The "leader's dancefloor" it's a leadership development framework built upon distinctions from complexity thinking, systemic leadership, behaviour analysis, organizational culture analisys, co-active coaching, ontological coaching among other powerful studies and models. This Leadership development framework called "Leadership dancefloor" is a model that I developed and use as foundations for my Certified Agile Leadership (CAL) trainings by the Scrum Alliance.

1. Growing Agile leaders with
the leadership dance floor
Angel Diaz-Maroto | April 2018

2. Agenda
A. Leadership
B. The Leadership Dancefloor
C. The 4 Stances of leadership
D. Nurturing leaders
This can be a quote,
testimonial, or other
factual statement
!2

4. About me...

5. A) Leadership
!5

6. Management
VS.
Leadership

7. Management
• Good & important
• Short-term oriented
• Oriented to results
• Can be appointed
Leadership
• Good & important
• Long-term oriented
• Oriented to growth
• Can be developed

8. Leadership,
Understood as influence of an
individual on a collectivity

9. B) Leadership dance floor
!9

10. Leadership
Dancefloor

11. Processes
Structure
Culture

12. Observa(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else
Interact
Act
Be
P
E
R
S
O
N
A
L
D
I
M
E
N
S
I
O
N
Processes
Structure
Culture

13. Observa(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else
Interact
Act
Be Culture
Structure
Process
P
E
R
S
O
N
A
L
D
I
M
E
N
S
I
O
N
C
O
L
L
E
C
T
I
V
E
D
I
M
E
N
S
I
O
N
Processes
Structure
Culture

14. Observa(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
P
E
R
S
O
N
A
L
D
I
M
E
N
S
I
O
N
C
O
L
L
E
C
T
I
V
E
D
I
M
E
N
S
I
O
N
Processes
Structure
Culture
#LeadersDancefloor The leadership dance floor. By: Angel Diaz-Maroto @adiazmaroto

15. Observa(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else
Organizational change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
P
E
R
S
O
N
A
L
D
I
M
E
N
S
I
O
N
C
O
L
L
E
C
T
I
V
E
D
I
M
E
N
S
I
O
N
Processes
Structure
Culture
#LeadersDancefloor The leadership dance floor. By: Angel Diaz-Maroto @adiazmaroto

16. Leadership dancefloor,
as a tool for coaching leaders
from a systemic perspective.

17. C) 4 Stances of leadership
!17

18. Stance 1
The Purpose
!18

19. Influencing
Change

20. Why?

21. Coaching to build a powerful vision
Why Agile?
Why now?
Why?
How?
What?

22. Rhetoric
Logos
Pathos
Ethos

23. @adiazmaroto
Diffusion of innovations
“Diffusion of innovations” - Everett Rogers.

24. Stance 2
The Context
!24

25. Complexity
thinking

26. Obvious
Best Practice
Sense - Categorize - respond
C->E
Known knowns
Rigid Constraints
Complicated
Good Practice
Sense - Analize - Respond
C-(expert)->E
Known unknowns
Governing constraints
Complex
Emergent Practice
Probe (Experiment) - sense -respond
C-………..->E
unknown unknowns
Enabling constraints
Chaos
Nobel Practice
Act - sense - respond
C-//->E
Unknowable unknowns
No constraints

27. Standards
EngineeringExperimentation
Crisis management

28. Dominantly obvious
Control culture
Flat Structure (patriarchal)
Rigid Process
Leadership for compliance

29. Dominantly Complicated
Competitive culture
Hierarchy culture
Defined Process
Leadership for Efficiency

30. Dominantly Complex
Creative culture
Network Structure
Empirical Process
Leadership for experimentation

31. Chaos Recovery
Collaboration culture
Swarm Structure
Nobel Process
Leadership for resilience

32. Agile Leadership

33. Stance 3
The Collectivity
!33

34. Processes
Structure
Culture
Collective
Dimension

35. Culture

36. Competing Values Framework
- Robert E. Quinn

37. Collaboration
We succeed by working together
Affiliation
Synergy
Partnership
Diversity
Egalitarian
Interaction
Team
People
Trust
Control
Power
Predictability
Process
Order
Hierarchy
Standardization
Stability
Security
Rules
We succeed by getting and keeping
Cultivation
We succeed by growing people
who fulfil our vision
Let things evolve
Dedication
Subjectivity
Innovation
Be the first
Grow
Purpose
Vision
Faith
Competence
Efficiency
Professionalism
Meritocracy
Achievement
Be the best
Creativity
Expertise
Craftsmanship
Results
We succeed by being the best

38. Structure

39. Formal structure

40. Informal structure

41. Value creation structures

43. Alpha Structures
VS.
Beta Structures

44. Process

45. Integral
Metrics

47. IT
My results
ITS
Us in a social
system
WE
Our community
I
me as a craftsman
Group
Individual
ExteriorInterior
Subjective Objective
Inter-Subjective Inter-Objective

48. Sustain people’s happiness &
collaboration + Preserve &
attract new talent
Keep internal Quality &
System Stability within
acceptable boundaries
Develop a responsive business
and innovation capabilities
Balance business request pace
with development throughput

