
Engaging stakeholders
Now Grace
connects and
engages users
every chance
she gets.
by Trail Ridge © 2005 - 2017
Engaging stakeholders
Example co-creative engagement with stakeholders
by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Experiments Delivery
before
before
by Trail Ridge © 2005 - 2017
My “AHA” Journey
My wife (Jana) and I talking
Jana: “Susan is bugging me again”
Pete: “Why is Susan still a friend?”
Jana: “Stop fixing my problems!”
(Pete realizes he stepped
on a relationship land mind)
Pete: “Fixing issues is what I do”.
Jana: “It doesn’t help me.”
Pete: “Why else talk about her?”
Jana: “I just want you to listen.”
Pete: “What good does that do?”
Pete learned a valuable lesson regarding his lack
of awareness of his thinking and leadership
by Trail Ridge © 2005 - 2017
My “AHA” Journey
the expert
Solves problems
Gets work done!
Knows best
Nobody does it better
by Trail Ridge © 2005 - 2017
Mistake over-focus on skills
?!
!
2016 Penna Survey as reported at
http://www.rpx2.com/self-awareness-performance-management
80%
Only 25% of

employees agree
80% of Managers

believe they are

supportive of employees
25%
by Trail Ridge © 2005 - 2017
Self-Awareness is the key
AHA!
Maybe it’s me
Fixing this does not
require skill acquisition,
it requires enlightenment
by Trail Ridge © 2005 - 2017
My Leadership Journey
the achiever
Aligns resources
Drives productivity
“Facilitates” others
Nobody leads better
by Trail Ridge © 2005 - 2017
Awareness is the starting point
AWARENESS precedes CHOICE
?
CHOICE precedes CHANGE
AHA!
by Trail Ridge © 2005 - 2017
Rachel’s story…
Financial Portfolio
Director
Rachel was seeking to improve
her leadership effectiveness.
She chose
to conduct
a 360° view
of herself
by Trail Ridge © 2005 - 2017
Balancing Power Style
Accommodate Assert
Ask
Wait
Listen
Tell
Do
Share
by Trail Ridge © 2005 - 2017
Balancing Power Style
Accommodate Assert
Ask
Wait
Listen
Tell
Do
Share
she is over-
accommodative
Self-Awareness is the meta-skill
by Trail Ridge © 2005 - 2017
Awareness precedes Choice
?
default
new
plan
do
reflect
Developing
Catalyst Habits
by Trail Ridge © 2005 - 2017
Mistake over-focus on behavior
Don’t be a January Person
January February
73%
of people with
fitness goals
give them up
bodybuilding.com

in November 2012
by Trail Ridge © 2005 - 2017
Satty’s Story…
Managing Director
With a financial crisis in force,
Satty faced tough decisions
by Trail Ridge © 2005 - 2017
Traditional structures
Like many
organizations,
they separated
development &
support.
SupportArchitecture
USA India
by Trail Ridge © 2005 - 2017
Radical Re-structuring
3-Month experiment -
break down silos to
address systemic
behaviors.
USA India
Support 2.0
Created hyper-collaborative
x-functional, x-location teams
by Trail Ridge © 2005 - 2017
Radical results…
2008 09 10 11 12 2013
$12M
$3M
Reduced costs
Continued for
many years due to
reduced costs &
increased quality
by Trail Ridge © 2005 - 2017
Change Behavior with Structure
PROCESS
STRUCTURE
CULTURE
If you seek
behavior
change,
change the
environment.
Behaviors
& Culture

follow
Structures
by Trail Ridge © 2005 - 2017
Ongoing success…
Created McKinsey
Digital Labs to
partner with clients
and guide agility.
Cost Center -> Profit Center
by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
Experiments Delivery
structure behaviors
before
before
before
before
by Trail Ridge © 2005 - 2017
I was a
Triathlete?
I am a

triathlete!
I am a
Triathlete!
Another Story…
SWIM RUNBIKE
COACH
I want to
Compete in

a triathlon
Set a Goal
Assess
Train
Compete
Time
Performance
1
2
3
4
Feedback
Day
Week
Race
performancehealth
by Trail Ridge © 2005 - 2017
Mistake over-focus on performance
Employee Engagement
performance
20
40
60
80
100
More
Faster
Cheaper
Customer Alignment
Do The Agile!Let’s BE agile!Do The Agile!
health+
Organization resiliency
Quality Products
by Trail Ridge © 2005 - 2017
Performance + Health
Organizations focusing on
performance + health are
3-times more successful
than those focusing on
performance alone.
by Trail Ridge © 2005 - 2017
PROCESS
CULTURE
STRUCTURE
Performance Focus is short-term
TIME
Leadership
Do The Agile!
OUTSIDE-IN
AGILITY
LIMITED
AGILITY
Scrum exposes
impediments
often deeply
rooted within the
organization and
difficult to
address - limiting
agile maturity.
by Trail Ridge © 2005 - 2017
agile performance impediments…
Culture at odds
with agile values
Organizational
resistance

