Any team assembled to accomplish a long-term task goes through the four, well-known stages described by Tuckman’s Team Development Model: Forming, Storming, Norming and Performing. After a short walk-through the four stages and a brief overview of what Servant Leadership means, we will discuss which techniques, practices and behaviors a Servant Leader can adopt to assist a long-lived Agile Team successfully going through each phase and reaching a status of empowerment and self-organization. This talk is an account of what I've learned by working as a ScrumMaster and Agile Coach with many software development teams, in organizations that had very different degrees of Agile maturity and inclination towards organizational change. We'll talk about very practical techniques that Agile Coaches, Scrum Masters and Team Leaders can apply with their teams. For each stage, we'll focus on the most effective leadership style and the most effective practices and coaching techniques.

1. The Servant Leader’s Toolkit

2. About me
● Live in London
● Agile Coach at Skyscanner
● 15 years experience in the software development industry
● Working with Agile and Scrum for the last 7
Francesco Pratolongo
fprato

3. Tuckman’s
Team Development Model

4. Tuckman’s Team Development Model
Emotional
Response
Task

5. Tuckman’s Team Development Model
Forming
Storming
Norming
Performing

6. Why Tuckman?
It’s simple
It works

7. Performing
Agile Team Self-organizing &
Empowered

8. Self-organization

9. Nature’s default behavior

10. Complex Systems

11. Self-organizing Teams
Autonomy
Continuous
Improvement
Mindset
Cross-functional
Structure
Hirotaka Takeuchi, Ikujiro Nonaka - “The New New Product Development Game”

12. Servant Leadership

13. Origins
“If the sage would guide the
people, he must serve with
humility.
If he would lead them,
he must follow behind.”

14. Origins
“Whoever wants to become
great among you must be your
servant”

15. In recent history

16. Servant Leaders
They radically
change the world
around them
They take people
on a Journey
They sacrifice
their needs
for others

17. Modern Servant Leadership
Robert K. Greenleaf
“The Servant as a Leader”

18. What makes a great Servant Leader
Empathy (SElf)-awareness
Healing
Foresight
Conceptualisation
Stewardship
Commitment to the
growth of people
Listening
Building a
community
Changing the
pyramid
Developing your
colleagues
Coaching, not
controlling
Unleashing the energy and
intelligence of others
Providing
accountability
Supporting and
resourcing
Fostering
collaboration
Communicating
with clarity
Valuing and
appreciating

19. What makes a great Servant Leader
Empathy (SElf)-awareness
Listening Coaching, not
controlling

20. What makes a great Servant Leader
Empathy (SElf)-awareness
Listening Coaching, not
controlling

21. What makes a great Servant Leader
Empathy (SElf)-awareness
Listening Coaching, not
controlling

22. What makes a great Servant Leader
Empathy (SElf)-awareness
Listening Coaching, not
controlling

23. What makes a great Servant Leader
Empathy (SElf)-awareness
Listening Coaching, not
controlling

24. The Toolkit

25. The context

26. Forming

27. Building
Skills Personality
“Inclusive Diversity”*
*Jurgen Appelo - “Management 3.0”

28. Building
Empower the Team
Technical Assessment
Cultural Fit
Pair Programming
Decide Together

29. Shaping
Why?
How?
What?
Team Kick-off

30. Shaping
Vision
Shared
Goals
Why?

31. Shaping
People
Process
Tools
How?

32. Shaping
What do we expect from
each other?
Team
Norms
People

33. Shaping
Scrum vs Kanban
XP
DoDProcess
Dependencies

34. Shaping
How do we track
our progress?
How do we
communicate?
Tools

35. Shaping
Minimum Viable Product
Product Backlog
What?

36. Coach as a Teacher*
*Lyssa Adkins - “Coaching Agile Teams”

37. Storming

38. Conflict as a tool
Disagreements
Interpersonal clashes
Conflicts

39. Disagreements
Technology / Design
Process
Vision

40. Interpersonal Conflicts
Listen
attentively
Step in only when
strictly needed
Encourage
open feedback

41. What if it’s you?
ScrumMaster
vs
Product Owner
ScrumMaster
vs
Project Manager
Roles and
Responsibilities

42. The Circle of Safety*
*Simon Sinek - “Leaders eat last”

43. The Circle of Safety
Team
Team Team
Team
Team

44. Look Forward
Futurespectives

45. Hopes and Concerns

46. Speedboat

47. Heaven vs Hell

48. Norming

49. Team Health-check
Stakeholders
Norms
Vision
Tech Debt
Continuous
Improvement
Dependencies
Happiness

50. Performing

51. Look back

52. Challenge the Status Quo
Scrum?
Estimations?
roles?
Planning?

53. Let Them Go
Focus on the wider
organization
Help another
teamRemove yourself,
gracefully
Jump back in
when needed!

54. Does it end?

55. Thank you!

56. Resources
Books
Robert K. Greenleaf - “The Power of Servant Leadership”
Simon Sinek - “Leaders Eat Last”
Patrick Lencioni - “The Five Dysfunctions Of a Team”
Jurgen Appelo - “Management 3.0”
Lyssa Adkins - “Coaching Agile Teams”
Esther Derby, Diana Larsen - “Agile Retrospectives: Making Good Teams Great”
Geoff Watts - “Scrum Mastery”
Online resources
Agile processes and self-organization
The new new product development game
What is Servant Leadership
The origins of Servant Leadership
Ten characteristics of effective, caring leaders
A conceptual framework for measuring servant leadership
Team effectiveness and six essential servant leadership themes

57. Resources
Blog posts
Ssssh....agile-is-all-about-micromanaging
Two types of authority leaders must give to self-organizing teams
Placing rules on self-organizing teams
Three common misunderstanding of self-organized teams
Every great Product Owner needs a great ScrumMaster
Retrospective Ideas
http://retrospectivewiki.org/index.php?title=Agile_Retrospective_Resource_Wiki
http://www.funretrospectives.com/