Post on 17-Jun-2020
WORKBOOK AGILE PEOPLE LEADERSHIP
Name:…………………………………………………………………………………………………………………..
INTRODUCTION
Agile People ® 2
AGILE PRINCIPLES
Agile People ® 3
Transparency Visualization
Trust
Customer Value
Focus
Relative Goals
Continuous Learning &
Improvement
Increase Psychological
Safety
Increase Diversity
Cross Functional Teamwork
Empowerment Optimize for the Whole
More Experimentation
Trial and Error
Emerging Goals
Tell why and what and leave the how
to the people
Don’t Sub optimize
Individuals and Interactions over
Processes and Tools
Know People Deeply
Peer Pressure
Collective Intelligence
Clear Goals & Simple Rules
Stable and Semi-stable teams
Self Organization
Increase Happiness
Give and Receive Positive Feedback
Make Mistakes and Learn from them
Self Leadership
Grow People
Common Direction
Accountability & Commitment
Purpose and Meaning
Boundary Spanning
Authenticity
Adaptability
Sustainability
AGILE TOOLS AND METHODS
Agile People ® 4
Personal Maps Sococo
Retrospectives
Reiss Motivation Profile
Kanban & Trello
Value Stream Mapping
Scrum
Impediment Log
Lean Kaizen
Buddy System
Daily Standups
Delegation Boards
Consent Decision Making
…
Psychological Safety Game
Merit Money
Story Boards
OKRs
Beyond Budgeting
Salary Formulas
Bonusly
Applause
CONNECTION: PRESENTATIONS
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1. What do you like to do when you don’t work?2. Where would you like to go on vacation?3. What is your favorite food?4. Do you have any goals in life?5. When did you laugh last time?6. What kind of books do you like?7. Do you have a family?8. What season of the year is the best, in your opinion?9. What is important for you?10. What is a nice thing to say to you?11. How do you handle stress?12. In what country did you grow up?13. What is your profession?14. What makes you upset?15. Why are you here?
WE LIVE IN A VUCA WORLD
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VolatilityUncertainty
ComplexityAmbiguity
V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. Everything is changing all the time and volatility describe how that happens.
U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. How aware are we of unpredictable stuff?
C = Complexity. The multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organization. Everything affects everything else all the time and it’s not simple anymore. ”If we do this it leads to that” does not work anymore.
A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. The same thing can have different meanings.
How do we make sense of this ?
What strategy can work ?
How do we make decisions and Act?
NOTES
A SENSE MAKING AND DECISION ENABLING FRAMEWORK
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Exercise:
Step 1: Identify a failed initiative that was
treated as complicated, but was complex:
Step 2: Identify some specific ways how using a
complexity approach might have changed the
outcome !
AGILE VALUES COLLECTION
Agile People ® 8
NOTES
Partner up and compare notesAgile People ® 9
WHAT WAS YOUR BIGGEST ”HMM”, OR ”AHA!” DURING THIS MODULE?
”hmm” ”Aha!”
NOTES NOTES
WHAT IS LEADERSHIP?
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1. Is it:A position? / A role? / A process?
2. What theory(s) or styles most influencesthe language of leadership In yourorganization ?
Compare in group (5min) Are there different perspectives? What is the insight?
Compare in the group (5min)Commonalities? Differences? What is the insight?
LEADERSHIP MATURITY
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Guess the order “most mature to least mature” put the numbers in the boxes underneath
1. Like follow-the –leader. (What does a good leaders in follow-the-leader do?) Gives you a turn. (Why is that good?) I like to be theleader. (What do you like about being the leader?) I get to go first.
2. A good leader understands her organization’s system. She knows allof the people in an organization are part of that system. The bestway to keep the system healthy is to get everyone on the samepage. This means lots of dialogue, openness.
3. A good leader always tells the truth and has strong values. Shealways does what she says she will do so that people will trust her.People like a leader whey can trust like that.
4. You mean like my coach? (Yes, is your coach a good leader?) Yes.Mostly. (What makes her a good leader?) She is really a good athleteand she bosses us around just the right amount.