to change
Management’s
Fear of the

loss of control
PROCESS
CULTURE
STRUCTURE
38%
42%
46%
Version One State of Agility
10th Annual Report 2016
The most common
impediments to
organizational
agility relate to
organizational
health.
by Trail Ridge © 2005 - 2017
Health Focus is long-term
TIME
OUTSIDE-IN
AGILITY
PROCESS
STRUCTURE
SUSTAIN
&
GROW
AGILITY
CULTURE
IN
SIDE-O
U
T
By aligning agile to
the culture and
building structures
to support agility,
organizations can
sustain and grow
agility and improve
long-term results.
by Trail Ridge © 2005 - 2017
Chris’ Story…
Senior VP
Engineering
ValueDelivery
2000 2005 2010 2015
Be the
Best
at CRM
Be
the
Best at Agile…
to
be
the
Best at CRM
2006
CRASH!
by Trail Ridge © 2005 - 2017
Competitive Teams win!
#1#2 #3
May Jun Jul Aug
compete

showcase! ship!compete

showcase!
compete

showcase!
by Trail Ridge © 2005 - 2017
Competitive Teams win!
#1
49%
having the “best time”
or a “good time” at
Salesforce.com
pre-ADM
89%
post-ADM
by Trail Ridge © 2005 - 2017
Thriving with Agility
2006 2008 2010 2012 2014 2016
800%
600%
400%
200%
ORACLE
SAP
Salesforce is the
Market Leader
Since Agile, Salesforce has

outpaced all other competitors
by Trail Ridge © 2005 - 2017
Mistake over-focus on the destination
by Trail Ridge © 2005 - 2017
I was a
Triathlete?
I am a

triathlete!
I am a
Triathlete!
Back to our story…
SWIM RUNBIKE
COACH
Set a Goal
Assess
Train
Compete
Never Stop
Time
Performance
1
2
3
4
5
Sustained
Performance
Feedback
Day
Week
Race
performancehealth
by Trail Ridge © 2005 - 2017
Fitness
Health
are not owned,
they’re rented.
and rent is due
every day.
Agility
this also

applies to
&
by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
health performance
Experiments delivery
structure behaviors
It’s a Lifelong Journey!6.
enjoy the ride
before
before
before
before
before
by Trail Ridge © 2005 - 2017
Agile Leadership Models
None of these Leaders were

the CEO, head of HR or “top dog”.
Yet each these Leaders enabled a

culture of agility to thrive under them.
by Trail Ridge © 2005 - 2017
Leader
Organization
enable
action
Certified Agile Leadership (CAL)
AHA!
by Trail Ridge © 2005 - 2017
Certified Agile Leadership (CAL)
Farmington Hills, MI
Pete Ron Chet

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Developing Leadership Agility: 6 Mistakes Leaders Make

