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Reprogramming
Leadership for Agility
Pete Behrens
Leadership Agility Coach
@petebehrens
#ALD16
Pete Behrens, CEC, CST®
2
 Leadership Agility Coach with Trail Ridge
 Guide organizational agility…
 Certified Leadership Agility 360 Coach
 Certified Enterprise Coach (CEC)
 Certified Scrum Trainer (CST)
 Created Scrum Alliance Programs:
Certified Enterprise Coaching (CEC)
Certified Agile Leadership (CAL)
 Scrum Alliance board member
© 2016
I haven’t always been cool…
“I have a
confession…”
I am A
Recovering
asshole
© 2016
Why I know this…
© 2005-2016 Trail Ridge Consulting, LLC
Pete the ”Expert” Leader…
© 2005-2016 Trail Ridge Consulting, LLC
Pete the ”Achiever” Leader…
© 2016
Heroic Leaders
Focus on Results
Direct Work
People = Pawns
Focus on Tasks
Do work
People = Problems
Experts Achievers
(a.k.a. “Assholes”)
© 2016
I’m not alone…
R. Hogan & Kaiser, 2005
What we know about leadership.
Review of General Psychology
“Climate surveys routinely
show that about 70% of
employees report the most
stressful aspect of their
jobs is the interaction with
their immediate boss.”
70%
Leadership
Failure
© 2016
My AHA! Catalyst
We all need a
Jana in our
lives…
© 2016
1890’s (some perspective)
90% of people were in agriculture
Manufacturing Companies < 4 employees
© 2016
1920’s (one generation later)
500,000 cars per year from Ford
US Steel was a $1B Company
© 2016
1920’s (Leadership)
Management was invented
to turn human beings into
semi-programmable robots
© 2016
A Few Things have Changed
Predictable > Volatile
Dependable > Complex
Barriers to
Competition
Steady > Intense
Independent > Interconnected
© 2016
Change has Changed
“We have come to an
Inflection Point
of change.”
- Gary Hamel
© 2016
But Leadership Hasn’t Changed
Management approaches
are vastly based on what was
invented prior to 1920.
38%
© 2016
Why aren’t we changing?
38%
38%
Management
concern about
loss of control
© 2016
Why aren’t we changing?
42%
Organizational
resistance to
change
© 2016
Why aren’t we changing?
Organization
Agility
Leadership
Agility
46%
Culture
at odds with
agile values
© 2016
Agile Leadership
"Unless leaders do
their own development,
they are unlikely to create
business transformation.”
- Robert Anderson
in Mastering Leadership
© 2016
Agile Leadership
Focus on Growth
Foster Creativity
Guide Change
Share Leadership
Catalyst
© 2016
Agile Leadership Compass
This
compass
guides
leaders in
navigating
the fog of
complexity,
uncertainty,
and rapid
change.
© 2016
Over-Focus on Organization
Over-focus on
Organizationa
l Agility
Leaders
tend to over-
focus on the
organization
when driving
agility.
© 2016
Over-focus on
Organizationa
l Agility
Focus on Agile Leaders!
Organizations
reflect
Leadership
By first
focusing on
their own
thinking and
behaviors,
leaders will
role model
the agility
they are
seeking in
their
organizations
.
© 2016
An Agile Leader’s Story
The focus and tools of
research have changed
much in the past 100 years
How research is performed
has changed very little
Lars Bruns
Global
Research
© 2016
Researching Himself
Global
Research
Paired Leadership
Lars leads by modeling a paired-
leadership approach – sharing
responsibility & developing others.
© 2016
Researching People
Global
Research
M(e) Staffing
Researchers now self-organize
on research projects –
increasing energy & learning
© 2016
Researching Research
Global
Research
Flash Works
Researchers flash swarm selected
projects across disciplines –
creativity and progress soar.
