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SOS TITANIC - Be a highly performant team to save your life!

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AgileCamp Silicon Valley 2017 - presentation about (team) leadership styles and links with performance, agile teams, culture, change process, cynefin model/complex problems

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SOS TITANIC - Be a highly performant team to save your life!

  1. 1. @GoAgileCamp #AgileCamp2017 20172017 SOS TITANIC Xavier Warzee Agile Coach Be a highly performing team to save your life! @xwarzee Founder, Scrum Conseil President, French Scrum User Group Philippe Houssin Performance Coach Founder, PEPS People
  2. 2. Learning objectives Learning objective 1 Discover by experiment the different styles of (team) leadership. Learning objective 2 Be aware depending of the leadership style, achieving high performance is a different journey Learning objective 3 Agile teams need several styles of leadership to avoid blind spots Learning objective 4 Each team member may be the leader depending of the context.
  3. 3. LEARNING OBJECTIVE 1 Discover by experiment the different styles of leadership.
  4. 4. Team • Form teams of 3 to 6 members • 1 observer per team • 20 to 30 minutes max • Warning, each team and observer will give their feedbacks after!
  5. 5. Several styles of leadership exist!
  6. 6. HOW TO KNOW OUR STYLE OF LEADERSHIP?
  7. 7. PLEASE STAND UP AND PUT YOURSELF ON A LINE
  8. 8. YES, NO, YES, YES, YES
  9. 9. NO, YES, NO, NO, NO
  10. 10. DEBRIEF
  11. 11. Testing the body! “The brain main purpose is to organize and control movement” - Daniel Wolpert “We think because we move” - Rodolfo Llinás RESULTS OF “ACTION TYPES®” RESEARCHES USEDAT INSEP IN THE CERTIFICATE : “PERFORMANCE & PSYCHOMOTIVE PROFILE” INSEP : National Institute of Sport, Expertise, and Performance https://www.ted.com/talks/daniel_wolpert_the_real_reason_for_brains
  12. 12. An example of test > Two schemes of different walks
  13. 13. • SOS Titanic during an agile retrospective few weeks ago • Body Testing during a meetup organized by the French Scrum User Group Usages
  14. 14. Learning objectives Learning objective 1 Discover by experiment the different styles of leadership. Learning objective 2 Be aware depending of the leadership style, achieving high performance is a different journey Learning objective 3 Agile teams need several styles of leadership to avoid blind spots Learning objective 4 Each team member may be the leader depending of the context.
  15. 15. LEARNING OBJECTIVE 2 Be aware depending of the leadership style, achieving high performance is a different journey
  16. 16. Write your name with Your left hand if you are right-handed Your right hand if you are left-handed When did you write your name that way the last time?
  17. 17. We use two sides to adapt Influence by: Surprise, Stress, Learning, Tired, Emotions, … • Expression • Control • Easy • Relax • Learning • Let go • Difficult • Tension
  18. 18. 4 types of needs Sensitive information channel Intuitive decision channel Rational logic Objective decision framework “The Practical-minded ones” “The Rational ones” Feeling logic Subjective decision framework “The socializing ones” “The Idealistic ones”
  19. 19. Strong temperament I control I explore Complexity I act I get involved Simplicity Quantitative Qualitative NATURAL ROLES “The praticals” “The Relationals” “The Idealistics” “The Rationals” Performer using dashboards, expertise and technology Producer relying on realistic and quality operating modes Catalyst Developer relying on evolving and uncertain contexts to innovate Leader mediator Humanist relying on and developing people
  20. 20. Strong temperament I control I explore Complexity I act I get involved Simplicity Quantitative Qualitative MANAGEMENT TYPES “The praticals” “The Relationals” “The Idealistics” “The Rationals” Mgt Abstract Concrete Step by step Interactions SOLIDARITY Human and environmental PRAGMATIC Operational and realistic BY OBJECTIVES Technical and financial PROSPECTIVE Global evolutionary and emerging
  21. 21. Strong temperament I control I explore Complexity I act I get involved Simplicity Quantitative Qualitative PREFERED MGT TOOLS “The praticals” “The Relationals” “The Idealistics” “The Rationals” • Analysis framework • Dashboard • Cost indicators • Investigation • Return on Investment • Total Cost • CQQCOQP Teambuilding Leadership Knowledge Management coaching networks • Definition of processes (time and tasks) • Total quality • 6 sigma (quality and cost reduction)
  22. 22. Strong temperament I control I explore Complexity I act I get involved Simplicity Quantitative Qualitative KNOWLEDGE MGT “The praticals” “The Relationals” “The Idealistics” “The Rationals” Learning Organization and Communities of Practice Feedback and Best practices Benchmarking and formal learning Knowledge Economy and Next Practices Knowledge Mgt Abstract Concrete Sequential Simultanous
  23. 23. Learning objectives Learning objective 1 Discover by experiment the different styles of leadership. Learning objective 2 Be aware depending of the leadership style, achieving high performance is a different journey Learning objective 3 Agile teams need several styles of leadership to avoid blind spots Learning objective 4 Each team member may be the leader depending of the context.
  24. 24. LEARNING OBJECTIVE 3 Agile teams need several styles of leadership to avoid blind spots
  25. 25. COLLABORATION CHALLENGE IN THE MANIFESTO
  26. 26. Learning Organization > The common ground for Agile, Lean, … Personal Mastery Mental Models Shared Vision Team Learning Systems Thinking
