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Developing Leadership Agility: 6 Mistakes Leaders Make

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Agile Leadership is effective leadership in an economy of complexity, uncertainty and rapid change. Most leaders believe they are effective leaders - unfortunately, other's do not agree. This presentation provides six primary mistakes leaders make and advise to refocus their thinking to increase their effectiveness.

Veröffentlicht in: Leadership & Management
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Developing Leadership Agility: 6 Mistakes Leaders Make

  1. 1. by Trail Ridge © 2005 - 2017 Developing Leadership Agility Five Six Mistakes You’re Making as a Leader Pete Behrens @petebehrens #aab2017
  2. 2. by Trail Ridge © 2005 - 2017 Pete Behrens CEC CST Certified Enterprise Coach Certified Scrum Trainer Certified
 Agile
 Leadership CAL a few clients i work with board of directors
  3. 3. by Trail Ridge © 2005 - 2017 first, a story… Josh & Matt in back of the car Matt: “Dad, Josh hit me”. (Dad ignores Matt.) Matt: “Daaaad, it hurts!” Dad: “what do you want to do?” Matt: “I want to hit him” Dad: “OK” Josh: “Dad, Matt hit me…” Dad: “What do you want to do?” Josh: “Hit him back” Dad: “OK” (Boys fight, cry, wonder…) Josh: “Dad, why’d you make us fight? Dad: “What did you learn?” It’s not about them, it’s about how you show up
  4. 4. by Trail Ridge © 2005 - 2017 Mistake over-focus on others You Organization is a reflection of you obedient employees Do The Agile!
  5. 5. by Trail Ridge © 2005 - 2017 Management’s Record… ?! ! R. Hogan & Kaiser, 2005
 What we know about leadership.
 Review of General Psychology 70% SAY THEIR MANAGER IS THE MOST STRESSFUL PART OF THEIR JOB.
  6. 6. by Trail Ridge © 2005 - 2017 ReFocus on YOU! “Unless leaders do
 their own development
 they are unlikely to create
 business transformation.”
 - Robert Anderson
 in Mastering Leadership
  7. 7. by Trail Ridge © 2005 - 2017 Lars’ Story… While little has changed in the way research is conducted. Lars is taking it personally
 and experimenting on himself. Global Research Director
  8. 8. by Trail Ridge © 2005 - 2017 Taking Ownership… This is a
 mindset shift! Lars offers, AND JOINS agile training every year - for 5 years! inviting leaders and engaging different stakeholders each year
  9. 9. by Trail Ridge © 2005 - 2017 Experiments on Himself Paired-Leadership Mission-oriented Me-staffing
  10. 10. by Trail Ridge © 2005 - 2017 Co-creating with others Flash-Swarm Experiments
  11. 11. by Trail Ridge © 2005 - 2017 Results… Lars models a safe-to- experiment culture where researchers not only experiment on research, they experiment in HOW they conduct research! Global Research Director Employee engagement Customer satisfaction New contracts signed results…
  12. 12. by Trail Ridge © 2005 - 2017 Mistake over-focus on delivery PACE OF CHANGE TECHNOLOGY Automation and G L O BA L I Z A T IO N
  13. 13. by Trail Ridge © 2005 - 2017 Grace’s story… Her and her POs conduct Sprint
 Reviews with key “Stakeholders” Business Operations Leader
  14. 14. by Trail Ridge © 2005 - 2017 Experiments with more stakeholders Feeling uncomfortable she opened the review up to more real users… …and learned a great deal…
  15. 15. by Trail Ridge © 2005 - 2017 Checking Assumptions & Pivot Experiment Sep 1 Sep 15 Oct 1 Oct 15 Nov 1 Nov 15 Dec 1 Oct 15 Nov 1 Nov 15 Dec 1 Stakeholder experiments enable Grace
 to pivot months before delivery milestones.
  16. 16. by Trail Ridge © 2005 - 2017 The world is changing… Widget Factory Design Factory
  17. 17. by Trail Ridge © 2005 - 2017 The world is changing… Spotify Music Service Happy Customers! Mission Control Co-Create
  18. 18. by Trail Ridge © 2005 - 2017 The world is changing… EMERGE CO- CREATION AND IT ERAT I ON THROUGH
  19. 19. by Trail Ridge © 2005 - 2017 Engaging stakeholders Now Grace connects and engages users every chance she gets.
  20. 20. by Trail Ridge © 2005 - 2017 Engaging stakeholders Example co-creative engagement with stakeholders
  21. 21. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Experiments Delivery before before
  22. 22. by Trail Ridge © 2005 - 2017 My “AHA” Journey My wife (Jana) and I talking Jana: “Susan is bugging me again” Pete: “Why is Susan still a friend?” Jana: “Stop fixing my problems!” (Pete realizes he stepped on a relationship land mind) Pete: “Fixing issues is what I do”. Jana: “It doesn’t help me.” Pete: “Why else talk about her?” Jana: “I just want you to listen.” Pete: “What good does that do?” Pete learned a valuable lesson regarding his lack of awareness of his thinking and leadership
  23. 23. by Trail Ridge © 2005 - 2017 My “AHA” Journey the expert Solves problems Gets work done! Knows best Nobody does it better
  24. 24. by Trail Ridge © 2005 - 2017 Mistake over-focus on skills ?! ! 2016 Penna Survey as reported at http://www.rpx2.com/self-awareness-performance-management 80% Only 25% of
 employees agree 80% of Managers
 believe they are
 supportive of employees 25%
  25. 25. by Trail Ridge © 2005 - 2017 Self-Awareness is the key AHA! Maybe it’s me Fixing this does not require skill acquisition, it requires enlightenment
  26. 26. by Trail Ridge © 2005 - 2017 My Leadership Journey the achiever Aligns resources Drives productivity “Facilitates” others Nobody leads better
