This document discusses agile leadership and what agile leaders do. It focuses on culture change, changing vision, removing organizational impediments, having a clear business vision, and leaders modeling the behaviors they want to see. It provides information on understanding people using various models like SCARF, ARC, and AMP. It also discusses what team members want, which includes more frequent feedback, leaders listening, being present, allowing silence, and reducing hypocrisy. The overall message is that leadership is critical for setting the stage for change by understanding people and removing barriers through modeling behaviors.
17. Theory X
Says people:
• Dislike responsibility
• Don’t want to work
• Need supervision and control
• Respond well to carrots and sticks
18. Theory Y
Says:
• Work can be like play
• People can be self-directed if they’re committed to the
goals of the team and organizations
• Job satisfaction increases engagement and commitment to
the organization
• People want to learn
• Most people can use imagination and creativity to solve
problems
19. • How many Theory X people do you have?
• When you see a motivation problem on a team,
where does that tell you the problem lies?
22. Classify Factors: Motivation
or Hygiene
• Relationship with
supervisor and peers
• Recognition
• The work itself
• Achievement
• Company policies
• Supervision
• Responsibility
• Security
• Status
• Growth
• Work conditions
• Salary
• Advancement
48. Leadership is Critical
• Set the stage
• Remove
Organizational
Impediments
• Understand People
• Listen
• Model the
Behaviour you want
What can you do?
49. SPRINT BACKLOG IN PROGRESS ACCEPTED
Background
Intro Core
Exercises
Motivation
Models for
Understanding
People
What Do
Team Members
Want?
50. References
• State of the Global Workplace 2013
• Why Motivating People Doesn’t Work …and
What Does - Susan Fowler
• Your Brain at Work - David Rock
• Two-Thirds of Managers Are Uncomfortable
Communicating with Employees - Lou Solomon
51. References II
• How Damaging Is a Bad Boss, Exactly? - Jack
Zenger and Joseph Folkman
• Driven away by hypocrisy: when endorsing a
caring workplace backfires for leaders
• Towers Watson Global Workforce Study 2012
• New Research: How Employee Engagement Hits
the Bottom Line - Tony Schwartz