  27. 27. Learn as an individual vs a team Learn as an individual • Values • Achieve the purpose as the actor defines it • Win, do not lose • Suppress negative feelings • Emphasize rationality • Strategies • Control environment and task unilaterally • Protect self and others unilaterally Learn as a team • Values • Valid information • Free and informed choice • Internal commitment • Strategies • Sharing control • Participation in design and implementation of action
  28. 28. COLLABORATION CHALLENGE AT THE TEAM LEVEL
  29. 29. FORMING NORMING PERFORMING STAGES OF TEAM DEVELOPMENT > The Tuckman model STORMING
  30. 30. From Storming to Norming > How talents may work together - Diagnosis - Analysis of the situation •CONCRETE •Collect data and relevant facts - The Possibilities -The research of new solutions •PROJECT •Make plans about the future, search for new ways Logical analysis Feasibility study •PRINCIPLES •Anticipate the logical consequences, the actions advantages Impact of the decisions on the people •VALUES •Determine the meaning of the action, make sure the project is in accordance with the shared values, feel concerned about the motivation of the people involved Collective performance = sum of all the strengths of all leaderships “The Relationals” “The Rationals” “The praticals” “The Idealistics”
  31. 31. From Norming to Performing - Diagnosis - Analysis of the situation - The Possibilities -The research of new solutions Logical analysis Feasibility study Impact of the decisions on people “The Relationals” “The Rationals” “The praticals” “The Idealistics”
  32. 32. Learning objectives Learning objective 1 Discover by experiment the different styles of leadership. Learning objective 2 Be aware depending of the leadership style, achieving high performance is a different journey Learning objective 3 Agile teams need several styles of leadership to avoid blind spots Learning objective 4 Each team member may be the leader depending of the context.
  33. 33. LEARNING OBJECTIVE 4 Each team member may be the leader depending of the context
  34. 34. Organizational Culture Context > Schneider Model Control Culture "We succeed by getting and keeping control” • Rules, Process, Stability, • Power, Hierarchy, • Predictability, Order, • Standardization Competence Culture "We succeed by being the best" • Efficiency, Meritocracy, • Expertise, Achievement, • Professionalism Collaboration Culture "We succeed by working together” • Synergy, Partnership, Teams, • Trust, Diversity, People, • Interaction, Affiliation Cultivation Culture "We succeed by growing people who fulfil our vision" • Purpose, • Dedication, • Creativity, • Subjectivity
  35. 35. Organizational Culture Context > Schneider Model Control Culture "We succeed by getting and keeping control” • Rules, Process, Stability, • Power, Hierarchy, • Predictability, Order, • Standardization Competence Culture "We succeed by being the best" • Efficiency, Meritocracy, • Expertise, Achievement, • Professionalism Collaboration Culture "We succeed by working together” • Synergy, Partnership, Teams, • Trust, Diversity, People, • Interaction, Affiliation Cultivation Culture "We succeed by growing people who fulfil our vision" • Purpose, • Dedication, • Creativity, • Subjectivity The RationalsThe Praticals The IdealisticsThe Relationals
  36. 36. Change Context New Status Quo Transformational Ideas Chaos Foreign Element New Practices Old Status Quo Time Performance Resistance Deny Integration SatirChangeModel
  37. 37. Change Context Rationals Rationals New Status Quo Transformational Ideas Chaos Foreign Element New Practices Old Status Quo Time Performance Resistance Deny Integration SatirChangeModel
  38. 38. New Status Quo Transformational Ideas Chaos Foreign Element New Practices Old Status Quo Time Performance Resistance Deny Integration Change Context Idealistics Relationals Praticals SatirChangeModel
  39. 39. “Types of problem” Context
  40. 40. Cf. https://www.slideshare.net/DocOnDev/a-practical-guide-to-cynefin “Types of problem” Context Hero – Doers “The Praticals” Command Emergence Effectiveness “The Idealistics” Facilitation Facts Optimal solution “The Rationals” Collaboration Intuition - Efficiency “The Relationals” Coordination
  41. 41. Learning objectives Learning objective 1 Discover by experiment the different styles of leadership. Learning objective 2 Be aware depending of the leadership style, achieving high performance is a different journey Learning objective 3 Agile teams need several styles of leadership to avoid blind spots Learning objective 4 Each team member may be the leader depending of the context.
  42. 42. Return on Time Invested (ROTI) “Excellent – A really useful session that worth more than the time spent on it. High value” “Above average – I gained more than the time I spent. Good value” “Average – I gained enough to justify the time spent on. I have not lost my time, no more. Value” ”Useful – But it wasn’t worth 100% of the time spent on it. So I lost time.” “Useless – I gained nothing. I really lost 1 hour! No value at all!”
  43. 43. References • Titanic, James Cameron • https://en.wikipedia.org/wiki/Titanic_(1997_film) • The real reason for brains, Daniel Wolpert, TEDGlobal 2011 • https://www.ted.com/talks/daniel_wolpert_the_real_reason_for_brains • Tuckman's stages of group development • https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development • Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers, Dave Gray, Sunni Brown, James Macanufo • https://www.amazon.com/Gamestorming-Playbook-Innovators-Rulebreakers- Changemakers/dp/0596804172 • NASA – Space Shuttle • https://www.nasa.gov/mission_pages/shuttle/main/index.html • ActionTypes® • http://www.actiontypes.com • Talent Leadership: Empower Your Team to Reach High Performance Levels and Sustainable Rhythmes, R. Hippolyte, P. Petit, P. Houssin • https://fr.slideshare.net/ppetit/talent-leadership-empower-your-team • CCS – INSEP • http://www.insep.fr/fr/actualites/offre-de-formation-professionnelle-continue-des-cadres- du-sport-de-haut-niveau-2016-2017

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