01. Rethinking Agile Leadership - Andrea Provaglio - #ScaBru18
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The Agile world seems to have recently discovered the importance of "leadership". This can be very good news and it can also be very bad news. It’s bad news if the so-called “Agile Leadership” is a way to rebrand traditional management models, along with their underlying mindset, so that they could survive in a rather different cultural ecosystem — namely, Agile. On the other hand, this interest can be very good news if Agile Leadership is seen as something almost entirely new. In his presentation, Andrea showcases the unique qualities of Agile Leadership and how it requires a more mature understanding and practice in the entire organization.
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01. Rethinking Agile Leadership - Andrea Provaglio - #ScaBru18
- 1. Rethinking Agile Leadership Andrea Provaglio Agile Enterprise Coach @andreaprovaglio
- 2. I work with executives, managers and teams in intellect-based organizations. I help them rethink their organizational dynamics, mindset, processes and practices, so that they can do business effectively in the 21st century. Nice Meeting You
- 4. What is agility? Knowing that you don’t know.
- 5. What is agility? Knowing that you don’t know. And operate. Intelligently.
- 6. COMPLEX COMPLICATED OBVIOUSCHAOTIC UNORDER DISORDER Cynefin framework by Dave Snowden ORDER
- 7. COMPLEX COMPLICATED Enabling Constraints Unknown unknowns Governing Constraints Known unknowns probe-sense-respond sense-analyze-respond OBVIOUSCHAOTIC Rigid Constraints Known knowns Absence of Constraints Unknowables act-sense-respond sense-categorize-respond UNORDER DISORDER Cynefin framework by Dave Snowden ORDER
- 8. COMPLEX COMPLICATED Enabling Constraints Unknown unknowns Governing Constraints Known unknowns probe-sense-respond sense-analyze-respond OBVIOUSCHAOTIC Rigid Constraints Known knowns Absence of Constraints Unknowables act-sense-respond sense-categorize-respond Agility UNORDER DISORDER Cynefin framework by Dave Snowden ORDER
- 9. Agility according to @pragdave https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
- 10. Agility according to @pragdave https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html • Find out where you are • Take a small step towards your goal • Adjust your understanding based on what you learned • Repeat
- 11. Agility according to @pragdave https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html • Find out where you are • Take a small step towards your goal • Adjust your understanding based on what you learned • Repeat When faced with two or more alternatives that deliver roughly the same value, take the path that makes future change easier.
- 15. The Business Case ValueOrganizationLeadershipMindset and Skills
- 16. Which types of organizations foster agility?
- 17. Organizational Qualities for Agility
- 18. Organizational Qualities for Agility Decentralized decision-making
- 19. Organizational Qualities for Agility Decentralized decision-making Continuous scanning and learning
- 20. Organizational Qualities for Agility Adaptation as new information becomes available Decentralized decision-making Continuous scanning and learning
- 23. Formal Structure Matters Hierarchy Matrix
- 24. Formal Structure Matters Hierarchy TribesMatrix
- 25. And Social Structure Is Key Individuals and Interactions are the “nervous system” of the Agile organization
- 26. Management and Leadership Quotes from “Tribes” by Seth Godin
- 27. Management and Leadership Management is about manipulating resources to get a known job done Quotes from “Tribes” by Seth Godin Authority
- 28. Management and Leadership Management is about manipulating resources to get a known job done Leadership is about creating change you believe in Quotes from “Tribes” by Seth Godin Influence Authority
- 29. Management and Leadership Management is about manipulating resources to get a known job done Leadership is about creating change you believe in Quotes from “Tribes” by Seth Godin Influence Managers have employees Authority Leaders have followers.
- 32. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable
- 33. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable Real responsibility can only be taken.
- 34. Accountability vs. Responsibility Feeling ResponsibleBeingAccountable Managers want accountability Real responsibility can only be taken. Leaders take responsibility.
- 36. Influencing Others It’s impossible NOT to communicate
- 37. Influencing Others It’s impossible NOT to communicate Your every act, word and thought has an influence
- 38. Influencing Others It’s impossible NOT to communicate Your every act, word and thought has an influence Awareness and ethics of influencing is essential
- 39. What is Agile Leadership?
- 40. What is Agile Leadership? Definitely NOT what this guy is doing.
- 41. People Imagine Wonderful Leaders, But…
- 42. People Imagine Wonderful Leaders, But… What kind of leader do YOU want to be?
- 43. About The “Agile Leader”
- 44. About The “Agile Leader” Everyone leads, from time to time
- 45. About The “Agile Leader” Everyone leads, from time to time Therefore, everyone follows from time to time
- 46. About The “Agile Leader” Everyone leads, from time to time Knowing how and when to follow is equally important as to lead Therefore, everyone follows from time to time
- 47. About The “Agile Leader” Everyone leads, from time to time Knowing how and when to follow is equally important as to lead Therefore, everyone follows from time to time Agile Leaders grow other Agile Leaders
- 48. Distrubuted, Contextual Leadership Promote multiple, synergistic Acts of Leadership
- 49. Distrubuted, Contextual Leadership Promote multiple, synergistic Acts of Leadership
- 51. Supporting Qualities for Agile leadership Envisioning and Communication Skills Influence
- 52. Supporting Qualities for Agile leadership Trustworthiness Envisioning and Communication Skills Influence
- 53. Supporting Qualities for Agile leadership Truthfulness Empathy Non-self mindset Personal Responsibility Trustworthiness Envisioning and Communication Skills Influence
- 54. Supporting Qualities for Agile leadership Truthfulness Empathy Non-self mindset Personal Responsibility Self- awareness Trustworthiness Envisioning and Communication Skills Influence
- 55. What I Mean by Self-Awareness
- 56. What I Mean by Self-Awareness You cannot communicate with others, if you can’t communicate with yourself
- 57. What I Mean by Self-Awareness You cannot communicate with others, if you can’t communicate with yourself You cannot take care of others, if you can’t take care of with yourself
- 58. What I Mean by Self-Awareness You cannot communicate with others, if you can’t communicate with yourself You cannot take care of others, if you can’t take care of with yourself You cannot lead others, if you can’t lead yourself
- 61. Truthfulness Applied I Language Walk the Talk
- 62. Truthfulness Applied I Language Walk the Talk Keeping Promises
- 63. Truthfulness Applied I Language Walk the Talk Keeping Promises Depicting Reality
- 64. Trustworthiness
- 65. Trustworthiness “If I make myself vulnerable, I trust that you won’t take advantage of that”
- 66. Trustworthiness “If I make myself vulnerable, I trust that you won’t take advantage of that” Essential for truthfulness in interactions
- 67. Trustworthiness “If I make myself vulnerable, I trust that you won’t take advantage of that” Essential for truthfulness in interactions Not to be confused with reliability
- 68. Let’s Wrap It Up
- 69. Let’s Wrap It Up In agility, continuous and synergistic acts of leadership outweigh the occasional top-down decisions
- 70. Let’s Wrap It Up Leadership is not a position. Everyone leads, everyone follows. In agility, continuous and synergistic acts of leadership outweigh the occasional top-down decisions
- 71. Let’s Wrap It Up To enable agility in all organizational domains, develop key essential qualities of the individuals — the nervous system of an organization that manifests agility Leadership is not a position. Everyone leads, everyone follows. In agility, continuous and synergistic acts of leadership outweigh the occasional top-down decisions
- 72. Want to Talk? provagl.io/linkedin provagl.io/twitter provagl.io/contact Use these courtesy URLs!