reprogramming leadership for agility
TRANSCRIPT
© 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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
A recovering Asshole
I am…
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
© 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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
An Expert ASShole
I am…
© 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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
An ACHIEVER ASShole
I am…
© 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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
My Talk Journey
Agile Leadership
Leadership Evolution
Leadership Stories
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
How did Leadership Evolve?
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Leaders provide a service to others. Followers compensate them with status.
© 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
© 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
© 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 Years13,000 Years
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
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
© 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 Years13,000 Years
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
200 Years
2.5 Million Years13,000 Years
Choice in leader Task leadership Autonomy
Mobility
Brain Preference Leadership RealityLeaders imposed Hierarchical leadership Lack of autonomy
Limited mobility
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
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.”
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Agile Adoption Challenges
Company culture at odds with agile values
46%
Management concern aboutloss of control
38%
Organizational resistance to
change
42%
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Complexity & the pace of change
200 Years
13,000 Years
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Leadership Context
Effective leadership amid complexity, uncertainty, and
rapid change
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
1900’sSimple Systems
Assembly Line
Pace
of
Chan
ge
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
Assembly Line
1900’sSimple 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
Pace
of
Chan
ge
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
AssemblyLine
1900’sSimple Systems
1950’s Complicated Systems
LeanPace
of
Chan
ge
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
AssemblyLine
1900’sSimple 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
Pace
of
Chan
ge
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
Assembly Line
1900’sSimple Systems
1950’s Complicated Systems
LeanPace
of
Chan
ge
Agile
2000’sComplex Systems
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
the last 100 years
AssemblyLine
1900’sSimple Systems
1950’s Complicated Systems
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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
My Talk Journey
Agile Leadership
Leadership Evolution
Leadership Stories
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Agile Leadership Focus
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
© 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
© 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
© 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
© 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
© 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
© 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
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Agile Leadership Focus
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
© 2005-2016 Trail Ridge Consulting, LLC@petebehrens #agileEE
Agile Leadership GROWTH