HOW LEADERSHIP HAS EVOLVED

July 12 2016

PREDICT-AND-PLAN VS

SENSE-AND-RESPONDPredict-and-Plan Future is predictable Events and outcomes are by

their nature STABLE We are capable of seeing or

anticipating all relevant situations ahead of time

Cause and effect are stable and linear

Sense-and-Respond We cannot predict the future Things will change We don’t have all the

answers ahead of time Cause and effect may not

be easily observable

Agile Coaching Institute – The Agile Leader

MANAGING FOR RESULTS VS

DESIGNING ENVIRONMENTS THAT CREATE RESULTS

Managing for Results Plans created and executed People tasked with work Status meeting is created Responsibility for coordination held by management,

rather than people doing the work Focus on:

Milestones, deliverables and “hitting the date”Agile Coaching Institute – The Agile Leader

CONT’DDesigning Environments that Create Results Help workers see where organization is going

Vision and Goal Empowering and enabling to leverage skills Catalyzing

COMPARISONManaging for Results (“Directive”)

Designing Environments (“Catalyzing”)

Tell Direct Control ‘Incent’

Conditions Structures Practices Roles Environments Vocabularies

THE AGILE COMPASS

Agile Coaching Institute – The Agile Leader

PSYCHOLOGICAL WINDOWThe “I” Perspective How people think and make sense of the world See an individual’s values, their mindset and way of

thinking about any given topic Coach-Leader Role:

Coach others in development as leaders Developing yourself as a leader Clarifying vision and purpose for leading organization

BEHAVIOR WINDOWThe “IT” Perspective Perspective from which we observe an individual’s

behavior Practices and skills Competence in technical practices, product development,

collaboration, communication and work relationships Process-Leader Role:

Establishing expectations Establishing metrics to help organization and people improve Introducing new competencies, practices and vocabularies

CULTURAL WINDOWThe “WE” Perspective View of shared values, beliefs, habits and assumptions

Determine how people should act in groups What can be said without censure Important to us as a culture What isn’t important What it means to be part of this team

Alignment around common purpose and vision Collective flexibility as we sense-and-respond to change Facilitative-Leader Role:

Orienting others around a shared vision Socializing Agile Identifying and engaging catalysts for culture change

SYSTEMS WINDOWThe “ITS” Perspective Flexibility of structures, processes, systems and routines Governance systems How we work and coordinate activities Systems-Leader Role:

Understand challenges and barriers teams run into (environment/organization)

Empower and enable others to help alleviate blocks that impede organizational flow

Shift processes to operate under pull model rather than push model

CONCLUSION It takes practice As an Agile Leader you can expect to see positive results

early on Can view organization situations through any window

The Agile Leader will discern with window and which role Great need for Agile leadership through any Agile

transformation The Agile Leader

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