5. A good leader knows how to balance the needs of the companywith the needs of the employees. A good leader can find an optimalsolution by listening to all perspectives and weighing alternatives.
6. A good leader knows how to work with people, not just tell peoplewhat to do. This means he has to understand what makes differentpeople tick, so he can help them do their best. There’s a lot of giveand take.
7. A good leader is someone who really knows his stuff – is really anexpert – and also knows how to get other people to do their best,with decent bonuses for people who are most productive.
8. I have a good Wilderness Club leader. (What makes him a goodleader?) He’s really nice. He takes us camping and we do fun stuff. Igot two new badges, and I learned how to tie some cool knots.
9. A good leader is a highly knowledgeable and enormously competentservant to his or her organization, which he or she sees as a complexweb of human beings, whose activities are all directed toward thesame, mutually beneficial, goal.
10.A good leader can look beyond the present or a particular problem tosee events from a broad, almost global, perspective. He or she can“stand outside” of the system to view a problem from multipleperspectives.
Least mature Most mature
From research by Jonathan Reams
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Discuss in pairs / groupAgile People ® 13
GOOD LEADER / BAD LEADER
Good Leader Bad Leader
NOTES NOTES
AGILE LEADERSHIP SELF REFLECTION
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NOTES
AGILE LEADER - ROLE
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Agile People Coach
AGILE LEADERSHIP PRINCIPLES
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From…
1. Top-down2. Upfront org. Design3. Communication via managers4. Sub optimizing5. Machine metaphor6. Complex bureaucracy7. Project based8. Functional teams9. Decision making by management10. Central control11. Human view X12. Resource optimization
To…
Based on stable teams Bottom up AND top-down Cross-functional teams Trust local variety Flow optimization Optimizing for the whole Network metaphor Keep it simple Emerging org. Design Communication flow free between everybody Everyone involved in decision making Human view Y
Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order
USER STORIES
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As a…
In order to...
I need…
Example: “As a team leader / manager I want to provide my team members with the right tools / methods / models for them to be able to deliver”
Example: “As an employee I want to develop myself and grow, so that I can contribute to the company goals”
As a…
In order to...
I need…
As a…
In order to...
I need…
TINY HABITS
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when… (trigger)
Rather than...
I will do…
Example: When I cook dinnerRather than just stand and wait I will drop and do 10 pushups
Example: When a team member comes with an issue and I busy, rather than brush them off, I will instead make an appointment for a 1on1 check-in
when… (trigger)
Rather than...
I will do…
when… (trigger)
Rather than...
I will do…
SELF LEADERSHIP
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Agile Leadership
DON’T MANAGE PEOPLE – MANAGE THE SYSTEM
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NOTES
HOW DO YOU LEAD PEOPLE IN YOUR COMPANY?
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NOTES
Agile People ® 22
Breathe in
Pretend you are smelling a flower
Breathe out
Pretend you are blowing a leaf
THE FOUR BIASES
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1. Affect bias2. Attribution bias3. Availability bias4. Confirmation bias
The story I make up about you as a person when something happens I only count/value support for what I already believe is true My feelings overly flavor my judgement What you see is all there is
Example #1
Bias:
Pair number 1-4 with the right statements
Example #2
Bias:
THE FOUR SELVES OF A LEADER
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If you were to pick one “self” to go to work on right now… which one would that be? Why?
What is one thing you could do right now to get started?
THE FOUR SELVES
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The Aware Self:How can I be become self-aware: • Mindful practice (meditation,
writing)• Introspection
The Descriptive Self • Be transparent, not intimate• Make statements before
asking questions• Describe the impact before
responding• Describe experiences, not
judgements
The Curious Self• Making it safe and appealing
to open up to you• Active listening• Parking your own reactions• Confronting for insight
The Appreciative Self • Notice when you are focusing
on what you don’t want• Get clear about what you
want more of• How am I contributing to this
interaction or problem?
AREAS TO DEVELOP
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If you were to pick one ”area” to go to work on, which one would create the biggest effect for you now? Why?
What is one thing you could do right now to get started?