© 2016
Agile Leadership
✴Awareness of self
✴Reflects cognitively
✴Open to perspectives
ADAPTIVE MIND ADAPTIVE ACTION
✴Experiments on self
✴Coaches for growth
✴Shares ownership
© 2016
Agile Leadership Journey
Task-focused
Do work
Results-focused
Direct work
Drive & measure
Growth-focused
Guide change
Foster Creativity
Share Leadership
Experts
Achievers
Catalysts
Based on Leadership Agility by Bill Joiner & Stephen Josephs
© 2016
Expanding Leadership AHA!
Based on Leadership Agility by Bill Joiner & Stephen Josephs
Less about skill acquisition, more about self-awareness and maturity
© 2016
Over-Focus on Actions
Over-focus on
Productivity and
other outputs
Leaders tend
to over-focus
on delivery
and outputs
of their teams
and orgs
when driving
agility.
© 2016
Need Focus on Enablement
Results are
enabled thru
culture
“You can’t build an
adaptable organization
without adaptable
people”
- Gary Hamel
Over-focus on
Productivity and
other outputs
By focusing
on what
enables
outputs to be
delivered,
leaders
enable future
growth and
delivery.
© 2016
Agile Isn’t Sticking or Scaling…
Today’s Leadership
i CULTURE
STRUCTURE
PROCESS
Doing Scrum or other agile approaches
Runs into organizational and cultural issues
And ultimately is stifled to adopt and grow.
© 2016
Agile Leadership is the key
CULTURE
STRUCTURE
PROCESS
Organizations that start with culture/values
And build agile structures to support them
Ultimately grow and sustain agility
And their organizational effectiveness
© 2016
Focus on Enablement
✴Imagines creatively
✴Connects emotionally
✴Seeks & uses feedback
GROWTH MINDSET
AGILE VALUES
✴Creates a safe workplace
✴Guides organization change
✴Builds organization culture
© 2016
An Agile Leader’s Story
Guiding Agile Culture
With a pending integration,
Philipp sought to know and
save his company’s culture.
He ended up influencing the
acquiring company’s culture
Philipp Engstler
© 2016
Certified Agile Leadership (CAL) Program
AHA! Journey!
Thank you!
Pete Behrens
Leadership Agility Coach
@petebehrens
#ALD16

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Reprogramming Leadership for Agility - September 2016

  • 1. Reprogramming Leadership for Agility Pete Behrens Leadership Agility Coach @petebehrens #ALD16
  • 2. Pete Behrens, CEC, CST® 2  Leadership Agility Coach with Trail Ridge  Guide organizational agility…  Certified Leadership Agility 360 Coach  Certified Enterprise Coach (CEC)  Certified Scrum Trainer (CST)  Created Scrum Alliance Programs: Certified Enterprise Coaching (CEC) Certified Agile Leadership (CAL)  Scrum Alliance board member
  • 3. © 2016 I haven’t always been cool… “I have a confession…” I am A Recovering asshole
  • 4. © 2016 Why I know this…
  • 5. © 2005-2016 Trail Ridge Consulting, LLC Pete the ”Expert” Leader…
  • 6. © 2005-2016 Trail Ridge Consulting, LLC Pete the ”Achiever” Leader…
  • 7. © 2016 Heroic Leaders Focus on Results Direct Work People = Pawns Focus on Tasks Do work People = Problems Experts Achievers (a.k.a. “Assholes”)
  • 8. © 2016 I’m not alone… R. Hogan & Kaiser, 2005 What we know about leadership. Review of General Psychology “Climate surveys routinely show that about 70% of employees report the most stressful aspect of their jobs is the interaction with their immediate boss.” 70% Leadership Failure
  • 9. © 2016 My AHA! Catalyst We all need a Jana in our lives…
  • 10. © 2016 1890’s (some perspective) 90% of people were in agriculture Manufacturing Companies < 4 employees
  • 11. © 2016 1920’s (one generation later) 500,000 cars per year from Ford US Steel was a $1B Company
  • 12. © 2016 1920’s (Leadership) Management was invented to turn human beings into semi-programmable robots
  • 13. © 2016 A Few Things have Changed Predictable > Volatile Dependable > Complex Barriers to Competition Steady > Intense Independent > Interconnected
  • 14. © 2016 Change has Changed “We have come to an Inflection Point of change.” - Gary Hamel
  • 15. © 2016 But Leadership Hasn’t Changed Management approaches are vastly based on what was invented prior to 1920. 38%
  • 16. © 2016 Why aren’t we changing? 38% 38% Management concern about loss of control
  • 17. © 2016 Why aren’t we changing? 42% Organizational resistance to change
  • 18. © 2016 Why aren’t we changing? Organization Agility Leadership Agility 46% Culture at odds with agile values
  • 19. © 2016 Agile Leadership "Unless leaders do their own development, they are unlikely to create business transformation.” - Robert Anderson in Mastering Leadership
  • 20. © 2016 Agile Leadership Focus on Growth Foster Creativity Guide Change Share Leadership Catalyst
  • 21. © 2016 Agile Leadership Compass This compass guides leaders in navigating the fog of complexity, uncertainty, and rapid change.
