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Reprogramming Leadership for Agility

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There is a fundamental bug in the leadership program running in most organizations today. How leaders are selected and the sedentary roles they play are mismatched with the speed and complexity of the market these organizations operate. The Scrum Alliance has been undergoing research in organizations in identifying the leadership mindset, behaviors and focus that drive the organizational agility and value delivery required to succeed in this marketplace. This talk shares the discoveries from that research and uncovers the learning objectives all leaders should seek to study and apply in their organizations.

Veröffentlicht in: Leadership & Management
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Reprogramming Leadership for Agility

  1. 1. © 2005 - 2016 Trail Ridge Consulting, LLC Reprogramming #agileEE @petebehrens For Agility Leadership © 2005 - 2016 Trail Ridge Consulting, LLC
  2. 2. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE PETE
  3. 3. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE A recovering Asshole I am…
  4. 4. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  5. 5. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My first real management job ‣ The Expert ‣ Doing the work ‣ Kicking ass ‣ I solve problems ‣ Easier if I just did it ‣ Leave me alone ‣ Get out of my way Development Mgr
  6. 6. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE An Expert ASShole I am…
  7. 7. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My first real leadership job ‣ The Achiever ‣ Directing work ‣ Kicking ass ‣ Engineer solutions ‣ Just do it my way ‣ Manipulate people ‣ Get on the bus VP of Engineering
  8. 8. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE An ACHIEVER ASShole I am…
  9. 9. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My Agile Journey 1990 20152005 20101995 2000 WTF? RUPRAD! Scrum Organizational Agility Pete 3.0 Catalyst Pete 2.0 Achiever Pete 1.0 Expert Pete Beta Coder
  10. 10. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My Talk Journey Agile Leadership Leadership Evolution Leadership Stories
  11. 11. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE How did Leadership Evolve?
  12. 12. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Leaders provide a service to others. Followers compensate them with status.
  13. 13. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE ‣ Small & nomadic ‣ Informal leadership ‣ Leaders emerged ‣ Task-based leadership ‣ Low tolerance for dominance ‣ People were free to leave 2.5 Million Years
  14. 14. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE 2.5 Million Years “Self-organization is not a startling new feature of the world. It is the way the world has created itself for billions of years. In all of human activity, self-organization is how we begin. It is what we do until we interfere with the process and try to control one another.” - Margaret Wheatley
  15. 15. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE ‣ Large sedentary city-states ‣ Formal hierarchical leadership ‣ Leaders imposed from above ‣ Singular leadership chain ‣ Dependent on city - not free to leave ‣ Power, wealth & dominance surge 2.5 Million Years 13,000 Years
  16. 16. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE 2.5 Million Years 13,000 Years “As leaders gain more relative power,
 relations are based more on leaders’ ability to dominate and exploit rather than benefit followers.” - Price & Vugt 2014
  17. 17. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE ‣ Large Organizations ‣ Hierarchical leadership chain ‣ Leaders imposed from above ‣ Dependence on organization ‣ Power, wealth & dominance 200 Years 2.5 Million Years 13,000 Years
  18. 18. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE 200 Years 2.5 Million Years 13,000 Years Choice in leader Task leadership Autonomy Mobility Brain Preference Leadership Reality Leaders imposed Hierarchical leadership Lack of autonomy Limited mobility
  19. 19. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Corporate Management Results R. Hogan & Kaiser, 2005
 What we know about leadership.
 Review of General Psychology “Climate surveys routinely show that 60–70% of employees in work organizations report that the most stressful aspect of their jobs is the interaction with their immediate boss.”
  20. 20. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Agile Adoption Challenges Company culture at odds with agile values 46% Management concern about
 loss of control 38% Organizational resistance to change 42%
  21. 21. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Complexity & the pace of change 200 Years 13,000 Years
  22. 22. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Leadership Context Effective leadership
 amid complexity, uncertainty, and rapid change
  23. 23. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years 1900’s
 Simple Systems Assembly
 Line PaceofChange
  24. 24. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years Assembly
 Line 1900’s
 Simple Systems “Hardly a competent workman can be found who does not devote a considerable amount of time to studying just how slowly he can work and still convince his employer that he is going at a good pace.” - Fredrick Taylor PaceofChange
  25. 25. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years Assembly Line 1900’s
 Simple Systems 1950’s
 Complicated Systems Lean PaceofChange
  26. 26. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years Assembly Line 1900’s
 Simple Systems 1950’s
 Complicated Systems Lean “The greatest waste … is failure to use the abilities of people…to learn about their frustrations and about the contributions that they are eager to make.” - Edward Deming PaceofChange
  27. 27. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years Assembly
 Line 1900’s
 Simple Systems 1950’s
 Complicated Systems Lean PaceofChange Agile 2000’s
 Complex Systems
  28. 28. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE the last 100 years Assembly Line 1900’s
 Simple Systems 1950’s
 Complicated Systems Lean PaceofChange Agile 2000’s
 Complex Systems “When people have the decision-making power and the resources to work toward a meaningful purpose, they don’t need pep talks or stretch targets.” - Fredrick Laloux
  29. 29. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My Agile Focus 20152005 2010 Certified Agile Leadership Program Healthcare Research Oil & Gas ClientFocusCommunityFocus Created & Led
 CEC Program Certified Leadership Agility 360 Coach SA Board
 of Directors
  30. 30. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE My Talk Journey Agile Leadership Leadership Evolution Leadership Stories
  31. 31. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Agile Leadership Focus © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  32. 32. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Primary Focus = SELF "Unless leaders do their own development work,
 they are not likely to create business transformation; ...businesses don't transform, people do.” - Robert Anderson in Mastering Leadership © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  33. 33. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE How Agile Leaders Think? ‣ Self-Aware ‣ Experiments on Self ‣ Seeks Feedback ‣ Role Models Values ‣ Open to influence ‣ Balanced © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  34. 34. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE What Agile Leaders Do? ‣ Clear in Vision ‣ Agile in Execution ‣ Shares Goals ‣ Enables Others ‣ Empowers Teams ‣ Coaches for Growth ‣ Engages where value is created © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  35. 35. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Secondary Focus = Organization “You can’t build an adaptable organization without adaptable people - and individuals change only when they have to, or when they want to.” - Gary Hamel © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  36. 36. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE How Agile leaders Guide Orgs? ‣ Principles > Practices ‣ BE Agile > DO Agile ‣ Safety to Fail & Learn ‣ Focus on Customers ‣ Learn by Doing ‣ Balance Plan & Do ‣ Enable Transparency © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  37. 37. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE What AGILE LEADERs do @ OrgS? ‣ Align Teams to Value ‣ Align Teams Together ‣ Integrate roles/silos ‣ Catalyze change ‣ Iterate learning ‣ Unblock constraints ‣ Remove friction © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  38. 38. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Agile Leadership Focus © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
  39. 39. © 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE Agile Leadership GROWTH

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