  27. 27. by Trail Ridge © 2005 - 2017 Awareness is the starting point AWARENESS precedes CHOICE ? CHOICE precedes CHANGE AHA!
  28. 28. by Trail Ridge © 2005 - 2017 Rachel’s story… Financial Portfolio Director Rachel was seeking to improve her leadership effectiveness. She chose to conduct a 360° view of herself
  29. 29. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share
  30. 30. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share she is over- accommodative Self-Awareness is the meta-skill
  31. 31. by Trail Ridge © 2005 - 2017 Awareness precedes Choice ? default new plan do reflect Developing Catalyst Habits
  32. 32. by Trail Ridge © 2005 - 2017 Mistake over-focus on behavior Don’t be a January Person January February 73% of people with fitness goals give them up bodybuilding.com
 in November 2012
  33. 33. by Trail Ridge © 2005 - 2017 Satty’s Story… Managing Director With a financial crisis in force, Satty faced tough decisions
  34. 34. by Trail Ridge © 2005 - 2017 Traditional structures Like many organizations, they separated development & support. SupportArchitecture USA India
  35. 35. by Trail Ridge © 2005 - 2017 Radical Re-structuring 3-Month experiment - break down silos to address systemic behaviors. USA India Support 2.0 Created hyper-collaborative x-functional, x-location teams
  36. 36. by Trail Ridge © 2005 - 2017 Radical results… 2008 09 10 11 12 2013 $12M $3M Reduced costs Continued for many years due to reduced costs & increased quality
  37. 37. by Trail Ridge © 2005 - 2017 Change Behavior with Structure PROCESS STRUCTURE CULTURE If you seek behavior change, change the environment. Behaviors & Culture
 follow Structures
  38. 38. by Trail Ridge © 2005 - 2017 Ongoing success… Created McKinsey Digital Labs to partner with clients and guide agility. Cost Center -> Profit Center
  39. 39. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills Experiments Delivery structure behaviors before before before before
  40. 40. by Trail Ridge © 2005 - 2017 I was a Triathlete? I am a
 triathlete! I am a Triathlete! Another Story… SWIM RUNBIKE COACH I want to Compete in
 a triathlon Set a Goal Assess Train Compete Time Performance 1 2 3 4 Feedback Day Week Race performancehealth
  41. 41. by Trail Ridge © 2005 - 2017 Mistake over-focus on performance Employee Engagement performance 20 40 60 80 100 More Faster Cheaper Customer Alignment Do The Agile!Let’s BE agile!Do The Agile! health+ Organization resiliency Quality Products
  42. 42. by Trail Ridge © 2005 - 2017 Performance + Health Organizations focusing on performance + health are 3-times more successful than those focusing on performance alone.
  43. 43. by Trail Ridge © 2005 - 2017 PROCESS CULTURE STRUCTURE Performance Focus is short-term TIME Leadership Do The Agile! OUTSIDE-IN AGILITY LIMITED AGILITY Scrum exposes impediments often deeply rooted within the organization and difficult to address - limiting agile maturity.
  44. 44. by Trail Ridge © 2005 - 2017 agile performance impediments… Culture at odds with agile values Organizational resistance
 to change Management’s Fear of the
 loss of control PROCESS CULTURE STRUCTURE 38% 42% 46% Version One State of Agility 10th Annual Report 2016 The most common impediments to organizational agility relate to organizational health.
  45. 45. by Trail Ridge © 2005 - 2017 Health Focus is long-term TIME OUTSIDE-IN AGILITY PROCESS STRUCTURE SUSTAIN & GROW AGILITY CULTURE IN SIDE-O U T By aligning agile to the culture and building structures to support agility, organizations can sustain and grow agility and improve long-term results.
  46. 46. by Trail Ridge © 2005 - 2017 Chris’ Story… Senior VP Engineering ValueDelivery 2000 2005 2010 2015 Be the Best at CRM Be the Best at Agile… to be the Best at CRM 2006 CRASH!
  47. 47. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1#2 #3 May Jun Jul Aug compete
 showcase! ship!compete
 showcase! compete
 showcase!
  48. 48. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1 49% having the “best time” or a “good time” at Salesforce.com pre-ADM 89% post-ADM
  49. 49. by Trail Ridge © 2005 - 2017 Thriving with Agility 2006 2008 2010 2012 2014 2016 800% 600% 400% 200% ORACLE SAP Salesforce is the Market Leader Since Agile, Salesforce has
 outpaced all other competitors
  50. 50. by Trail Ridge © 2005 - 2017 Mistake over-focus on the destination
  51. 51. by Trail Ridge © 2005 - 2017 I was a Triathlete? I am a
 triathlete! I am a Triathlete! Back to our story… SWIM RUNBIKE COACH Set a Goal Assess Train Compete Never Stop Time Performance 1 2 3 4 5 Sustained Performance Feedback Day Week Race performancehealth
  52. 52. by Trail Ridge © 2005 - 2017 Fitness Health are not owned, they’re rented. and rent is due every day. Agility this also
 applies to &
  53. 53. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills health performance Experiments delivery structure behaviors It’s a Lifelong Journey!6. enjoy the ride before before before before before
  54. 54. by Trail Ridge © 2005 - 2017 Agile Leadership Models None of these Leaders were
 the CEO, head of HR or “top dog”. Yet each these Leaders enabled a
 culture of agility to thrive under them.
  55. 55. by Trail Ridge © 2005 - 2017 Leader Organization enable action Certified Agile Leadership (CAL) AHA!
  56. 56. by Trail Ridge © 2005 - 2017 Certified Agile Leadership (CAL) Farmington Hills, MI Pete Ron Chet

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