What the hell is up-to-date leadership?!

Birgit Mallow

Berlin, 17. April 2016

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Crisis or Götterdämmerung?

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Re

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nce

: w

ww

.flic

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m/p

ho

tos/fe

ssers

/701

74

94

45

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Challenge

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Efficiency

Challenge

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Complexity

Models for Localization of „Complexity“

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Stacey Diagram (Ralph Stacey)

Cynefin-Framework Dave Snowden

Reference: http://de.slideshare.net/jurgenappelo/complexity-thinking Jurgen Appelo: Management 3.0, 2011

DISORDER

Methods for Simple and Complicated

Organization & executives

„zuverlässige Maschine“

Trennung von Denken und Handeln

Hierarchie, „Silos“

Effizienz

Primat: Input-Output-Relation

Challenge: Increase efficiency, cost cutting

Executive Style: command and control

Risk: tendency to Theory X

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sense – categorise – respond

Best Practice

checklists

instructions

standard processes

sense – analyse – respond

Good Practice

problem analyzis

guidelines, policies

traditional project management

Photo

: U

we J

ansche

/

pix

elio

.de

Methods for Complex and Chaotic

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act – sense – respond

Novel Practice

innovation, disruption

Business Model Generation

Design Thinking, Dynamic Facilitation

probe – sense – respond

Emergent Practice

self-organization

adaptive-incremental approach

learning loop

Organization & executives

„Lebendiger ganismus“

Entwicklung durch Trial and Error

Selbstorganisation

Kreativität

Primat: Gemeinsam lebendig sein

Challenge: endure uncertainty,

result open processes

Executive Style: leadership

Chance: tendency to Theory Y

Photo

: TiM

Caspary

/ pix

elio

.de

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Manifesto for Agile Software Development, 2001 – 4 Values –

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Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Manifesto for Agile Software Development, 2001

It involves mainly

People & Communication

Early Product Delivery

Customer Focus

Value Creation

Manage Complexity Agile Process Framework Scrum

Simple – fits on a coaster

A few roles, events, artefacts

Self-organized team

Communication face-to-face

Iterative-incremental approach

Transparency, inspect and adapt !!

Continuous improvement for product and process

Focus on: value creation for customer avoid waste

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Disciplined and planned way !!

Focus: „Product“ • Value for the customer • Release • Indirectlyt: team efficiency

Focus: „Methods“ • Product increment • Self-organization • Cross-functional

Focus: „Process“ • Coach, facilitator • Team development • „allows to grow“

Scrum and Management – Sharing of Authority

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Product Owner

Scrum Master

Team

Focus: Strategy & Employee • Strategy, purpose •Orientation & conditions • Employee development

Executive

3 management roles

in the Scrum team

Requirements for Effective Leadership

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Defines sense and purpose Gives orientation, declares conditions

Develops employees Develops teams

Is strenghts and solution-oriented Creates space

Has respect for people Communicates openly

Has change competence Reflects itself

Conveys confidence …

Leadership

Effective Leadership … … brings Vitality

„…we do things a little bit differently…“

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https://www.youtube.com/watch?v=DYA_ivyj3kE

Participants Workshop Management Culture in Transition

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What values and behaviors

managers need in an agile context?

Workshop Results

Management Culture in Transition

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Behavior

Values &

principles R

efe

rence: O

skar M

ager

Scrum Values

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Focus Courage

Openness

Commitment Respect

Empowerment &

Self-Organization

Time-boxing

Transparency

Inspect & adapt

Deliver every sprint

& Agile Principles

Up-to-date leadership is value-driven

Agile and lean help to cope with complexity. Up-to-date leadership knows how to distinguish the challenges

and seize the right “tool”.

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Photo: TiM Caspary / pixelio.de Photo: Uwe Jansche / pixelio.de

Values connect

Scrum Kanban BPM

Attitude over method!

Effective Leadership

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This is the best leader whose people say, if he has made the goal:

"We ourselves have brought success."

(Laotse, chinese philosopher, 4th to 3rd century BC)

Leadership Concepts & Metaphors

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Leader as Developer for People (Jurgen Appelo, Management 3.0)

Leader as Servant (Robert Greenleaf)

Leader as Host (Mark McKergow)

Positive Leadership (Ruth Seliger)

Appreciative Leadership (Diana Witney et al.)

Authority Poker & Delegation Board

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Empower your team

Reference: Management 3.0, http://www.management30.com/

Deny holidays

Keep printers operational

Organize game night

Take new team member

Decide features for development

Change team member

…

Competences to act

Moving Motivators

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Reflection and team development

Reference: Management 3.0, http://www.management30.com/

Culture Change: Confidence and Failure Culture

Failure Recovery is more important than Failure Avoidance

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Failure Recovery Failure Avoidance

Reference: Henrik Kniberg: culture over process

Challenges for HR / Instruments for Personnel management

Areas of conflict in the agile context:

Paths for career & development

Salaries and compensation

Performance evaluation

Objective agreements

Key role of HR in an agile transformation!

