Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Presentation led by David Gurteen from Gurteen Knowledge within the 'Individual' stream of the World Class theme at the APM Project Management Conference 2016
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Presentation led by David Gurteen from Gurteen Knowledge within the 'Individual' stream of the World Class theme at the APM Project Management Conference 2016
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
We are excited to show you the Berkeley Board Fellows Kickoff Event slides. This is an opportunity for Board Fellows and Board Mentors to meet one another, hear from current and past program participants, learn best practices and ask questions.
Team Collaboration Case Study/ Leadership Speaker Sandi CoryellSandi Coryell
It's almost impossible to 'teach' #leadership development. You have to get in there, get your hands dirty, be put under real world pressure, and work well with all different types of people.
Leadership Speaker Sandi Coryell simulated real world situations to help an advertising agency team spot future stars, improve collaboration, and identify performance gaps.
Effectively replicating real world situations in a safe learning environment.
How well you make smart decisions, consider multiple perspectives, and stay creative under pressure determines how well you can #lead an #inclusive team in a modern workplace.
#leadership #collaboration
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Strategic Culture: 3 Keys to Creating a High Performance Culture in Your Orga...Rob Lewis Jr., M.S.
Most mid to high level managers assume that culture and employee engagement is a waste of time. In contrast, most c-level executives place a great deal of importance on developing a culture of high performance. Much of the disconnect is due to the ambiguity of the subject of culture. Many assume that culture development cannot be related to the bottom line of a company. In this presentation I provide compelling evidence from James Heskett that actually shows the financial implications of a strong culture. In addition, I present the 3 most important components of developing a strong culture in your organization. The three keys are alignment, engagement and execution. These lay the foundation of culture development. Finally, I attempt to motivate you toward action in creating a plan for culture development and following through. The most important take away is that culture is like a garden, it must be nurtured and taken care of on a daily basis to affect change. Thus the executive team must condition the managers to integrate culture development into their daily routines. Please contact me for speaking & consulting opportunities.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Values-Driven Leadership In Practice with Joanna BarclayValuesCentre
2016 CTT International Conference:
Joanna Barclay shares with CEOs and Senior Managers the importance of a high-performance culture built on a growth mindset and individual happiness. The audience will understand the drivers for change, how to boost energy, and shift behaviours to support new strategic initiatives.
We are excited to show you the Berkeley Board Fellows Kickoff Event slides. This is an opportunity for Board Fellows and Board Mentors to meet one another, hear from current and past program participants, learn best practices and ask questions.
Team Collaboration Case Study/ Leadership Speaker Sandi CoryellSandi Coryell
It's almost impossible to 'teach' #leadership development. You have to get in there, get your hands dirty, be put under real world pressure, and work well with all different types of people.
Leadership Speaker Sandi Coryell simulated real world situations to help an advertising agency team spot future stars, improve collaboration, and identify performance gaps.
Effectively replicating real world situations in a safe learning environment.
How well you make smart decisions, consider multiple perspectives, and stay creative under pressure determines how well you can #lead an #inclusive team in a modern workplace.
#leadership #collaboration
CCL Points of View on Leadership Development Through the Lens of Relational L...Charles Palus
CCL Points of View on Leadership Development Through the Lens of Relational Leadership featuring Chuck Palus, CCL Senior Fellow. This is a special session for new CCL coaches and associates in Europe, Middle East and Africa. The topics include Dialogue, DAC Model, Relational Leadership, Lessons of Experience, ACS Model, Leadership Culture and Vertical Development.
Streaming recording link at https://ccl.webex.com/ccl/lsr.php?RCID=2ccc9bea43e943ff869ade36d413a2d1
Infographic: 10 Things HR Does Not Want To Hear From Agile (Agile HR)Fabiola Eyholzer
When Lean | Agile meets traditional Human Resources, two worlds with different values, principles, and practices collide. See the top 10 issues Lean | Agile teams are most frustrated about when it comes to their HR.
Meeting the demands of agile teams with traditional people solutions is a challenge. In our infographic we summarized the top 10 shortcomings of Human Resources from a team perspective.
