An introduction to agile leadership
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Transcript of An introduction to agile leadership
We build teams that excelWorking at all levels of the organization: strategic, teams, individual skills
Leadership in agile?
What we want?
● Autonomous teams● Self organized teams● Servant leaders:
○ Scrum Masters○ Product owners?
● Predictability in their behaviours
Leadership in agile?
What we want?
● Autonomous teams● Self organized teams● Servant leaders:
○ Scrum Masters○ Product owners?
● Predictability in their behaviours
What we sometimes get?
● Chaos● Frustration● Under performance● Burntout (personal and team)● No consistency
Example: What are the expectations?
What are the expectations for each:
● The Product Owner● Scrum Master● The Team● The Stakeholders● The Agile Coach
Experiment time!
A taste of leadership...
● 8 volunteers!● 7 grab a sheet of paper and close your eyes! (Follow my instructions!)● 1 is going to be my right hand.
Some questions:
Comment with your groups:
● Who is a leader?● What makes a good leader?● Is it something you are born with?● Is a boss a “de facto” leader?● Can there be more than one leader in team or group?● Is someone who uses coercion or force a leader?● Are we all leaders?
A definition
Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
Leadership as Traits
Assumptions:
● People are born with inherited traits.
● Some traits are particularly suited to leadership.
● People who make good leaders have the right (or sufficient) combination of traits.
Leadership as Behaviours
Assumptions:
● Leaders can be made, rather than are born.
● Successful leadership is based in definable, learnable behavior.
Leadership as Contingency
Assumptions:
● The leader's ability to lead is contingent upon various situational factors, including the leader's preferred style, the capabilities and behaviors of followers and also various other situational factors.
Leadership as Power
Assumptions:
● Power is the ability to get others to change their behavior even if they do not wish to do so.
Daniel Goleman
Daniel Goleman:
Author, psychologist, and science journalist. Wrote the bestseller Emotional Intelligence and has received numerous awards including:
● Career Achievement award for journalism from the American Psychological Association
● Fellow of the American Association for the Advancement of Science in recognition of his efforts to communicate the behavioral sciences to the public
● Klingenstein Educational Leadership Award● Harvard Business Review McKinsey Award winner for his
December 2013 article “The Focused Leader”
The 6 leadership styles
1. Share some examples of this leadership styles that you have seen.
2. Discuss with your group:● Which one is the best?● Which one is your dominant style?● Which one is your weakest style?● Which style do you think a leader in agile needs?
How leadership influences results?
Comment with your groups:
● What is the link between team results and leadership?
How leadership influences results?
Team climate:
● About 30% of the impact in the organizational performance comes from having a healthy team climate
● Team climate is a combination of motivation, behaviour and leadership styles (clarity, commitment, rewards, etc.)
● Leaders can shape that climate by using different leadership styles (about 70% impact)
Unilateral control mindset
Values:● Be right● Act rational● Don’t lose● Minimize expression of
negative feelings
Assumptions:● I understand the situation; those who
disagree, don’t● I am right; those who disagree are
wrong● I have pure motives; those who disagree
have questionable motives● My feelings and behaviours are justified● I am not contributing to the problem
Unilateral control mindset
Behaviours:1. I state my views without asking for others views and vice versa2. Withhold relevant information3. I speak in general terms and don’t agree in what important words mean4. I keep my reasoning private; don’t ask others about their reasoning5. Focus on positions, not interests6. Act on untested assumptions and inferences as if they were true7. Control de conversation8. Avoid, ease into, or save face in difficult issues
Unilateral control mindset
Results:1. Lower performance, longer implementation, increased costs, less
innovation2. Lower commitments, decreased trust, reduced learning, greater
defensiveness, etc.3. Reduced motivation, decreased satisfaction, increased stress, limited
development opportunities, etc.
Common learning mindset
Values:● Transparency● Curiosity● Informed choice● Accountability● Compassion
Assumptions:● I have information; so do other people● Each of us sees things others don’t● People may disagree with me and still
have pure motives● Differences are opportunities for
learning● I may be contributing to the problem
Common learning mindset
Behaviours:1. I state views and ask genuine questions2. Share all relevant information3. Use specific examples and agree on what important words mean4. Explain reasoning and intent5. Focus on interest, not positions6. Test assumptions and inferences7. Jointly design next steps8. Discuss undiscussable issues
Common learning mindset
Results:1. Higher quality, lower implementation time, decreased costs, more
innovation2. Greater commitments, increased trust, increased learning, less
defensiveness, productive conflict, appropriate dependencies on others, etc.
3. Increased motivation, increased satisfaction, decreased stress, enriched development opportunities, etc.
Experiment time!!
Which one are you?
1. Grab two post-it notes.2. Write what is your mindset on one.3. Write what the proportion between mindsets that you see around you is.
For examples, 50% - 50%.4. Swap your post-its with someone else.
What are the characteristics of agile leadership?
Agile leadership is flexible. It adapts to the situation and focuses on creating high performance teams and a healthy organizational climate that helps drive results.
Quick recap
Leadership is essential if we want a successful agile organization.
It is not a one size fits all… The context is important therefore adapting styles and plan to the person, is key.
The relationship between leadership and team results.
We saw two models that can help us understand what is at the core of agile leadership.
● Unilateral Control mindset● Common learning mindset