These are the learnings of my journey from a traditional management role towards a leadership role.

1. FROM
MANAGEMENT
TO
LEADERSHIPHOW TO WORK WITH AGILE TEAMS
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André Neubauer, Agile HR Conference 2017

2. @devpg
ABOUT ME
“Technology enthusiast, org
development fanatic and strong
advocate on modern leadership.
Motivated by 'Y'! Love to work at
Mister Spex, acting as CTO.“
@devpg
2

3. @devpg
PREAMBLE
No blaming Just reviews &
learning.
Respect Management isn‘t bad
but insufficient.
No blueprint This is only my
experience.
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4. @devpg
WHAT‘S OUR COMMON
UNDERSTANDING OF ORGANIZATIONS?
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Top Management
Middle Management
Employees

5. @devpg
WHERE DOES AGILE HAPPEN?
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Top Management
Middle Management
Employees Teams, working together across divisions

6. @devpg
UNFORTUNATELY MOST AGILE EFFORTS
GET STUCK AT A CERTAIN POINT.
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Top Management
Middle Management
Employees - Power and responsibility
- Self-organized
Command and control

7. @devpg
IS MANAGEMENT STILL NEEDED
IN AGILE ORGANIZATIONS?
7
Top Management
Middle Management
Employees

8. @devpg
WHAT‘S MANAGEMENT?
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[Source: http://upload.wikimedia.org/wikipedia/commons/0/06/F._Taylor_1856-1915.jpg ]
Frederick Winslow Taylor (1856 – 1915)
Father of »Scientific Management« aka Taylorism

9. @devpg
MANAGEMENT IS BASED ON
TAYLORISM
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[Source: https://farm4.staticflickr.com/3524/3249292348_81f82d6e8d_o.jpg ]
§ Focus: Efficiency
§ Consider the organization as a machine.
§ Separation of thought and action
§ Standardization of tasks
§ Scaling by repeating without thinking
§ Goal: Scaling of production

10. @devpg
THE SUCCESS OF TAYLORISM
AND MANAGEMENT
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[Source: http://upload.wikimedia.org/wikipedia/commons/8/83/Airacobra_P39_Assembly_LOC_02902u.jpg ]
Taylorism was the enabler for massproduction!

11. @devpg
CHALLENGES NOWADAYS
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[Source: http://static1.businessinsider.com/image/514205d4eab8ea8b38000000-4346-3260/vatican-papal-conclave-2013.jpg ]
Welcome to the information age!
§ Social responsibility
§ Discontinuous change
§ Short product life cycles
§ Continuous price declines
§ Little customer loyalty

12. @devpg
FROM X TO Y
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[Source: https://lh3.ggpht.com/-UhditA3kxYo/UC1n1FXEZbI/AAAAAAAAATA/WThKKSRVuCg/s640/theoryxy.png ]

13. @devpg
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„It doesn’t make
sense to hire smart
people and then tell
them what to do; we
hire smart people
so they can tell us
what to do.“
– Steve Jobs
[Source: http://upload.wikimedia.org/wikipedia/commons/f/f5/Steve_Jobs_Headshot_2010-CROP2.jpg ]

14. @devpg
OUR UNDERSTANDING OF
ORGANIZATIONS IS OUTDATED!
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[Source: http://upload.wikimedia.org/wikipedia/commons/d/d5/Wrong_way_sign.JPG ]
We need a new understanding of leadership!

15. @devpg
LEADERSHIP ... WHAT?
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[Source: http://sutherland-careers.com/wp-content/uploads/2015/03/Leadership.jpg ]

16. @devpg
# 8
LESSONS
LEARNED
THE JOB AS A LEADER IN AN AGILE
ENVIRONMENT
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17. @devpg
#1: INTRODUCE POWER AND
RESPONSIBILITY SENSIBLY
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§ Self-organization isn‘t for everybody.
§ Help! The fact that you're not by default
the best leader, also applies to your
employees. They're also not
immediately agile.
§ Step by step. People will be skeptical.

18. @devpg
#1: INTRODUCE POWER AND
RESPONSIBILITY SENSIBLY
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[Source: http://upload.wikimedia.org/wikipedia/commons/c/c1/Peter_Kruse_auf_der_republica_10_-_2.jpg ]
„Keep yourself as a
leader either completely
out, or try to have
everything under
control.“
8 rules for complete
standstill in companies
– Prof. Dr. Peter Kruse

19. @devpg
#2: IDENTIFICATION AND
MOTIVATION OVER INCENTIVATION!
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§ Intrinsic motivation arises from
identification
§ Extrinsic motivation based on incentive
systems will break your culturre!
§ Causes frustration
§ Never ending story
§ Make it your their project

20. @devpg
#3: GIVE ORIENTATION AND
INSPIRE
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[Source: http://upload.wikimedia.org/wikipedia/commons/8/8d/Right_This_Way.JPG ]

21. @devpg
#4: KNOW LEVEL OF AUTHORITY
WHEN IT COMES TO DECISIONS
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[Source: http://ptgmedia.pearsoncmg.com/images/art_appelo_7levelsauthp2/elementLinks/appelo_fig03.jpg ]

22. @devpg
#4: KNOW LEVEL OF AUTHORITY
WHEN IT COMES TO DECISIONS (2)
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Use an authority board as a contract
between teams and management.

23. @devpg
#5: BE A FACILITATOR AND
SPARRING PARTNER
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[Source: http://www.sparringspartner-vertrieb.de/assets/images/Sparringspartner-fuer-den-Vertrieb.jpg ]
§ Connecting the dots.
§ Encourage people, when things fail.
§ Share your knoldege, experience,
network.
§ Welcome change.

24. @devpg
#6: ACT AS A GARDENER IN
YOUR ORGANIZATION
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§ Solve impediments on a higher level.
§ Create an environment so that the
teams can succeed.
§ Strive for best team setup.
§ Have a passion for detail

25. @devpg
#7: TEAMS SERVE THE CUSTOMER
NOT THE MANAGEMENT
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[Source: http://www.marketingclub-bremen.de/MCB2009-wp/wp-content/uploads/2013/05/Zalando_Fashion-Fontäne_kl.jpg.jpeg ]
§ Origanisational
structure becomes
less important

26. @devpg
#8: DON‘T TAKE YOURSELF
TOO SERIOUSLY
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[Source: http://www.littlemissmomma.com/wp-content/uploads/2012/10/2-IMG_4966a.jpg ]
§ Time will come when you will be
needed less and less.
§ That's great, because that
means you did a awesome job.

27. @devpg
AGILE NEEDS LEADERSHIP
(AS A CONTEMPORARY
ALTERNATIVE TO
MANAGEMENT)
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28. @devpg
FROM MANAGEMENT TO
LEADERSHIP
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§ A good manager isn‘t necessarily a
good leader.
§ Your influence will be indirect, but no
less important!
§ If you define yourself on the status, you
will probably have a problem.
§ Leadership doesn‘t substitue
management.

29. @devpg
THANKS FOR YOUR
ATTENTION
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[Source: http://www.flickr.com/photos/peterjlambert/97671748/sizes/o/in/photostream/]