servant leadership un-neutered - innovation roots · 2017-01-28 · servant leadership un-neutered...
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Servant Leadershipun-neutered
Copyright © 2016 Positive Incline Ltd. All rights reserved.
Mike BurrowsEmail: [email protected]: @asplake, @agendashift & @KanbanInsideHome: www.agendashift.comLinkedIn: Agendashift (group)
Agile Gurgaon 2016#agilegurgaon
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Mike Burrows• Author, Kanban from the Inside• Brickell Key Community Contribution Award 2014
• Former Executive Director and global development manager, IT Director
• Consultant, trainer, interim manager
• Email: [email protected]
• Twitter: @asplake, @KanbanInside
• Blog: positiveincline.com
#hello, my name is Mike Burrows
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#hello, my name is Mike Burrows, founder…
Values-basedDelivery
Values-basedChange
Values-basedLeadership
AgendashiftTransforming Lean-Agile transformation
™
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What, to you, isServant Leadership?
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“Unblock all the things andget out of the way”?
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Serve the team
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Serve the process
Serve the team
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Serve the team
Serve the purpose
Pursue purpose
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Robert K. Greenleaf (1904-1990)
Three key essays:
• The servant as leader
• The institution as servant
• Trustees as servants
Key thought:
• Servant first, then leader
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A model for sustaining organisations and their leadership into the future:
• Help others to be successful— removing impediments,
meeting immediate needs
• Help others find autonomy & meaning— in the development and pursuit of
the organisation’s values, mission, and purpose in society
• Help develop servant leadership in others
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“Doing what needs to be done,helping the organisation to
become what it needs to become,staffed by the leaders it needs”
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Familiar
New
Explanatory, safe• Servant• Trust• Listening• Understanding• Creativity• Reflection• Acceptance• Empathy• Growth
Stretching, outward• Inspiration• Direction• Purpose• Goal• Foresight• Influence• Community• Trustee• Steward
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Familiar
New
Uncomfortable?• Power• Authority
Explanatory, safe• Servant• Trust• Listening• Understanding• Creativity• Reflection• Acceptance• Empathy• Growth
Stretching, outward• Inspiration• Direction• Purpose• Goal• Foresight• Influence• Community• Trustee• Steward
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Familiar
New
Explanatory, safe• Servant• Trust• Listening• Understanding• Creativity• Reflection• Acceptance• Empathy• Growth
Stretching, outward• Inspiration• Direction• Purpose• Goal• Foresight• Influence• Community• Trustee• Steward
Uncomfortable?• Power• Authority
Ambivalent?• Leadership
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Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery
Alignment
Action
• 6Lean-Agiletransformationstrategies• Commonpitfalls• OpportunitiesforServantLeadership
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Strategy 1: Skills-first
Equippeople,buildfromaplatformofcommonunderstanding
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery
Alignment
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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Strategy 1: Skills-first
Pitfalls?
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery
Alignment
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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Strategy 2: Needs-first
Makethediscoveryofneedsafirst-class,ongoingactivity
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs
Alignment Impact,outcomes
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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GDSSimon Kaplan
Start with needs**user needs not government needs
Wednesday, 5 November 14
www.slideshare.net/j_boye/simon-kaplan
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Needs != Requirements
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Strategy 2: Needs-first
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs
Alignment Impact,outcomes
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
Pitfalls?
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Strategy 3: Team-first
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs
Alignment Impact,outcomes
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
Scaleoutteambyteam; seektoshortencustomerfeedbackloops,drivingbettercoordinationbetweenservices
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Strategy 3: Team-first
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs
Alignment Impact,outcomes
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
Pitfalls?
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Strategies 2 & 3 combined
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs
Alignment Impact,outcomes
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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STATIK
The “Systems Thinking Approach To Implementing Kanban”
1. Understand what makes the service fit for purpose for the customer2. Identify sources of dissatisfaction with the current system3. Analyse demand4. Analyse capability5. Model workflow6. Introduce classes of service7. Design the kanban system8. Socialise the design and negotiate implementation
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Summary: strategies for Lean-Agile transformation
Getting started:1. Skills-first2. Needs-first3. Team-first
Sustaining:4.5.6.
