reprogramming leadership for agility

© 2005 - 2016 Trail Ridge Consulting, LLC

Reprogramming

#agileEE @petebehrens

For

Agility

Leadership

© 2005 - 2016 Trail Ridge Consulting, LLC

© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE

PETE


A recovering Asshole

I am…


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


An Expert ASShole

I am…


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


An ACHIEVER ASShole

I am…


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


My Talk Journey

Agile Leadership

Leadership Evolution

Leadership Stories


How did Leadership Evolve?


Leaders provide a service to others. Followers compensate them with status.


‣ Small & nomadic ‣ Informal leadership ‣ Leaders emerged ‣ Task-based leadership ‣ Low tolerance for dominance ‣ People were free to leave

2.5 Million Years


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


‣ 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 Years13,000 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


‣ Large Organizations ‣ Hierarchical leadership chain ‣ Leaders imposed from above ‣ Dependence on organization ‣ Power, wealth & dominance

200 Years



200 Years


Choice in leader Task leadership Autonomy

Mobility

Brain Preference Leadership RealityLeaders imposed Hierarchical leadership Lack of autonomy

Limited mobility


Corporate Management Results

R. Hogan & Kaiser, 2005What 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.”


Agile Adoption Challenges

Company culture at odds with agile values

46%

Management concern aboutloss of control

38%

Organizational resistance to

change

42%


Complexity & the pace of change

200 Years

13,000 Years


Leadership Context

Effective leadership amid complexity, uncertainty, and

rapid change


the last 100 years

1900’sSimple Systems

Assembly Line

Pace

of

Chan

ge


the last 100 years

Assembly Line


“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

Pace

of

Chan

ge


the last 100 years

AssemblyLine


1950’s Complicated Systems

LeanPace

of

Chan

ge


the last 100 years

AssemblyLine



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

Pace

of

Chan

ge


the last 100 years

Assembly Line



LeanPace

of

Chan

ge

Agile

2000’sComplex Systems


the last 100 years

AssemblyLine



LeanPace

of

Chan

ge

Agile

2000’sComplex 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


My Agile Focus

20152005 2010

Certified Agile Leadership Program

Healthcare Research

Oil & Gas

Clie

nt F

ocus

Com

mun

ity F

ocus

Created & LedCEC Program

Certified Leadership Agility 360 Coach

SA Boardof Directors


My Talk Journey

Agile Leadership

Leadership Evolution

Leadership Stories


Agile Leadership Focus



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



How Agile Leaders Think?

‣ Self-Aware ‣ Experiments on Self ‣ Seeks Feedback ‣ Role Models Values ‣ Open to influence ‣ Balanced



What Agile Leaders Do?

‣ Clear in Vision ‣ Agile in Execution ‣ Shares Goals ‣ Enables Others ‣ Empowers Teams ‣ Coaches for Growth ‣ Engages where value is created



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



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



What AGILE LEADERs do @ OrgS?

‣ Align Teams to Value ‣ Align Teams Together ‣ Integrate roles/silos ‣ Catalyze change ‣ Iterate learning ‣ Unblock constraints ‣ Remove friction



Agile Leadership Focus



Agile Leadership GROWTH

reprogramming leadership for agility

Leadership & Management