1. Performance Management kills team dynamic and agility.
2. Bonus Models do not foster agile values and undermine collaborative behavior.
3. Employee Appraisals are too ritualistic and infrequent to keep up with fast feedbacks.
4. Talent Development is not in line with continuous learning and knowledge sharing.
5. HR overlooks to also hire for mindset, ability, and conduct to thrive in agile teams.
6. HR cares more about policies and regulations than helping us unlock our potential.
7. HR is more concerned about the outdated notion of retention than engagement.
8. HR instruments are too static and do not inspire meaning and growth.
9. HR does not connect with people and cannot be trusted to act in our best interest.
10. HR does not get Agile and is not interested in understanding it.
Lean | Agile teams deserve amazing people solutions aligned with their values & principles. It is up to HR to become People Operations and create an inspiring and engaging workplace where people can thrive.
Does your HR meet the standard of Lean | Agile teams?
Strategic Culture: 3 Keys to Creating a High Performance Culture in Your Orga...Rob Lewis Jr., M.S.
Most mid to high level managers assume that culture and employee engagement is a waste of time. In contrast, most c-level executives place a great deal of importance on developing a culture of high performance. Much of the disconnect is due to the ambiguity of the subject of culture. Many assume that culture development cannot be related to the bottom line of a company. In this presentation I provide compelling evidence from James Heskett that actually shows the financial implications of a strong culture. In addition, I present the 3 most important components of developing a strong culture in your organization. The three keys are alignment, engagement and execution. These lay the foundation of culture development. Finally, I attempt to motivate you toward action in creating a plan for culture development and following through. The most important take away is that culture is like a garden, it must be nurtured and taken care of on a daily basis to affect change. Thus the executive team must condition the managers to integrate culture development into their daily routines. Please contact me for speaking & consulting opportunities.
I gave this talk about Agile and Human Resources at a
"Secret HR Society" meetup. It gives HR people a good insight into Agile mindset, values and principles.
The presentation was made during the Community Service Public Relations Council's annual Spectrum Conference on May 20, 2014.
Program Description: Are you new to a leadership position? Do you aspire to take on a leadership role in your organization?
Do you want to be a better leader or improve your leadership skills? We will provide a “buffet” of
leadership elements to help you improve your capacity to lead. View the selections and sample small
portions on communicating, resolving conflict, project planning and management, goal setting, and
listening. You might have more of an appetite for some offerings and less for others, but there will be
something to satisfy everyone’s hunger for successfully leading themselves, a team, or organization.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Definition of management
Definition of leadership
State the major styles of leadership
State the factors that may affect leadership styles
Nursing leadership role
Pearl strategy will make you resilient to disruption!
Organizational culture and people are the only competitive advantage in this time of disruption of business models.
Pearl is based in 5 principles: Performance, Empowerment, Accountability, Responsiveness and Locally embedded.
"Presentation on Developing Leadership Skills. Learn how to
Develop leadership skills. These PDF's are available for all
VEDA students for free on www.veda-edu.com"
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Term project ethics ethical business leadership ppt-fall 2016-business polici...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. Agenda
2
• Defining the Lean-Agile Leadership problem
• Leading Change: A level deeper!
• Cultivating a Leadership Culture
• Developing your Lean-Agile leadership style
4. Leadership Defined
4
lead·er·ship
ˈlēdərˌSHip/
noun
noun: leadership
the action of leading a group of people or an organization.
"different styles of leadership”
synonyms: guidance, direction, control, management, superintendence, supervision; More
• the state or position of being a leader.
"the leadership of the party”
synonyms: directorship, governorship, governance, administration, captaincy, control,
ascendancy, supremacy, rule, command, power, dominion, influence, “the leadership of the
Coalition”
• the leaders of an organization, country, etc.
plural noun: leaderships
"a change of leadership had become desirable"
5. Exercise: Define Leadership
Have you known a great leader?
Find a partner and create your
definition of “Leadership”
5
Discuss: 5 minutes Share: 5 minutes
7. What to do
7
1. Start with Kotter’s Leading Change
2. ID the right launch opportunity
3. Cast the right characters
4. Enable people to lead within their context
8. #1. Establish a sense of urgency
8
1. Transformation
1. Compelling business reason
2. Executive-driven
2. Adoption – we can/need to improve
9. #2. Create a powerful guiding coalition
9
o Participants
• Key leaders in organization who will champion the agile adoption
• Representatives from multiple aspects of the business (cross functional)
• Sufficient influence in the organization to drive change – authority to change the system
• Passion for Lean Agile and desire to drive change
• Skillset: may vary but well organized, good soft skills, good knowledge of their domain
• Ideally dedicated but part-time is feasible if consistent
o Responsibilities
• Own and act on Transformation Backlog
• Vision and context for change
• Stimulate conversation in organization
• Allocate capacity/engage people
• Set & communicate goals
• Engage broad audience
• Address people issues and impediments
10. #2. Create a powerful guiding coalition
10
1. Types of guiding coalitions
1. Centralized: Executive committee performs function or leads from the front with
an empowered execution group
2. Decentralized: Groups/business units figure out their own path
3. Combo: Centrally managed/funded best practices enablement group with
internal “customers”
11. #3. Develop the Vision and Strategy
11
1. Scenario 1: Business Vision is the Change Vision
2. Scenario 2: Change Vision describing Lean-Agile contributions to the Business Vision
• Leader/Sponsor can organize a set of working sessions to develop the vision.
