developing leadership in the agile organization

Developing leaders in the agile organization

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

No clear way to measure progression?

Leadership at the center

LeadershipA bird's eye view

What is leadership?

What makes a good leader?

Is it something you are born with?

Can there be more than one leader in team or group?

A definition

Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.

Model, philosophy, styleModel: is like a 'how-to' framework, a toolkit or a process.

Philosophy: is like a subtle but powerful compass or behavioural code.

Style: a description of a leader's behaviours, and may also be like a tool in the leadership models toolkit.

Styles

Philosophies

Models

Core theories of leadership

Leadership as TraitsAssumptions:

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 BehavioursAssumptions:

Leaders can be made, rather than are born.

Successful leadership is based in definable, learnable behavior.

Leadership as ContingencyAssumptions:

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 PowerAssumptions:

Power is the ability to get others to change their behavior even if they do not wish to do so.

Developing leadershipAt the individual level

Developing leadershipAt the individual level

Leadership development framework

YouInsights:

What drives my behaviour?

What makes me tick?

What are my behaviours?

Where to get the info:

Feedback about you

Your roleInsights:

How do I add value as a leader?

What is important in my role?

What does the job require?

Where to get the info:

Job demands questionnaire

Your leadership stylesInsights:

How do I impact the people I lead?

How can I improve my leadership styles?

What are my barriers to success/change?

Where to get the info:

Feedback about how the team sees you

Practical sessions with actors

Simulations

Your impact on performanceInsights:

How do I impact performance in my team?

Where do I have to focus to improve performance the most and have the right commercial impact?

Where to get the info:

Understand the factors that predict performance

Feedback on the climate that I create in my team

Simulations, climate surveys, case studies

Personal: try and answerQuestions:

What makes me tick?

How do I add value as a leader?

How do I impact the people I lead?

How do I impact performance in my team?

What this tool is good for

Tailored approach to developing personal leadership in the context of the organization.

Understanding what the context is and the barriers/challenges that need to be overcome

What is missing

How do we take this to the whole organization?

How do we measure progress in a consistent way?

Where do I go from here?

Developing leadershipAt the organizational level

How do we give it more structure?

You are here! Let’s get you here!

Follow the path

Leadership track

Actions and tasks!

Group them in proficiencies in an incremental order

How do we give it more structure?

Find the behaviours you want to see in the organization Group them in areas

The organization

3 4 5

2 1

1 2 3

DLF: Going back to behaviours

Results

Relations

Communication

Strategic Thinking

Communication

Capa

bilit

y Ar

ea

BehaviourBehaviourBehaviourBehaviourPr

ofici

ency

What we want to see in the organization.

Knowledge of, and / or the ability todemonstrate a skill or behaviour.

This behaviours are incremental.

They build on top of each other.

How they work together

How they work together

Capa

bilit

y Ar

ea

BehaviourBehaviourBehaviourBehaviourPr

ofici

ency

How they work together

Match each area in the personal leadership development model to proficiencies in the DLF model.

Designing profiles

You are here! Let’s get you here!

This is where you need to be to be

CXO

Profiles are very specific to the organization.

Designing profiles

Designing profilesImagine you have a Product Owner and Scrum Master role in your organization

What level do this roles need in:

Strategic thinking

Shaping strategic thinking

Communicates with influence

Communication

Designing the path breadcrumbsPick a role that you defined.

Brainstorm specific actions that you can do to get a person in the level below the one you required for the role, to the next.

Example:

If you are in O5/EL1 what do you need to get him to O6/EL2

Closing up(recap)

Quick recapLeadership 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.

We saw two tools that can help us develop leadership inside the organization.

One lets us understand the current context and obstacles

The other lets us create leadership development path

Thanks ;)Follow us at @teamsthatexcel