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These days a Scrum Master told me…

… our HR must also be agile!

And the top executives, too!

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Many Areas of Application for Scrum and Kanban

Product development Sales Service deliverables units HR Strategy process of

top executives …

eduScrum for learning

process at school (NL)

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• Freiräume Camp 2016

• http://blog.xebia.com/edu-scrum-at-xp-days-

benelux-beware-of-the-next-generation/

Reference: Claudia Struijlaart, Mark Reijn

Values – Accordance and Coherence

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Reference: https://vimeo.com/141154332

Helmut Lind, Vorstandsvorsitzender Sparda Bank, about values and corporate philosophy

See movies „AUGENHÖHE“ and „AUGENHÖHEwege“.

Values are the Basis for „Cultural Objects“: What we need to be successful.

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Refe

rence:

Andre

a M

aria

Bokle

r, a

ngele

hnt

an F

. M

alik

How do we make decisions?

How do we behave in meetings?

How to solve problems?

How do we encourage people?

As we be judged? (HR instruments)

Workshop „Workschub“

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Reference: https://www.youtube.com/watch?v=jxexqXg7K5Y (till 1:46)

Let‘s get started!

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strong HR

agile teams and executives

up-to-date leadership

vibrant organizations

livable and prosperous future of our companies!!

Do you have any questions? Contact me!

Birgit Mallow Organisationsentwicklung und Prozessberatung

Munich and Dresden

+49 171 / 276 42 61

bma@mallow-consulting.de

www.mallow-consulting.de

LinkedIn: https://www.linkedin.com/in/birgit-mallow-b3812b49

XING: http://www.xing.com/profile/Birgit_Mallow

Twitter: @BirgitMallow

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Birgit Mallow

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Computer scientist in the field of psychology

Management Consulting since about 20 years

Organizational Developer with focus on

Agile practices / agile organization (Agile Coach, SAFe Consultant, certified Scrum Master,…)

Transformation processes & value-oriented culture change CTT Consultant (Barrett Values Centre)

Business Process Management, agile BPM Project expertise (selection)

Insurance – IT-Service Management, Business Process Management Manufacturing industry – Group-wide: professionalisation of IT, CIO-organization Manufacturing industry – Business Process Management Insurance – Change Facilitation International Bank – Agile development of bank products, interim Scrum Master, agile coaching of the managers IT-service company – Conceptual preparation of agile scaling Credit agency – Agile scaling Consulting team – Agile consultation process Sales department – Agile Working Manufacturing industry – Interim Scrum Master and Agile Coach, preparation of agile scaling Energy industry – Agile Coaching of the Product Owners and Managers

Trainer and theme developer in the team of „Consulting Werkstatt“

Consultant and Coach in Employee Assistance Program / BGM (Company Aid)

APPENDIX

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Study “Management Culture in Transition” 400 telephone interviews (2014)

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Quelle: INQA_MONITOR_GUTE_FUEHRUNG_web_ds.pdf

Most of the executives surveyed hold the previous models of organization and management in view of the complexity and dynamics of the future world of work are no longer appropriate.

Maturity Model Workforce Transformation

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Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf

Leadership Alignment

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No leadership

commitment

Selective

leadership

support

Top executives: rediness

for top projects

Leadership comitment

for special projects

Full top executive

readiness

Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf

No top executive

readiness

Leadership involved in

special projects

Leadership commitment/

role model

HR Readiness

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Little or no

HR expertise

Partial consulting

by HR in WFT

HR expertise for

restructuring

HR as business partner in

selected departments

HR expertise for

WFT available

Reference: http://www.kienbaum.de/PortalData/1/Resources/downloads/brochures/Kienbaum_Ergebnisbericht_Studie_Workforce_Transformation_2016.pdf

John Kotter: Accelerate! The Evolution of the 21st Century

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Quelle: http://www.youtube.com/watch?v=H1XeZEFk_0E&feature=youtu.be

How to Develop a Positive Failure Culture

Read the two-part journal article from authors Birgit Mallow and Dr. Gerd Kopetsch.

https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-1_1104249

https://www.projektmagazin.de/artikel/was-zeichnet-eine-positive-fehlerkultur-aus-teil-2_1104270

To obtain the article, please just contact me.

(Sorry, only available in German.)

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How does that fit this - Agility and Management of Employees?

Interview Prof. Peter Wald, HTWK Leipzig, has performed in front of the HR Innovation Day 2015 with Birgit Mallow: Http://leipzig-hrm-blog.blogspot.de/2015/05/passt-dies-zusammen-agilitat-und.html

(Sorry, only available in German.)

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