the surprising science behind agile leadership

8/7/2019 The Surprising Science Behind Agile Leadership

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The surprising science

behind agile leadershipWhy we do what we do

Jonathan Rasmusson

Friday, November 5, 2010


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What were going to

talk about

Why agile leadership works

Whats changed in the last 40 years

What the next 40 are looking like



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How would this map to

work toda ?

Why dont we compare team velocities?

What cant all software project plans becreated from a single baseline?

Why are our estimates so wrong!!!



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So how does this mapto our world?



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What work in software

used to look like



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PM



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Command and control

Good for compliance

Terrible for engagement



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What motivates ustoda is totall different



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If it used to be ...



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now its something else.



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The future of work

http://www.slideshare.net/jbrenman/the-future-of-work-2361479

http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479


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Sound familiar?



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Self directed

Self organizing

Servant-leader

Merit based

Agile leadership model

Flat

Empowered

AccountableBehaviour isinduced---not

compelled.



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Agile teams like to be autonomous.



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Agile teams like to continuously improve.

Retrospectives

No broken windows

Testing day one

Blogging

Mastery

Opensource



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We all want purpose.

Genchi genbutsu -go and see

Agile inception deck

Why are we here?



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While the work has changed ...

Organizations havent caught up yet.



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The matrixed organization

Steep formal hierarchy

Chain of commandIf/then short termincentives

Dont ship your org chart. - Steven Sinofsky



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Where most work is headed

Flat

No formal hierarchySelf organizingServant-leader

Stand back and get out of the way.



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Cant they co-exist?

Yes, but ...



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A clash of cultures

Annual budgetsTitles / Roles$$$ incentives

Empowerment

No formal titles / rolesCrave autonomy

Trust

Agile today

Tension



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!Tension!

Companies like the automy and selfdirection of agile as long as it ...

Doesnt conflict with their short term goals

Warning: this is deeper than quarterly bonuses.



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Its a fundamentally

different belief system



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So what does this all meanfor you and me?



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Companies the rely on ...

innovation

creativity

engagement

Are going to be looking for more of this



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We are already seeing thiswar for talent.



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The good news

If this resonates with you ...



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Youre

notcrazy!!!



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If you are already into this ...

you are headed in the right direction.

creative engaging work



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Its going

to take

some time

The bad news is



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100 years of historyworking against us.



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My advice

Manage ones self

Be flexible

Do what works for you

If you arent getting what you need at work

seek it else where



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No doubt 100 years from nowpeople will be laughing at us for working agile.

So dont sweat it.

Go out there.

Kick butt.And make something great.



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Learn more

blog: http://agilewarrior.wordpress.com

twitter: @jrasmusson

email: [email protected]

Coupon code : APLNSam- 20% off print or ebook- http://www.pragprog.com/
http://www.pragprog.com/http://www.pragprog.com/mailto:[email protected]:[email protected]://agilewarrior.wordpress.com/http://agilewarrior.wordpress.com/

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