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Five *oops* Six mistakes leaders make

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Teams are not delivering quickly enough. Velocity is flat. People are not self-organizing. Business and technology blame each other. Leaders are not stepping up to take ownership. This scaling approach isn’t scaling. Customers are complaining and stakeholders are not happy.

If you are facing one or more of these challenges, or hearing it from your leaders, it’s time to step up. The lack of Agile Leadership is the #1, #2, and #3 causes limiting your agile practice. Join us to learn about the six leadership mistakes you are likely making that is hindering your organizational effectiveness.

Veröffentlicht in: Leadership & Management
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Five *oops* Six 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 #SGSIN
  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… Pete learns a valuable lesson in how his kids reflect his parenting approach
  4. 4. by Trail Ridge © 2005 - 2017 first, a story… How are YOU showing up as a leader?
  5. 5. by Trail Ridge © 2005 - 2017 Mistake over-focus on others You Organization is a reflection of you obedient employees Do The Agile!
  6. 6. 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.
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. by Trail Ridge © 2005 - 2017 Experiments on Himself Paired-Leadership Mission-oriented Me-staffing
  11. 11. by Trail Ridge © 2005 - 2017 Co-creating with others Flash-Swarm Experiments
  12. 12. 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… I’m experimenting on me too!
  13. 13. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You othersbefore
  14. 14. 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
  15. 15. by Trail Ridge © 2005 - 2017 Grace’s story… Her and her POs conduct Sprint
 Reviews with key “Stakeholders” Business Operations Leader
  16. 16. 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…
  17. 17. by Trail Ridge © 2005 - 2017 Checking Assumptions & Pivot Experiment Stakeholder experiments enable Grace
 to pivot months before key milestones. Sep 1 Sep 15 Oct 1 Oct 15 Nov 1 Nov 15 Dec 1
  18. 18. by Trail Ridge © 2005 - 2017 change in focus… Widget Factory Design Factory
  19. 19. by Trail Ridge © 2005 - 2017 change in focus… Spotify Music Service Happy Customers! Mission Control Co-Create
  20. 20. by Trail Ridge © 2005 - 2017 change in focus… EMERGE CO- CREATION AND IT ERAT I ON THROUGH
  21. 21. by Trail Ridge © 2005 - 2017 Engaging stakeholders Now Grace connects and engages users every chance she gets.
  22. 22. by Trail Ridge © 2005 - 2017 Engaging stakeholders Example co-creative engagement with stakeholders
  23. 23. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Experiments Delivery before before
  24. 24. by Trail Ridge © 2005 - 2017 My “AHA” Journey Pete learns a valuable lesson regarding his lack of awareness in his thinking and leadership with his spouse, Jana
  25. 25. by Trail Ridge © 2005 - 2017 My “AHA” Journey the expert Solves problems Gets work done! Knows best Nobody does it better
  26. 26. 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%
  27. 27. by Trail Ridge © 2005 - 2017 Self-Awareness is the key AHA! Maybe it’s me Fixing this does not require skill acquisition. It requires self enlightenment !
  28. 28. by Trail Ridge © 2005 - 2017 My Leadership Journey the achiever Aligns resources Drives productivity “Facilitates” others Nobody leads better
  29. 29. by Trail Ridge © 2005 - 2017 Awareness is the starting point AWARENESS precedes CHOICE ? CHOICE precedes CHANGE AHA!
  30. 30. 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
  31. 31. by Trail Ridge © 2005 - 2017 Balancing Power Style Accommodate Assert Ask Wait Listen Tell Do Share
  32. 32. 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
  33. 33. by Trail Ridge © 2005 - 2017 Awareness precedes Choice ? default new plan do reflect Developing Catalyst Habits
  34. 34. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills Experiments Delivery before before before
  35. 35. 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
  36. 36. by Trail Ridge © 2005 - 2017 Satty’s Story… Managing Director With a financial crisis in force, Satty faced tough decisions
  37. 37. by Trail Ridge © 2005 - 2017 Traditional structures Like many organizations, they separated development & support. SupportArchitecture USA India
  38. 38. 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
  39. 39. by Trail Ridge © 2005 - 2017 Focused empowered teams Business Analysts project managers Software Developers systems testers scrum team Professional Development Leader Eliminated job titles to drive self-organized teams to solve problems.
  40. 40. by Trail Ridge © 2005 - 2017 Agile results… Year 0 1 2 3 4 5 $12M $3M Reduced costs Teams 1/2 the size outperformed former Quality & Stakeholder Satisfaction raised Organizational adaptability & resiliency developed Employee Engagement improved
  41. 41. by Trail Ridge © 2005 - 2017 Ongoing success… Created a Digital Labs Service to partner with clients and guide agility. Profits CostsManaging Director
  42. 42. by Trail Ridge © 2005 - 2017 Change Behaviors with Structure PROCESS STRUCTURE CULTURE If you seek behavior change, change the organization structures. Culture
 follows Structure
  43. 43. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills Experiments Delivery structure behaviors before before before before
  44. 44. by Trail Ridge © 2005 - 2017 My “AHA” Journey Catalyst co-create & iterate self-aware & experiment create agile cultures enable & engage teams
  45. 45. 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
  46. 46. by Trail Ridge © 2005 - 2017 Organizations focusing on performance + health are 3-times more successful than those focusing on performance alone. Performance + Health
  47. 47. by Trail Ridge © 2005 - 2017 performance resilience 1980 Companies 1990 2000 2010 2020 10 20 30 40 Tom Peters Jim Collins In search of Excellence Built to Last By 2006 Only 30% Still High Performing
  48. 48. 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.
  49. 49. 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.
  50. 50. 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.
  51. 51. by Trail Ridge © 2005 - 2017 Chris’ Story… Senior VP Engineering ValueDelivery 2000 2005 2010 2015 Be the Best in class Be the Best at Agile… to be the Best in class 2006 CRASH!
  52. 52. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1#2 #3 May Jun Jul Aug compete
 showcase! ship!compete
 showcase! compete
 showcase!
  53. 53. by Trail Ridge © 2005 - 2017 Competitive Teams win! #1 49% having the “best time” or a “good time” at work pre-agile 89% post-agile
  54. 54. by Trail Ridge © 2005 - 2017 Thriving with Agility 2006 2008 2010 2012 2014 2016 800% 600% 400% 200% Market Leader Since transitioning to Agile, they
 outpaced all other competitors
  55. 55. by Trail Ridge © 2005 - 2017 Refocus for Agile Leaders You others Awareness skills health performance Experiments delivery structure behaviors before before before before before
  56. 56. by Trail Ridge © 2005 - 2017 Mistake over-focus on the destination Join me in the closing keynote to get the rest
 of this story…
  57. 57. 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.
  58. 58. by Trail Ridge © 2005 - 2017 Leader Organization enable action Certified Agile Leadership (CAL) AHA!
  59. 59. by Trail Ridge © 2005 - 2017 Fitness Health are not owned, they’re rented. and rent is due every day. Agility this also
 applies to &
  60. 60. 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

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