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Strategy 4: Improvement-driven
Reflectingonwhatyoudonow,agreeandactivelypursueanagendaforchange,buildingcapability
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Alignment Impact,outcomes
Agenda, capability
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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Values-based delivery assessment
Source: Depth of Kanbanland 2015 survey, agendashift.com
11/23/2015 Charts | Agendashift
https://www.agendashift.com/surveys/1/charts 1/8
Survey: Depth of Kanbanland 2015(https://www.agendashift.com/surveys/1)
Context: Kanbanland(https://www.agendashift.com/contexts/1)
Template: Values-based deliverySort: Strongest
Strongest first (highest interquartile mean)
Score distribution
511 20.5%
837 33.6% 799
32.1%
343 13.8%
1 2 3 4
1. Transparency
77 15.9%
144 29.8%
166 34.4%
96 19.9%
1 2 3 4
3. Collaboration
61 15.2%
138 34.5%
158 39.5%
43 10.8%
1 2 3 4
6. Leadership
78 19.9%
138 35.3%
136 34.8%
39 10.0%
1 2 3 4
5. Flow
95 24.6%
125 32.4% 115
29.8%
51 13.2%
1 2 3 4
2. Balance
106 23.5%
153 33.8%
123 27.2%
70 15.5%
1 2 3 4
4. CustomerFocus
94 24.9%
139 36.8%
101 26.7%
44 11.6%
1 2 3 4
1. Barely started
2. Early gains
3. Getting there
4. Nailing it, consistently
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Customer focus – sample prompts
1. We actively seek to understand the value and urgency of potential work from the perspective of the end customer
2. We involve customers to validate work items as they are being built
3. We continue to own work items until the customer confirms that their needs are being met
4. We manage potential work as 'options for selection' rather than 'orders for fulfillment'
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Action as hypothesis
We believe that(actionable change) ____________________________
will result in(meaningful impact) ____________________________.
We’ll know that we have succeeded when(observable outcomes) ____________________________
________________________________________________________.
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Change:Context:Owner: Mentor:
(owner)
Copyright © 2016 AgendashiftThis A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
To be validated To be resolved
Hypothesis RisksDownside (to be invalidated/mitigated) Upside (to be nurtured)We believe that
will result in
We'll know that we have succeeded when:
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Organise experiments for implementation
Adapted from Jeff Anderson: The Lean Change Method: Managing Agile Organizational TransformationUsing Kanban, Kotter, and Lean Startup Thinking
AgreeUrgency
NegotiateChange
ValidateAdoption
VerifyPerformance Complete
Next Adopted
RevertedSoon
Rejected
NewAbandoned
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Strategy 4: Improvement-driven
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Alignment Impact,outcomes
Agenda, capability
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
Pitfalls?
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Strategy 5: Alignment-driven
Establisheffectivefeedbackloopsasdriversforchange
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Purpose,values
Alignment Impact,outcomes
Agenda, capability
Fitness,meaning
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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Feedback loops
Source: David J. AndersonESP compared to Kanban Methodhttp://djaa.com/esp-compared-kanban-method
Strategy Review
Risk Review
Service Delivery Review
Standup Meeting
Replenishment/ Commitment
Meeting
Delivery Planning Meeting
Operations Review
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Strategy 5: Alignment-driven
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Purpose,values
Alignment Impact,outcomes
Agenda, capability
Fitness,meaning
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
Pitfalls?
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Strategy 6: Purpose-driven
Pursue&aligntopurpose
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Purpose,values
Alignment Impact,outcomes
Agenda, capability
Fitness,meaning
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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“Know what you’re delivering,to whom,and why it matters”
…understanding• how you do it• how well you do it• how to sustain it
Reflection: Are people connected to purpose?
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Strategy 6: Purpose-driven
Pitfalls?
Values-basedDelivery
Values-basedChange
Values-basedLeadership
Discovery Needs Better ways of working
Purpose,values
Alignment Impact,outcomes
Agenda, capability
Fitness,meaning
Action Service-oriented delivery
Hypothesis-driven change
ServantLeadership
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Augustine of Hippo 354-430en.wikipedia.org/wiki/Augustine_of_Hippo
“Lord, grant me agility– but not yet!”Agile St Augustine
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It’s all Servant Leadership!
Getting started:1. Skills-first2. Needs-first3. Team-first
Sustaining:4. Improvement-driven5. Alignment-driven6. Purpose-driven
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Serve the team
Serve the purpose
Pursue purpose
Serve the process
☓
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Thank you! Over to you…
• Rediscover Greenleaf (seriously!)– Servant Leadership (book)– The Servant as Leader (essay, pdf)
• Read the paper, try the mini assessment (2016 survey)– agendashift.com/paper
6+1 Essential strategies for successful Lean-Agile transformation– agendashift.com/2016
• Stay in touch:– Email: [email protected]– LinkedIn: Agendashift (group)