What Agile Leaders are great at?
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The document outlines key attributes and practices of agile leaders in the 21st century, emphasizing transformational leadership, development of teams, and fostering a culture of collaboration and engagement. It highlights the barriers to agile adoption, the need for leaders to embody agile values, and the importance of setting goals while minimizing constraints. Additionally, the document stresses the significance of unlocking team potential and creating environments conducive to mutual influence and continuous improvement.
What Agile Leaders are great at?
- 1. Niranjan Nerlige V, Agile Consultant, Coach and Trainer CSP,CSM, PMI-ACP,SPC4 / What Agile Leaders are great at? ©2016 1
- 2. Agenda Ø Introduction to Agile Leaders of 21st Century Ø #1 -‐ Incubate Transformational Leadership Ø # 2 -‐ Develop Transformational Leadership Team Ø # 3 -‐ Expand as a Leader from Expert-‐Achiever-‐Catalyst Ø # 4 -‐ Develop People Ø # 5 -‐ Lead the change Ø # 6 -‐ Set the Goal and Minimize work requirements Ø # 7 -‐ Unlock the hidden potential Ø Q&A ©2016 2
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- 4. Barriers for Agile Adoption Company Culture at odds with agile values 46% Management concern about loss of control 38% Organizational resistance to change 42% 10th State of Agile report-‐Version One-‐ 2016 ©2016 4
- 5. Source: Developing Agile Leadership presentation by Peter Behrens ©2016 5
- 6. Agile Leadership An Agile leader... • Operates effectively amid uncertainty, complexity, and rapid change • Is knowledgeable about Agile values, approaches, and practices • Surfaces more creative solutions through increased self-‐awareness, a growth mindset, and engaging others • Aligns and empowers teams toward delivering more customer value • Takes a collaborative continuous-‐ improvement approach to organizational effectiveness • Catalyzes change in others and facilitates organizational change Source: https://www.scrumalliance.org/agile-‐leadership The World of Agile The World of Leadership What is It? The World of Agile Leadership Source: Developing Agile Leadership presentation by Peter Behrens Leaders need to be agile Agile Organizations need Leadership ©2016 6
- 7. Agile Leaders #1-‐Incubate Transformational Leadership ©2016 7
- 8. Leaders go first • Live the values • Lead by example • Seek to truly understand their culture • Be as transparent as the teams they lead See presentation: Agile From the Top Down: Executives & Leadership Living Agile by Jon Stahl ©2016 8
- 9. Scrum=Agile? • Does your company think following “agile practices” therefore they are agile. • They have to recognize agile is set of value and principles ©2016 9
- 10. Agile from top down practices • Clear communication is the foundation. “ I am glad we all agree” • Genuine shared understanding. – “ I am glad we’re all agreed then” • Create BVR(Big Visual room) • Put your values on the wall, agile manifesto, XP values and Lean (kaizen) • Visualize what you manage – Application assets – Leadership – Financial, operation etc. • Transparent leadership-‐ doesn't’t mean you have all answers. ©2016 10
- 11. Standard work practices Source: Define Core competencies, matrix and ownership Standard work: Agile Practices ©2016 11
- 12. #2-‐Develop Transformational Leadership Team ©2016 12
- 13. Temenos Transformation Model “The ability to transcend many visions into compelling shared vision across the organization is the key stone what Temenos offers organizations” ©2016 13
- 14. Integrity and sacredness of leadership team Personal visions of many Compelling organization shared vision “ Continued commitment to maintaining integrity and sacredness of leadership team” ©2016 14
- 15. #3-‐ Expand as a Leader from Expert-‐Achiever-‐Catalyst ©2016 15
- 16. Task-‐focused Do the work Results-‐focused Direct the work Drive and measure Growth-‐focused Guide people/change Share Leadership Creative & Adaptive Expert Leader Achiever Leader Catalyst Leader Agile Leadership Journey Source: Developing Agile Leadership presentation by Peter Behrens ©2016 16
- 17. Need Agile Leaders GROWTH MINDSET CATALYST HABITS Awareness of self Experiments on self Reflects cognitively Coaches for growth Open to perspective Shares ownership " We need more agile leaders who demonstrate Growth mindset and Catalyst Habits Source: Developing Agile Leadership presentation by Peter Behrens ©2016 17
- 18. Discovering Agile culture "Discovered agile culture and explored their values iteratively through visualization and collaboration Source: local.ch engineering manifesto -©2016 18
- 19. #4 – Lead the change ©2016 19
- 20. It is upto you It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming ©2016 20
- 21. Anchor new approaches in the culture • Leaders and managers own habits and behaviors • Culture is realized in the habits of the organization • New culture requires new habits • Celebrate short wins • Consolidate gains; produce more wins “people are already doing their best. It’s the system that’s flawed.”- Deming ©2016 21
- 22. #5 – Develop People ©2016 22
- 23. Agile Leadership style shall focus on Ø Developing skills and career paths Ø Creates team jointly responsible for success Ø Inculcate Lean , Agile Thinking and Behaviors Ø Joint problem solving Ø Respect People and Culture Develop People ©2016 23
- 24. Employee Engagement in Google Regarding work-‐life balance, Google gDNA findings: Ø Segmentors : 31 %(work without care for looming deadlines) Ø Integrators : 69 %(checking mail all evening, check daily see if new work has come) Googlers into two categories: Segmentors and Integrators. Source: https://www.rivs.com/blog/employee-‐engagement-‐and-‐google-‐how-‐are-‐they-‐linked/ 24
- 25. # 6 -‐ Set the Goal and Minimize Constraints ©2016 25
- 26. Set Goals , but minimize work requirements Agile Leaders Ø Set Goals but provide minimum work requirements Ø Build Agile Teams organized around Value Ø Eliminate demotivating policies and procedures “ As we look ahead into the next century leaders will be those who empower – Bill Gates ©2016 26
- 27. # 7 -‐ Unlock the hidden potential of the team members ©2016 27
- 28. What motivates us? Workers are knowledge workers if they know more about the work they perform than their bosses. —Peter Drucker It appears that the performance of the task provides its own intrinsic reward … this drive … may be as basic as the others … —The Surprising Truth About What Motivates Us, Daniel H. Pink ©2016 28
- 29. Create Environment of Mutual Influence Agile Leaders encourage direct reports: • To disagree where appropriate • To advocate for the positions they believe in • To push for their own needs • To enter into joint problem solving • To negotiate, compromise, agree, commit Everyone should have an opportunity to learn in a positive environment to enjoy the learning process and feel comfortable and conduct within it – Barry Saide ©2016 29
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