Servant-Leading Agile Environments

1. EMBRACE LEAN-AGILE LEADERSHIP
TEAMS
TO UNLOCK YOUR GROWTH

2. WHY
AGILITY
Speed of change is
accelerating
Reaching 50 million users
( 75 years
35 years
30 days
Embrace the Digital
Revolution
Bank
Movie
Taxi
Managers Empower
Employees
CEOs:
Create environments where
creative employees can excel
Employees
Peter Koning 2015 PeterAgile

3. 3D
LEADER
Servant
Assure teams:
• Outsmart you, are
learning
• Are brutally
transparent
Leading Agile Environments
Peter Koning 2015 PeterAgile
You have to
• Set Big Inspiring
Goals
• Be the new culture
It’s Complex, so:
• Sketch Play Learn
Adapt
• Get feedback flow

4. Ownership on
Goals
Minimize Feedback
Delay Lean-Agile HR
LEAN-AGILE
MANAGEMEN
TTEAMS
Teams work for
customers
Build cross-
functional teams
Peter Koning 2015 PeterAgile
Minimize cycle-
time of Sketch
Play Learn Adapt
Teams are
empowered to
achieve inspiring
goals
Salary and
Rewards to
promote Learning
3.0
Lean-Agile Management Teams Principles
1. It’s a complex system, we’ve to adapt more than we plan
2. Work is done in teams for customers by Creative Workers
3. We are a team, we learn
4. We implement flow

5. WHY MANAGEMENT TEAMS NEED
TO CHANGE
1. The era of budgets, year plans, people with fixed roles
are gone. The speed of change is accelerating. Your
competitors will out-speed you.
2. Employees are creative workers. They have to use their
creativity to solve day-to-day problems. They don’t need
roles descriptions. Tell your intent, what you want to
achieve and ‘the why’.
3. Management have to become leaders. Servant-Leaders
to give directions and support the cross-functional teams
in achieving the goals

6. PRINCIPLES OF LEAN-AGILE MT’S
1. 1. It’s a complex system, we adapt more than we plan
To achieve our goals we have to continuously sketch, play, learn & adapt. The
outcome of our plans aren’t predictable.
2. Work is done in teams for customers by Creative Workers
We lead Creative Workers, they have learn and grow to be even more equipped to
perform their jobs. Working in effective teams builds synergy.
3. We are a team, we learn
We the MT are a team. We work together to minimize local optimum and maximize
flow. We build the value-driven environment. We give each-other feedback to learn.
4. We implement flow
We believe in a Lean Flow of Value to our customers. Using feedback to
continuously improve.

7. LEAN-AGILE MT – PROCESS
Scrum is used in the MT
Success KPI: we know what we want to achieve. We
help each other to achieve the overall goal
Customer: who are our customers?
4 weekly Sprint-Rhythm
Planning (sprint backlog, tasks, success-criteria’s, …)
Review (department & stakeholders)
Retrospective (grow as a team)
Daily (at 11:45) everybody is free to listen

8. PRACTICES
Team Practices Board
 Example: Development teams
 Example: Marketing teams
The Good Conversation
Leadership Team Canvas
Celebrate Change Model
Why Pyramid

9. BLOGS / CHAPTERS
 Design the motivational environment
 That what brought you hear, won’t get you there. Stop being
the smartest and fastest
 Stop playing chess, start Angry Birds
 Ownership needs conflict
 Big Inspirational Goals
 5 dangers of growing companies (1. Internal organization
needs attention; 2. Stop listening to customers; 3. innovation
Slows; 4. Fail to see disruptive forces; 5. Underperform market
growth)
 There go my people, I must follow them, for I’m their leader

10. SERVANT-LEADER
Leader (you make sure that everybody:)
 Goals
 Feedback (not having feedback from customers isn’t an option)
 Continuous Improvement (not working on improvements isn’t an
option)
Servant
 8+ people are (working towards) outsmart you
 Create an environment for people to excel
 Facilitate Ownership

11. MANAGEMENT TEAM
GROWTH PATH1. Stable teams – work done by cross-functional teams. MT ‘creates’ these teams.
 5 Dysfunctions of a team. Teambuilding craftsmanship. Group dynamics.
 Powerfull Questions. Coach. Facilitator skills.
2. Ownership on goals – teams have ownership
 Intent-based leadership. Facilitate discussion. Bottom-up Intelligence
 Input|Output|Outcome. E2E responsibility
3. Minimize feedback delay
 MVP, Lean-Startup, Experiments
 Lean-thinking, Waste, Flow
4. Continuous learning
 Learning 3.0. Guilds, Communities, Meet-ups,
 Failure wall, Failure-story, stop 3 out of 10 ideas
5. Agile Team HR
 Salary, Rewards, Growthpaths.
 360-feedback. Kudos
6. Platform co-create

12. AGILE MT TRAININGS
PROGRAM
Goal: MT is able to continue the Agile Mature journey
themselves
Rhythm:
 ‘homework’
 once a month a 4-hours session. Sometimes together with PO/SM
 Management Guild to share experience
Topics
 Continuously evaluated with the MT
 See next slide for the start

13. TRAININGS BACKLOG
 Building Teams, Team Dynamics, Team models
 Coaching Stance, Powerful Questions
 Maximize outcome, not output; Agile Strategy
 Setting Big Inspirational Goals (BIG) – Ownership – Intent based Leadership
 ‘Scrum for MT’ – what’s the process rhythm of a Management Team
 Validate Value – how can we evaluate our decisions
 Minimize Feedback Delay – Lean Thinking – Waste
 Scaling Agile, the models SAFe, Spotify, Nexus, …
 MVP, Lean-Startup, Experiments
 Learning 3.0; Guilds; Continuous Feedback
 …

14. PRACTICE – TEAM PRACTICES
BOARD
Teams vertically. Horizontally practices. Green, Orange,
Red.
Maturity Model
2 weekly stand-up. Scrum Masters + Managers (+ …) to
talk about the progress made
Example IT Practices: Refactor (Code Quality), Automatic
QA, Security,

15. If you’ve any questions? Please let us know
www.prowareness.nl