  • 22. © 2016 Over-Focus on Organization Over-focus on Organizationa l Agility Leaders tend to over- focus on the organization when driving agility.
  • 23. © 2016 Over-focus on Organizationa l Agility Focus on Agile Leaders! Organizations reflect Leadership By first focusing on their own thinking and behaviors, leaders will role model the agility they are seeking in their organizations .
  • 24. © 2016 An Agile Leader’s Story The focus and tools of research have changed much in the past 100 years How research is performed has changed very little Lars Bruns Global Research
  • 25. © 2016 Researching Himself Global Research Paired Leadership Lars leads by modeling a paired- leadership approach – sharing responsibility & developing others.
  • 26. © 2016 Researching People Global Research M(e) Staffing Researchers now self-organize on research projects – increasing energy & learning
  • 27. © 2016 Researching Research Global Research Flash Works Researchers flash swarm selected projects across disciplines – creativity and progress soar.
  • 28. © 2016 Agile Leadership ✴Awareness of self ✴Reflects cognitively ✴Open to perspectives ADAPTIVE MIND ADAPTIVE ACTION ✴Experiments on self ✴Coaches for growth ✴Shares ownership
  • 29. © 2016 Agile Leadership Journey Task-focused Do work Results-focused Direct work Drive & measure Growth-focused Guide change Foster Creativity Share Leadership Experts Achievers Catalysts Based on Leadership Agility by Bill Joiner & Stephen Josephs
  • 30. © 2016 Expanding Leadership AHA! Based on Leadership Agility by Bill Joiner & Stephen Josephs Less about skill acquisition, more about self-awareness and maturity
  • 31. © 2016 Over-Focus on Actions Over-focus on Productivity and other outputs Leaders tend to over-focus on delivery and outputs of their teams and orgs when driving agility.
  • 32. © 2016 Need Focus on Enablement Results are enabled thru culture “You can’t build an adaptable organization without adaptable people” - Gary Hamel Over-focus on Productivity and other outputs By focusing on what enables outputs to be delivered, leaders enable future growth and delivery.
  • 33. © 2016 Agile Isn’t Sticking or Scaling… Today’s Leadership i CULTURE STRUCTURE PROCESS Doing Scrum or other agile approaches Runs into organizational and cultural issues And ultimately is stifled to adopt and grow.
  • 34. © 2016 Agile Leadership is the key CULTURE STRUCTURE PROCESS Organizations that start with culture/values And build agile structures to support them Ultimately grow and sustain agility And their organizational effectiveness
  • 35. © 2016 Focus on Enablement ✴Imagines creatively ✴Connects emotionally ✴Seeks & uses feedback GROWTH MINDSET AGILE VALUES ✴Creates a safe workplace ✴Guides organization change ✴Builds organization culture
  • 36. © 2016 An Agile Leader’s Story Guiding Agile Culture With a pending integration, Philipp sought to know and save his company’s culture. He ended up influencing the acquiring company’s culture Philipp Engstler
  • 37. © 2016 Certified Agile Leadership (CAL) Program AHA! Journey!
  • 38. Thank you! Pete Behrens Leadership Agility Coach @petebehrens #ALD16