49. Activities forecast
In Continuous improvement backlog shape

50. People & Interactions
Org. Culture assessment
Coaching on culture influencing org. Culture
Talent attraction and care strategy
Training on management 3.0 practices
Implementation of management 3.0 practices
Regular (monthly) retrospectives
Management 3.0 coaching
DISC profiles and leadership development coaching
Coaching for appreciation and recognition
Team Coaching for collaboration, goal engagement &
Working agreements
Quality & Stability
Refine SW testing strategy
Refactoring labs
Clean code Labs
Technical debt reduction labs
Unit testing labs
Software architecture labs
Test Driven Development labs
Regression testing labs
Creation of communities of practices
Implementation and usage of Continuous integration
Technical debt. Measurement and control
Flexibility, R&D + Customer feedback
Product ownership training
Product owner coaching
Progressive involvement of Business in development
Progressive shift to business Product Owners
Product portfolio, road-map & backlog visualisation
Training on Design thinking and customer centricity
Agile Budget and portfolio management training
Refine Budgeting & portfolio management strategy
Creation of direct Dev. Team-Business collaboration
channels and agreements
Balance demand on types of service and throughput
C. Improvement & Business efficiency
Progressive Shift to full-time Scrum Masters
Scrum Master Coaching and mentoring
Progressive Shift to cross functional teams
Progressive Shift to full-stack development teams
Reduce Strategic & tactic work on progress
Shift to one single backlog
Refinement of SDLC and Scrum Practices
Creation and activation of cross-team synchronisation
& alignment structures
Scrum Awareness trainings
Refine SW Documentation strategy

51. People & Interactions
Org. Culture assessment
Coaching on culture influencing org. Culture
Talent attraction and care strategy
Training on management 3.0 practices
Implementation of management 3.0 practices
Regular (monthly) retrospectives
Management 3.0 coaching
DISC profiles and leadership development coaching
Coaching for appreciation and recognition
Team Coaching for collaboration, goal engagement &
Working agreements
Quality & Stability
Refine SW testing strategy
Refactoring labs
Clean code Labs
Technical debt reduction labs
Unit testing labs
Software architecture labs
Test Driven Development labs
Regression testing labs
Creation of communities of practices
Implementation and usage of Continuous integration
Technical debt. Measurement and control
Flexibility, R&D + Customer feedback
Product ownership training
Product owner coaching
Progressive involvement of Business in development
Progressive shift to business Product Owners
Product portfolio, road-map & backlog visualisation
Training on Design thinking and customer centricity
Agile Budget and portfolio management training
Refine Budgeting & portfolio management strategy
Creation of direct Dev. Team-Business collaboration
channels and agreements
Balance demand on types of service and throughput
C. Improvement & Business efficiency
Progressive Shift to full-time Scrum Masters
Scrum Master Coaching and mentoring
Progressive Shift to cross functional teams
Progressive Shift to full-stack development teams
Reduce Strategic & tactic work on progress
Shift to one single backlog
Refinement of SDLC and Scrum Practices
Creation and activation of cross-team synchronisation
& alignment structures
Scrum Awareness trainings
Refine SW Documentation strategy

53. Competing Values Framework
- Robert E. Quinn
Sustain people’s happiness,
collaboration & Preserve &
attract new talent
Keep internal Quality &
System Stability within
acceptable boundaries
Develop a responsive
business and innovation
capabilities
Balance business request
pace with development
throughput

54. Stance 4
The Leader
!54

55. Personal
Dimension

56. Be

58. Fire
SkyWater
Earth
People oriented
Task oriented
ExtrovertIntrovert

59. Achievement
FlexibilityOpenness
Stability
People oriented
Task oriented
ExtrovertIntrovert

60. ActObserva(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else

62. Dominance
InfluenceSteadiness
Conscien-
tiousness
People oriented
Task oriented
ExtrovertIntrovert

63. Acts of
accomplishment
Acts of
Innovation
Acts of
Human Connection
Acts of
regulation
People oriented
Task oriented
ExtrovertIntrovert

64. Interact

66. C
om
m
anding
Energizing
Inclusive
D
eliberate
Resolute
Affirming
Humble
Pioneering
IS
C D

67. Situational leadership

68. Agile
Leadership

69. D) Nurturing Leaders
!69

70. Part 9. Synergy

71. Nurturing Leaders

72. Listening
• Level I – Internal Listening. We hear the
words of the other person, but the focus is
on what it means to us.
• Level II – Focused Listening. The attention
is focused on the other person.
• Level III – Global Listening. Listening for
words and other sensory data a well as
mood, pace and energy.
Co-Active Coaching by Whitworth, Kimsey-House and

73. Powerful questions
Open-
ended
Challenging
Free of
Judgment

74. GROW Model
Goals Reality Options Will

75. Nurturing leaders
@ the dancefloor!

76. Observa(on Needs Feelings
Request to
the other
Request to
the myself
Request to
someone
else
Influencing change
Interact
Act
Be Culture
Structure
Process
Complexity thinking
P
E
R
S
O
N
A
L
D
I
M
E
N
S
I
O
N
C
O
L
L
E
C
T
I
V
E
D
I
M
E
N
S
I
O
N
Processes
Structure
Culture
#LeadersDancefloor
#LeadersDancefloor The leadership dance floor. By: Angel Diaz-Maroto @adiazmaroto

77. @adiazmaroto
Angel Diaz-Maroto
@adiazmaroto
www.angeldiazmaroto.com

78. Thank you for attending
Angel Diaz-Maroto | April 2018