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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