  • 1. by Trail Ridge © 2005 - 2017 Developing Leadership Agility Five Six Mistakes You’re Making as a Leader Pete Behrens @petebehrens #aab2017
  • 2. by Trail Ridge © 2005 - 2017 Pete Behrens CEC CST Certified Enterprise Coach Certified Scrum Trainer Certified
 Agile
 Leadership CAL a few clients i work with board of directors
  • 3. by Trail Ridge © 2005 - 2017 first, a story… Josh & Matt in back of the car Matt: “Dad, Josh hit me”. (Dad ignores Matt.) Matt: “Daaaad, it hurts!” Dad: “what do you want to do?” Matt: “I want to hit him” Dad: “OK” Josh: “Dad, Matt hit me…” Dad: “What do you want to do?” Josh: “Hit him back” Dad: “OK” (Boys fight, cry, wonder…) Josh: “Dad, why’d you make us fight? Dad: “What did you learn?” It’s not about them, it’s about how you show up
  • 4. by Trail Ridge © 2005 - 2017 Mistake over-focus on others You Organization is a reflection of you obedient employees Do The Agile!
  • 5. by Trail Ridge © 2005 - 2017 Management’s Record… ?! ! R. Hogan & Kaiser, 2005
 What we know about leadership.
 Review of General Psychology 70% SAY THEIR MANAGER IS THE MOST STRESSFUL PART OF THEIR JOB.
  • 6. by Trail Ridge © 2005 - 2017 ReFocus on YOU! “Unless leaders do
 their own development
 they are unlikely to create
 business transformation.”
 - Robert Anderson
 in Mastering Leadership
  • 7. by Trail Ridge © 2005 - 2017 Lars’ Story… While little has changed in the way research is conducted. Lars is taking it personally
 and experimenting on himself. Global Research Director
  • 8. by Trail Ridge © 2005 - 2017 Taking Ownership… This is a
 mindset shift! Lars offers, AND JOINS agile training every year - for 5 years! inviting leaders and engaging different stakeholders each year
  • 9. by Trail Ridge © 2005 - 2017 Experiments on Himself Paired-Leadership Mission-oriented Me-staffing
  • 10. by Trail Ridge © 2005 - 2017 Co-creating with others Flash-Swarm Experiments
  • 11. by Trail Ridge © 2005 - 2017 Results… Lars models a safe-to- experiment culture where researchers not only experiment on research, they experiment in HOW they conduct research! Global Research Director Employee engagement Customer satisfaction New contracts signed results…
  • 12. by Trail Ridge © 2005 - 2017 Mistake over-focus on delivery PACE OF CHANGE TECHNOLOGY Automation and G L O BA L I Z A T IO N
  • 13. by Trail Ridge © 2005 - 2017 Grace’s story… Her and her POs conduct Sprint
 Reviews with key “Stakeholders” Business Operations Leader
  • 14. by Trail Ridge © 2005 - 2017 Experiments with more stakeholders Feeling uncomfortable she opened the review up to more real users… …and learned a great deal…
  • 15. by Trail Ridge © 2005 - 2017 Checking Assumptions & Pivot Experiment Sep 1 Sep 15 Oct 1 Oct 15 Nov 1 Nov 15 Dec 1 Oct 15 Nov 1 Nov 15 Dec 1 Stakeholder experiments enable Grace
 to pivot months before delivery milestones.
  • 16. by Trail Ridge © 2005 - 2017 The world is changing… Widget Factory Design Factory
  • 17. by Trail Ridge © 2005 - 2017 The world is changing… Spotify Music Service Happy Customers! Mission Control Co-Create
  • 18. by Trail Ridge © 2005 - 2017 The world is changing… EMERGE CO- CREATION AND IT ERAT I ON THROUGH
  • 19. by Trail Ridge © 2005 - 2017 Engaging stakeholders Now Grace connects and engages users every chance she gets.
  • 20. by Trail Ridge © 2005 - 2017 Engaging stakeholders Example co-creative engagement with stakeholders
  • 21. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Experiments Delivery before before
  • 22. by Trail Ridge © 2005 - 2017 My “AHA” Journey My wife (Jana) and I talking Jana: “Susan is bugging me again” Pete: “Why is Susan still a friend?” Jana: “Stop fixing my problems!” (Pete realizes he stepped on a relationship land mind) Pete: “Fixing issues is what I do”. Jana: “It doesn’t help me.” Pete: “Why else talk about her?” Jana: “I just want you to listen.” Pete: “What good does that do?” Pete learned a valuable lesson regarding his lack of awareness of his thinking and leadership
  • 23. by Trail Ridge © 2005 - 2017 My “AHA” Journey the expert Solves problems Gets work done! Knows best Nobody does it better
  • 24. by Trail Ridge © 2005 - 2017 Mistake over-focus on skills ?! ! 2016 Penna Survey as reported at http://www.rpx2.com/self-awareness-performance-management 80% Only 25% of
 employees agree 80% of Managers
 believe they are
 supportive of employees 25%
  • 25. by Trail Ridge © 2005 - 2017 Self-Awareness is the key AHA! Maybe it’s me Fixing this does not require skill acquisition, it requires enlightenment
  • 26. by Trail Ridge © 2005 - 2017 My Leadership Journey the achiever Aligns resources Drives productivity “Facilitates” others Nobody leads better
  • 27. by Trail Ridge © 2005 - 2017 Awareness is the starting point AWARENESS precedes CHOICE ? CHOICE precedes CHANGE AHA!
  • 28. by Trail Ridge © 2005 - 2017 Rachel’s story… Financial Portfolio Director Rachel was seeking to improve her leadership effectiveness. She chose to conduct a 360° view of herself
