agile leadership introduction
TRANSCRIPT
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AGILE LEADERSHIP
INTRODUCTION
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Welcome and
expectationsFuture of
Work
Introductionto Agile &
ScrumLeadership Next Step Closure
AGENDA
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Welcome and
expectationsFuture of
Work
Introductionto Agile &
ScrumLeadership Next Step Closure
AGENDA
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THE WORKPLACE IS CHANGING
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AND SO IS LEADERSHIP
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8 months!
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Berlingske Tidende, 14-May-2015
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MEGATRENDS
Meaningfulness
Relations + Connectedness
Silver Backs + Millennia
Female Shift in Leadership
Radical Sustainability
Urbanisation + Globalisation
Technology + Going digital
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WHAT PEOPLE ASK FOR IN THE FUTURE WORKPLACE
Future workplace
Purpose
Engagement
Effect
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TWO MAJOR COMPONENTS
Purpose driven leadership• WHY do we go to work?• What PURPOSE brings us
together?
Social Business• Business based on relations
– with colleagues, with customers, with partners, with vendors
• Away from silos, towards networks in and across businesses
Simon Sinek”Start With Why”
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TO ACCELERATE THE ADVENT OF SUSTAINABLE TRANSPORT BY BRINGING COMPELLING MASS MARKET
ELECTRIC CARS TO MARKET AS SOON AS POSSIBLE
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Failure is not an option
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FAILURE IS NOT AN OPTION!
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JOY OF WORK (ARBEJDSGLÆDE)
Relationships+
Results
Source: Happy hour fra 8 til 16, Alexander Kjerulf
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Freedom At Work
The Happy Manifesto
PARADIGMS
§ Freedom At Work§ The Happy Manifesto§ Conscious Capitalism§ Happiness At Work§ New Nordic
Leadership§ UNBOSS§ Purpose driven
leadership§ Meaningfulness§ …
Purpose + Vision
Transparency
Dialogue + listening
Fairness + Dignity
Accountability
Individual + Collective
Choice
Integrity
Decentralization
Reflection + evaluation
Trust Your People
Make your people feel good
Give freedom with clear guidelines
Be open and transparent
Recruit for attitude, train for skills
Celebrate mistakes
Community: create mutual benefit
Love work, get a life
Select managers, who are good at managing
Play at your strengths
Freedom
Trust
Support, Challenge
Communication
Reward, Workplace Safety, Comfort
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IS IT COOL? WHERE’S THE BUSINESS CASE?
1357
2005
2006
2007
2008
2010
2011
2012
2013
Employeesatisfaction
(1-7)
0
1
2
3
4
5
20092010201120122013
Leave (%)
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Welcome and
expectationsFuture of
Work
Introductionto Agile &
ScrumLeadership Next Step Closure
AGENDA
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AGILE IS TO SCRUMAS BEER IS TO CARLSBERG
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THE SPECTRUM OF PROCES COMPLEXITY
Agile projects
Structured projects
Chaotic projects
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INIVIDUALS & INTERACTIONS
WORKING SOFTWARE
CUSTOMER COLLABORATION
RESPONDING TO CHANGE
PROCESS & TOOLS
COMPREHENSIVE DOCUMENTATION
CONTRACT NEGOTIATION
FOLLOWING A PLAN
OVER
OVER
OVER
OVER
THE AGILE MANIFESTO
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AGILE PRINCIPLES1. Satisfy the customer through early, continuous delivery2. Welcome changing requirements, even late3. Deliver working software frequently4. Business people and developers collaborate daily5. Build projects around motivated individuals6. Convey info via face-to-face conversation7. Primary progress measure: working software8. Maintain a constant pace indefinitely9. Continuously demonstrate technical excellence10. Simplify; maximize amount of work not done11. Self-organize12. Retrospect and tune behavior
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THE SCRUM PROCESS
Sprint Retrospective
Sprint Review
SprintPlanning
ProductBacklog
Customer-ReadyProduct Increment
Collect feedbackand repeat
Daily Stand-up
Sprint1-4 weeks
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BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY
4 444 :Documents Documents Unverified System System
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SCRUM ROLES
Line Manager supports, team and removes obstacles for the
WHOLE TEAM.
Objective:EXCELLENT PLACE TO WORK
ScrumTeam
ProductOwner
DevelopmentTeamScrum
Master
Objective:EFFECTIVE
PROCESS
Objective:BUILD THE PRODUCT RIGHT
Objective:BUILD THE RIGHTPRODUCT
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THE 2014 WHITE PAPER “THE IMPACT OF AGILE QUANTIFIED,” BASED ON THE ANALYSIS OF THE PROCESS AND PERFORMANCE DATA OF NEARLY
10,000 TEAMS, INDICATED THAT
STABLE AGILE TEAMS RESULT IN UP TO
60% HIGHER PRODUCTIVITY.