• Visioning is an art, not a science!
• Needs to be aspirational but provide enough direction to be tangible
• Link to people’s sense of purpose!
12. #3. Develop the Vision and Strategy
12
1. What specific results are we achieving
and how are they
defined/communicated?
1. OKR – Objectives and Key
Results
2. Management By Objectives
2. Put a system in place to evaluate and
pivot
1. SAFe cadence (I&A!) or other
such review structure for the
guiding coalition
Objectives and Key Results Example
Objective Improve the efficiency of the Biz
value stream (concept to cash) by 25%
(yearly)
Key Results
• Decrease wait time between ‘approving’
and ‘starting’ work from 120 days to less
than 30 days
• Decrease wait time between
dev/component test and UAT from 75
days to 30 days
• Maintain or improve current defect
density profile on a project by project
basis
13. #4. Communicate the Vision (and Strategy)
13
1. Leverage existing change infrastructure/process etc (ADKAR, customized)
2. Establish communication plans and communicate 100x more than you think you need
to
Group Communications Frequency
Agile Lead Workshops,
Newsletters,
Planning Sessions,
As scheduled
Monthly
As scheduled
CIO Common cadence
events
Quarterly as
scheduled
Functional Leads Team Events 2-Weeks as sched.
Business Execs Common cadence
events
Quarterly as
scheduled
Contract
Stakeholders
Contract Demos
Cadence Events
Monthly
As scheduled
14. #5. Empower employees for broad-based action
14
From a delivery/product perspective:
1. Value Stream map to establish value-based delivery structures
2. Set up cross-functional teams
3. Employ the SAFe Lean-Agile work management system
4. ‘Feed the system’ with Improvement items (i.e., set aside specific capacity for
change!)
From a guiding coalition perspective:
1. Use SAFe to roll-out SAFe (or other cadence-based pivot system)
15. #6. Generate short term wins
15
• Pick the “right” train to launch
• Evaluate based on Leader support, Compelling opportunity,
Collaborating teams, Clear product/solution
• Launch and win!
• Organize your set of “customers” into a Roadmap for launches
16. #7. Consolidate gains and produce more wins
16
1. Agile Guiding Coalition captures measures against OKR/achieving Vision
2. Publish per communication/change management system (use PO/PM or Lean
Portfolio Management Stakeholder exercise)
3. Inspect and Adapt the Vision/OKR/goals
4. Take advantage of Lean Agile Events to communicate
17. #8. Anchor New Approaches in Culture
17
• SAFe roles and delivery structure provide the baseline system
• Figure out creative ways to reinforce changes in activity
• Badging system to reinforce the correct actions
• Don’t throw people off their path!
• How does HR/Career Path get modified to support here?
• Launch Communities of Practice
18. Thank you, Mr. Kott-aire!
18
….but what do I do in my role?
19. Where do we need leadership?
19
• Management = Leadership (right?!)
CIO
VP Ops
Ops Manager
VP Delivery
Program
Manager
VP Shared
Services
Release
Management
Assistant
Funded project
to “get Agile”–
awaiting results
Told to “Go
Agile”
Entrenched in the
old ways
Managing Agile
Project
Only gal actually
delivering Agile
Just waiting for
retirement
Actually trying to
help
Optimize CIO
Schedule + owns
meeting rooms
20. Lean-Agile Leaders are everywhere!
20
Culture
Executives
• Sponsorship ($)
• Vision/Results
• Manage the system
• Establishing the value
stream
Large Sol./Program
• Roadmap
• “Bridge” to strategy
• Mid-term work view
• Integrating value
Team 1…X
• Coaching/mentoring
• Delivering value
• Understand larger value
stream/context
• Exposing waste
21. What to look for in people opting in to Agile roles
22
• Highly adept at establishing trust
• Developers of people
• Highly collaborative
• Excellent communicators
• Courageous
• Growth mindset – “lifelong learners”
http://www.scaledagileframework.com/lean-agile-leaders
23. What type of corporate culture do we have and want?
24
24. Where would you place your corp. culture? Where do you want it?
25
Consensual
Hierarchical
Top-Down
Egalitarian
HBR, Erin Meyer
25. What level of trust exists between people in the organization?
26
High TrustLow Trust
Between Teams and Team Members?