Discuss in pairs / groupAgile People ® 27
POWER & INFLUENCE
Power Influence
When is it Good
When is it Bad
When is it Good
When is it Bad
COMMUNICATING EFFECTIVELY
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Tools for effective Communication
Power vs. influence
Tools to speak to the
Head and Heart
Mental models
Watzlawicks first axiom
Golden circle
The 4 social practices
I statement and NVC
DIRECT THE RIDER(conscious thought)
MOTIVATE THE ELEPHANT(automatic systems)
SHAPE THE PATH(the environment)3 conversations
DELEGATION POKERLEADERSHIP
Agile People ® 29Inspired by: Management 3.0
The boss decides The team decides
1. Read a story
2. Pick a card
3. Discuss any differences with your group
4. Repeat from 1
DELEGATION POKER
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1. Agile transformation: A new team consists of five team leaders, none of them with experience in Agile, Lean, Scrum or Kanban. The team has learned about Agile ways of working at a course held by Agile People, and they tell you (their manager) that they want their teams to become more autonomous and self-organizing.. to make their own decisions about how to work. You have a little experience with Agile yourself, but not much. What authority level will you give them?
2. Increase Engagement: An experienced group of leaders is asked to create a framework for increasing employee engagement in teams. There is nothing they can reuse, so they have to start from scratch. What authority level for creating this framework will you give them now?
3. Organize Entertainment: A new team consists of a mix of experienced and inexperienced employees. They plan to organize a night for all employees at the office with games and entertainment on a Friday night. There is a fixed budget available. How will you authorize the team to organize this event?
4. Form Teams: A number of experienced employees claim that the traditional way of forming teams by management doesn’t work well. They believe they are capable of forming their own teams around the projects that are handed to them. What will you do?
5. Hire Employees: You wish to involve existing team members in the recruitment and hiring of new employees. What authority level will you give them for decisions concerning various job candidates?
6. Creative Process: One of your teams has created an electronic publication with major errors in it, which cost their customer a lot of money. The team claims that the standard in-house process was to blame, and for their next project they want full authority over their own process, so that they can implement a bigger and stricter process for creating publications. What will you do?
7. Select Tools: Young members of your HR-team want to implement an HR-system instead of working in Excel. How do you delegate?
8. Organize Trips: Some employees get together and plan to organize a day trip to the local zoo for all employees and their families. They ask the company to provide a small fixed budget for tickets and some food. What authority level will you give them?
9. Name a health program: You’re starting a new project within your company, and you were able to select a few employees to join you in building and launching a health program. A new name is needed to represent that program. What authority level will you give the team to name the program?
10.Select Manager: You are a manager of a group of team leaders, and you realize that members of their teams expresses the wish to select their own team leaders. What authority level would you suggest that the team leaders give to the team members in this case?
1. Read a story 2. Pick a card3. Discuss any differences with your group 4. Repeat from 1
What is the real challenge here, for You? _________________________________________________________________
What would be most useful for you to develop?_________________________________________________________________
By communicating more like this… what are you deciding NOT to do anymore?_________________________________________________________________
CONCLUSION
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HOW GROUPS DEVELOP… SUSAN WHEELAN
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Forming Storming Norming Performing
Dependency&
Inclusion
Counter-dependency
&Fight
Trust&
Structure
Work&
Productivity
CONCRETE PRACTICE..