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TRANSPARENCY & VISIBILITY
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INSPECT & ADAPT
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COURAGE
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OPENNESS
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FOCUS
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RESPECT
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TEAM DISCUSSING REQUIREMENT
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THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS”
A leadership team can reasonably request and expect to receive:§ The team’s current Velocity
§ How it has been trending over time§ Includes list of key impediments that must be removed to increase velocity
§ The current estimate of outstanding product backlog items§ Includes an estimated time to completion using current velocity
§ A rough release plan by feature/epic§ A financial roadmap for the next year§ The current level of Technical Debt (bugs, internal projects, and other
overhead) that needs to be completed§ Includes business case based plan to eliminate technical debt
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Welcome and
expectationsFuture of
Work
Introductionto Agile &
ScrumLeadership Next Step Closure
AGENDA
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It's not enough that management commit themselves to quality & productivity, they must know what it is they must do.
Such a responsibility cannot be delegated.
- W. Edwards Deming
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People are already doing their best; the problems are with the system.
Only management can change the system.
- W. Edwards Deming
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BARRIERS TO FURTHER AGILE ADOPTION
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WHO’S GOING TO MAKE IT HAPPEN?
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COLLABORATIVE LEADERSHIP BY RICHARD BRANSON
VS.
Believe Power comes from their Position of Authority
Believe Power is greatest in a Collaborative Team
Maintain Ownership of Information Openly Share Information and Knowledge
Sometimes Listen to Suggestions and Ideas from the Team
Encourage Suggestions and Ideasfrom their Teams
Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team
Allocate Time and Resources Only when Proven Necessary
Enable their Team by Allocating Time and Resources Right Away
Adhere to Specific Roles and Responsibilities
Allow Roles and Responsibilities to Evolve and Fluctuate
Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues
Review Staff Performance Annually According to Company Policy
Offer Immediate an Ongoing Feedback and Personal Coaching
COLLABORATIVE LEADERSTRADITIONAL LEADERS
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COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE
§ You cannot not communicate§ Silence is also communication§ Not being present is also communication§ People need you, your time, and your listening skills§ Dialogue provides safety and comfort
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THE FIVE DYSFUNCTIONS OF A TEAM
Absence ofTRUST
Fear ofCONFLICT
Lack ofCOMMITMENT
Avoidance ofACCOUNTABILITY
Inattention toRESULTS
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SITUATIONAL LEADERSHIP
Any combination of task and employee is unique – and must be handled as such
Or mentoring, depending on the employees needs
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THE LEADER AS MENTOR§ A leader is a mentor (not only a coach), and inspires and supports
§ Build trust and intimacy with them, and provide guidance, experiences, good advice, and inspiration frequently.
§ Do not be afraid to provide specific, concrete advice.§ You are a mentor too, not only a coach,
depending on the Situational Leadership. § Empathy
§ The capacity to understand or feel what another person is experiencing from within the other person's frame of reference
§ “The capacity to place oneself in another's shoes”
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FEEDBACK§ People wants to be seen and
acknowledged§ Tool: Micro-feedback is HIGHLY effective
§ Timeliness is the key to success§ On daily basis§ Not just on bi-weekly one-on-one
or at the yearly Performance Appraisal§ Give credit immediately§ Give feedback immediately§ Both criticism and acknowledgement is
needed. § Be concrete and constructive. § Focus on actions.
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HELP TEAMS SELF-ORGANIZE§ Make the team rally behind meaningful targets, goals or outcomes§ Make team boundaries crystal clear§ Under-organize the team§ Make sure supporting processes are in place§ Reward teams, not individuals, for pulling through§ Ask yourself: can the team break down the silos?§ Help the team make clear agreements and set behavioral expectations
that match their unique situation and culture§ Provide continuous feedback
§ … hire an external coach ;-)
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Source: Fabiola Eyholzer(Just Leading Solutions)
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AGILE HR1. Focus on creating valuable employee experiences and exceeding expectations2. Give people purpose, meaning, and context3. Shape a strong culture, where core values are lived up to – by everyone – every day4. Create a stimulating work environment and provide necessary tools and access5. Appoint amazing people and nourish their passion and potential6. Build an organizational network around collaborative teams and motivated people7. Value face to face conversations and be courageous and genuine in all your
interactions8. Stimulate and boost meaningful growth9. Ensure continuous learning and exchange of ideas, information and knowledge10. Care about the happiness, health and welfare of your people
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REFLECTIONS?
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LET’S SUMMARIZE…This is what an Agile environment looks like:§ Leadership is first and foremost about
purpose
§ Business value is delivered by small, co-located, cross-functional and self-organizing teams
§ Team membership is stable over a longer period to increase performance
§ Management empowers decentralized decision-making
§ Temporary documentation is replaced with face-to-face interaction
§ Full transparency instills trust
§ Big projects are delivered as a series of small independent project all adding value
§ Frequent deliveries means short feed-back loops which leads to higher quality and engagement
§ Relationships and results brings joy of work (and happier people produce more!)
§ Make continuous improvements a natural part of the company culture (failure need to be an option)
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Welcome and
expectationsFuture of
Work
Introductionto Agile &
ScrumLeadership Next Step Closure
AGENDA
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NEXT STEP?
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MARTIN ELLEMANN OLESENAGILE LEADERSHIP COACH
[email protected](+45) 31 32 40 22
@MEOLESEN
21LEADERSHIP.COM
MAKE THE WORLD A BETTER PLACE – ONE COMPANY AT A TIME
Special thanks to Erik Østergaard from Bloch&Østergaard for helping out with some of the slides in this presentation