High TrustLow Trust
Between those performing work and those asking for work to be done?
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
28. Exercise: Leadership Style
What characteristics do great leaders
need in your organization? Do you as
a leader exhibit these?
29
Discuss: 5 minutes Share: 5 minutes
30. Developing your Lean-Agile style
31
First and Foremost!
You need to understand who people are!
Aspirations
Cherished beliefs
Love
Value
Humor
Talents
Shy ßà Intense
Taste in food
Music
Clothes
Communication style
31. Developing your Lean-Agile style
32
How do you create an environment
where people feel comfortable
expressing themselves?
Intentionally break out of your traditional
corporate (norm-governed) role to
show/model acceptable expression
32. Developing your Lean-Agile style
33
Social Opening: Create the opportunity
for people to seize that moment and
build on it
Allow an environment where people are
free to cultivate, express, explore, and
appreciate individuality…in productive,
ethical ways
33. A quote about ethics….something to ponder
34
“Act in such a way that you treat humanity, whether in your own person or in the
person of any other, never merely as a means to an end, but always at the same time as
an end.”
— Immanuel Kant, Grounding for the Metaphysics of Morals
Do we as individuals violate this from time to time?
Are there practices anchored within our corporate culture that violate this?
34. Developing your Lean-Agile style
35
Do we need to change our behaviors to
exhibit new principles?
…in small ways…
1. Talk with someone you normally
wouldn’t
2. Cook a special meal and share
3. Help out a stranger
4. Send a gift
5. Spend a day learning something new
from someone
…in big ways…
1. “Pick one thing” leadership
challenge
2. Clear everyone’s meeting calendar
for 1 day out of the week
3. Give teams 1 day per quarter to do
whatever they would like to demo
4. Allow people to pick their own teams
35. Developing your Lean-Agile style
36
Be Awesome
Create opportunity
Inspire people
Opt-in to others efforts:
• In & excited
• Go along
37. Developing your Lean-Agile style
39
Don’t block others opportunity for
expression/contribution
Opt-out of participation
Be fake
Opt-in and resist
Don’t be a jerk
Steal the thunder
Self-promote
Brag
Cheapskate
Preference Dictator
No effort
Stick in the mud
Credit: Riggle…On Being Awesome
38. Developing your Lean-Agile style
40
Stop
Viewing behavior as ‘good’ or ‘bad’
Talking too much
Responding to people lobbing criticism
Criticizing ideas you don’t like
Winning too much (over-competitive)
Adding too much value
Passing judgment
Making destructive comments
Starting with ‘no’ ‘but’ or ‘however’
Telling people how smart you are
Speaking while angry
Negativity
Withholding information
Failing to give credit
Credit: Goldsmith…what got you here…
39. Developing your Lean-Agile style
41
Stop
Making excuses
Clinging to the past
Playing favorites
Refusing to express regret
Not listening
Failing to express gratitude
Punishing the messenger
Passing the buck
Excessive need to be “me”
Credit: Goldsmith…what got you here…
40. Exercise: Bad Leader Role Play
1. Form teams
2. Select 1 team representative
3. Representative retrieves cards
4. Discuss the topic assigned (3 minutes)
5. Team member exhibits behavior
6. Volunteer guesses behavior
42
5 minutes
41. Thank you for your time - Time is the most valuable thing we can spend!
42. Exercise: Leadership Culture
What can you do in your organization
to cultivate a leadership culture?
44
Discuss: 5 minutes Share: 5 minutes
43. Awesome Culture
45
Launch “Project Awesome” in your organization as a creative community-building effort.
Sample:
• People contribute something inspiring idea connected to the culture of the company.
(Ex., improved work environment, related to corp./project mission/vision or perhaps
corp. sponsored charity)
• People/team vote on what they would like to see most.
• Company ante’s up some pool of funds, crowd-sources funding or provides other
resources to get that something done.
Desired Result: Spark an instant of joy and delight that inspires long term hope for a more
awesome future.