  • 29. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share
  • 30. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share she is over- accommodative Self-Awareness is the meta-skill
  • 31. by Trail Ridge © 2005 - 2017 Awareness precedes Choice ? default new plan do reflect Developing Catalyst Habits
  • 32. by Trail Ridge © 2005 - 2017 Mistake over-focus on behavior Don’t be a January Person January February 73% of people with fitness goals give them up bodybuilding.com
 in November 2012
  • 33. by Trail Ridge © 2005 - 2017 Satty’s Story… Managing Director With a financial crisis in force, Satty faced tough decisions
  • 34. by Trail Ridge © 2005 - 2017 Traditional structures Like many organizations, they separated development & support. SupportArchitecture USA India
  • 35. by Trail Ridge © 2005 - 2017 Radical Re-structuring 3-Month experiment - break down silos to address systemic behaviors. USA India Support 2.0 Created hyper-collaborative x-functional, x-location teams
  • 36. by Trail Ridge © 2005 - 2017 Radical results… 2008 09 10 11 12 2013 $12M $3M Reduced costs Continued for many years due to reduced costs & increased quality
  • 37. by Trail Ridge © 2005 - 2017 Change Behavior with Structure PROCESS STRUCTURE CULTURE If you seek behavior change, change the environment. Behaviors & Culture
 follow Structures
  • 38. by Trail Ridge © 2005 - 2017 Ongoing success… Created McKinsey Digital Labs to partner with clients and guide agility. Cost Center -> Profit Center
  • 39. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills Experiments Delivery structure behaviors before before before before
  • 40. by Trail Ridge © 2005 - 2017 I was a Triathlete? I am a
 triathlete! I am a Triathlete! Another Story… SWIM RUNBIKE COACH I want to Compete in
 a triathlon Set a Goal Assess Train Compete Time Performance 1 2 3 4 Feedback Day Week Race performancehealth
  • 41. by Trail Ridge © 2005 - 2017 Mistake over-focus on performance Employee Engagement performance 20 40 60 80 100 More Faster Cheaper Customer Alignment Do The Agile!Let’s BE agile!Do The Agile! health+ Organization resiliency Quality Products
  • 42. by Trail Ridge © 2005 - 2017 Performance + Health Organizations focusing on performance + health are 3-times more successful than those focusing on performance alone.
  • 43. by Trail Ridge © 2005 - 2017 PROCESS CULTURE STRUCTURE Performance Focus is short-term TIME Leadership Do The Agile! OUTSIDE-IN AGILITY LIMITED AGILITY Scrum exposes impediments often deeply rooted within the organization and difficult to address - limiting agile maturity.
  • 44. by Trail Ridge © 2005 - 2017 agile performance impediments… Culture at odds with agile values Organizational resistance
 to change Management’s Fear of the
 loss of control PROCESS CULTURE STRUCTURE 38% 42% 46% Version One State of Agility 10th Annual Report 2016 The most common impediments to organizational agility relate to organizational health.
  • 45. by Trail Ridge © 2005 - 2017 Health Focus is long-term TIME OUTSIDE-IN AGILITY PROCESS STRUCTURE SUSTAIN & GROW AGILITY CULTURE IN SIDE-O U T By aligning agile to the culture and building structures to support agility, organizations can sustain and grow agility and improve long-term results.
  • 46. by Trail Ridge © 2005 - 2017 Chris’ Story… Senior VP Engineering ValueDelivery 2000 2005 2010 2015 Be the Best at CRM Be the Best at Agile… to be the Best at CRM 2006 CRASH!
  • 47. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1#2 #3 May Jun Jul Aug compete
 showcase! ship!compete
 showcase! compete
 showcase!
  • 48. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1 49% having the “best time” or a “good time” at Salesforce.com pre-ADM 89% post-ADM
  • 49. by Trail Ridge © 2005 - 2017 Thriving with Agility 2006 2008 2010 2012 2014 2016 800% 600% 400% 200% ORACLE SAP Salesforce is the Market Leader Since Agile, Salesforce has
 outpaced all other competitors
  • 50. by Trail Ridge © 2005 - 2017 Mistake over-focus on the destination
  • 51. by Trail Ridge © 2005 - 2017 I was a Triathlete? I am a
 triathlete! I am a Triathlete! Back to our story… SWIM RUNBIKE COACH Set a Goal Assess Train Compete Never Stop Time Performance 1 2 3 4 5 Sustained Performance Feedback Day Week Race performancehealth
  • 52. by Trail Ridge © 2005 - 2017 Fitness Health are not owned, they’re rented. and rent is due every day. Agility this also
 applies to &
  • 53. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills health performance Experiments delivery structure behaviors It’s a Lifelong Journey!6. enjoy the ride before before before before before
  • 54. by Trail Ridge © 2005 - 2017 Agile Leadership Models None of these Leaders were
 the CEO, head of HR or “top dog”. Yet each these Leaders enabled a
 culture of agility to thrive under them.
  • 55. by Trail Ridge © 2005 - 2017 Leader Organization enable action Certified Agile Leadership (CAL) AHA!
  • 56. by Trail Ridge © 2005 - 2017 Certified Agile Leadership (CAL) Farmington Hills, MI Pete Ron Chet