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ReprogrammingLeadership for
AgilityPete BehrensLeadership Agility Coach
@petebehrens #ALD16
Pete Behrens, CEC, CST®
2
Leadership Agility Coach with Trail Ridge Guide organizational agility…
Certified Leadership Agility 360 Coach Certified Enterprise Coach (CEC) Certified Scrum Trainer (CST) Created Scrum Alliance Programs:
Certified Enterprise Coaching (CEC) Certified Agile Leadership (CAL)
Scrum Alliance board member
© 2016
I haven’t always been cool…“I have a confession…”
I am A Recovering
asshole
© 2016
Why I know this…
© 2005-2016 Trail Ridge Consulting, LLC
Pete the ”Expert” Leader…
© 2005-2016 Trail Ridge Consulting, LLC
Pete the ”Achiever” Leader…
© 2016
Heroic Leaders
Focus on ResultsDirect WorkPeople = Pawns
Focus on TasksDo workPeople = Problems
Experts Achievers
(a.k.a. “Assholes”)
© 2016
I’m not alone…
R. Hogan & Kaiser, 2005What we know about leadership.Review of General Psychology
“Climate surveys routinely show that about 70% of employees report the most stressful aspect of their jobs is the interaction with their immediate boss.”
70%Leadership
Failure
© 2016
My AHA! CatalystWe all need a
Jana in our lives…
© 2016
1890’s (some perspective)
90% of people were in agricultureManufacturing Companies < 4 employees
© 2016
1920’s (one generation later)
500,000 cars per year from FordUS Steel was a $1B Company
© 2016
1920’s (Leadership)
Management was invented
to turn human beings intosemi-programmable
robots
© 2016
A Few Things have Changed
Predictable > VolatileDependable > Complex
Barriers toCompetition
Steady > Intense
Independent > Interconnected
© 2016
Change has Changed“We have come to an
Inflection Pointof change.”
- Gary Hamel
© 2016
But Leadership Hasn’t Changed
Management approachesare vastly based on what
was invented prior to 1920.38%
© 2016
Why aren’t we changing?
38%
38% Management
concern aboutloss of control
© 2016
Why aren’t we changing?
42%Organizational resistance to change
© 2016
Why aren’t we changing?
Organization
Agility
Leadership
Agility 46%Culture
at odds with agile values
© 2016
Agile Leadership"Unless leaders do
their own development,they are unlikely to
createbusiness
transformation.”- Robert Anderson
in Mastering Leadership
© 2016
Agile Leadership
Focus on GrowthFoster CreativityGuide ChangeShare Leadership
Catalyst
© 2016
Agile Leadership Compass
This compass guides leaders in navigating the fog of complexity, uncertainty, and rapid change.
© 2016
Over-Focus on Organization
Over-focus on
Organizational Agility
Leaders tend to over-focus on the organization when driving agility.
© 2016
Over-focus on
Organizational Agility
Focus on Agile Leaders!Organizations reflect
Leadership
By first focusing on their own thinking and behaviors, leaders will role model the agility they are seeking in their organizations.
© 2016
An Agile Leader’s StoryThe focus and tools of research have changed much in the past 100 years
How research is performed has changed very little
Lars BrunsGlobalResearch
© 2016
Researching Himself
GlobalResearch
Paired LeadershipLars leads by modeling a paired-leadership approach – sharing responsibility & developing others.
© 2016
Researching People
GlobalResearch
M(e) StaffingResearchers now self-organize on research projects – increasing energy & learning
© 2016
Researching Research
GlobalResearch
Flash WorksResearchers flash swarm selected projects across disciplines – creativity and progress soar.
© 2016
Agile Leadership
✴ Awareness of self✴ Reflects cognitively✴ Open to perspectives
ADAPTIVE MIND
ADAPTIVE ACTION✴ Experiments on self✴ Coaches for growth✴ Shares ownership
© 2016
Agile Leadership Journey
Task-focusedDo work
Results-focusedDirect workDrive & measure
Growth-focusedGuide changeFoster CreativityShare Leadership
ExpertsAchievers
Catalysts
Based on Leadership Agility by Bill Joiner & Stephen Josephs
© 2016
Expanding Leadership AHA!
Based on Leadership Agility by Bill Joiner & Stephen Josephs
Less about skill acquisition, more about self-awareness and maturity
© 2016
Over-Focus on Actions
Over-focus on Productivity and other outputs
Leaders tend to over-focus on delivery and outputs of their teams and orgs when driving agility.
© 2016
Need Focus on Enablement
Results are enabled
thruculture
“You can’t build an adaptable organization without adaptable people”
- Gary Hamel
Over-focus on Productivity and other outputs
By focusing on what enables outputs to be delivered, leaders enable future growth and delivery.
© 2016
Agile Isn’t Sticking or Scaling…
Today’s Leadership
Scaling A leig CULTURE
STRUCTURE
PROCESSOutside-In
Doing Scrum or other agile approachesRuns into organizational and cultural issuesAnd ultimately is stifled to adopt and grow.
© 2016
Agile Leadership is the key
Scaling A
Agile Leadershipleig CULTURE
STRUCTURE
PROCESS
Inside-Out
Organizations that start with culture/valuesAnd build agile structures to support themUltimately grow and sustain agility And their organizational effectiveness
© 2016
Focus on Enablement
✴ Imagines creatively✴ Connects emotionally✴ Seeks & uses
feedback
GROWTH MINDSET
AGILE VALUES✴ Creates a safe workplace✴ Guides organization change✴ Builds organization culture
© 2016
An Agile Leader’s Story
Guiding Agile CultureWith a pending integration, Philipp sought to know and save his company’s culture.He ended up influencing the acquiring company’s culture
Philipp Engstler
© 2016
Certified Agile Leadership (CAL) Program
AHA! Journey!
Thank you!Pete BehrensLeadership Agility Coach
@petebehrens #ALD16