Agile People ® 33
Discuss what behaviors would make sense to show in each of
the group development
phases
Team Development Stage
Forming (Setting the stage)
Storming (Resolving conflict and tension)
Norming & Performing (Successfully implementing and sustaining projects)
Outperforming & Adjourning (Expanding initiative and integrating new members)
3 DEFINING NEEDS
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Power
Independence
Curiosity
Acceptance
Order
Saving
Idealism
Honor
Social Contact
Family
Status
Vengeance/Winning
Beauty
Eating
Physical activity
Tranquility
Self-confidenceLearning from mistakesHigh self-esteemOptimisticSecure
PracticalityApplication Doing and actingNon-intellectualRoutines
Common groundConsensusAttachmentEmotional closenessInterdependence
ServicePeople orientationAssistanceInstructions Non-directive
Social acceptanceSelf-doubting
AffiliationPerfection
Sensitive
KnowledgeThinking
UnderstandingIntellectuality
New ideas
FreedomSelf-sufficiency
Self-relianceEmotional distance
Independence
Decision-makingBeing in charge
AssertionLeadership
Responsibility
ExpedienceAdaptabilityFlexibility Do what is possibleOpportunistic
Social realismSelf-responsibilityFairness for meLooks other wayRealistic
GenerosityNot collectingExtravagantThings are not importantSpender
FlexibilitySpontaneityImprovisationFreedom of plansDisorganized
PrinciplesMoral and ethics
TruthfulUpright
Tradition
Social justiceAltruism
Fairness to othersHumanitarian
Idealistic
Accumulation of material goods
CollectingStoring thingsValuing things
StabilityClarity
OrganizedMethodicalCleanliness
PeacemakerResolutionConflict preventionWin winCalm
ModestyDown-to-earthUnobtrusivenessInformalUnassuming
PartnershipIndependence from childrenFreedomMay not want children
ReservedSeriousnessSelf-sufficiencyIntrovertedPrivacy
CompetitionFightingDefense
AggressionConflict
Prestige / EliteFormal
Special FeaturesPrivileges
Luxury
CareFamily life
Love childrenFamily man/woman
Domestic
SociabilityFun and joy
AffableExtroverted
Charming
ChallengeRisk takingOvercoming barriersChange is a possibility”Cool”
Little movementRelaxation byphysical restSedentary lifestyleLazy
Food as a necessityFood as an energy supplyFood is purely incidentalFussy eaterFast eater
Embraces simplicityRestrainedAscetismSimpleDown to earth
SecurityEmotional stability
PredictabilityPerception of hazard
and risks
A lot of movementRelaxation through
physical activityFitness
Active, fit
Celebrate food EnjoymentGourmand
Food as a pleasureOvereater
AestheticsBeautiful things,
environment, peopleDesign / ArtPassionate
REISS MOTIVATION PROFILE – SELF ASSESSMENT
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Power
Independence
Curiosity
Acceptance
Order
Saving
Honor
Idealism
Social contact
Family
Status
Vengeance/Winning
Beauty
Eating
Physical activity
Tranquility
guided
team oriented
practical
self-confident
flexible
generous
purpose oriented
realistic
leading, ambitious
independent
curious
seek acceptance
structured
frugal
principled
idealistic
sociable
provident
elitist
battlesome
aestehtic
luxurius
sportive
sensitive to stress
solidarity
unattached
down-to-earth
harmonius
ascetic
to satisfy hunger
comfortable
stress-resistant
Reiss Motivation Profile
Low striving Neutral High striving Low striving Neutral High striving
EXERCISE: WHERE WOULD YOU PLACE YOUR TEAM / ORGANISATION?
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ArtificialHarmony
DestructivePersonal attacks
Conflict Continuum
Optimal Zone
Inspired by Patrick Lencioni
What can I, as a leader, do to increase psychological safety in the first team development phase?
_____________________________________________________________________________________________________________________________________________________________________
CONCLUSION
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CONCRETE PRACTICE
Agile People ® 38
• Challenge to discuss: How can we create conditions for traditional managers to change?
• Discuss first in the team
• Form new teams and discuss the same question
• Bring back learning to the first team and see if you have more and / or better suggestions
Notes
Partner up and compare notesAgile People ® 39
WHAT WAS YOUR BIGGEST ”HMM”, OR ”AHA!” DURING THIS MODULE?
”hmm” ”Aha!”
NOTES NOTES
AGILE LEADERSHIP
Agile People ® 40
What are the 3 most useful things I have learned that are highly relevant for me right now?
1.
2.
3.
What is the number one skill or ability for me to develop that will have a big effect
What is one area of agile leadership I want to explore further?
What is the one thing I can do different when I come back to the office
LAST BUT NOT LEAST
• We now invite you to join the Agile People community:
• Agile People Slack group – let’s continue discussing and exchanging experiences there!
• Agile People Member area on agilepeople.com: Training material on PDFs / YouTube playlists / links, discount in the Shop
Agile People ® 41
YOUR NOTES
Agile People ® 42
NOTES