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Servant Leadership un-neutered

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Servant Leadership un-neutered": What is Servant Leadership? Is there more to it than "unblocking all the things and getting out of the way"? We will look afresh at this classic leadership model and show Servant Leadership's present-day relevance to the challenges of Lean-Agile transformation

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Servant Leadership un-neutered

  1. 1. Servant Leadership un-neutered Copyright © 2016 Positive Incline Ltd. All rights reserved. Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift & @KanbanInside Home: www.agendashift.com LinkedIn: Agendashift (group) Agile Gurgaon 2016 #agilegurgaon
  2. 2. Mike Burrows • Author, Kanban from the Inside • Brickell Key Community Contribution Award 2014 • Former Executive Director and global development manager, IT Director • Consultant, trainer, interim manager • Email: mike.burrows@positiveincline.com • Twitter: @asplake, @KanbanInside • Blog: positiveincline.com #hello, my name is Mike Burrows
  3. 3. #hello, my name is Mike Burrows, founder… Values-based Delivery Values-based Change Values-based Leadership Agendashift Transforming Lean-Agile transformation ™
  4. 4. What, to you, is Servant Leadership?
  5. 5. “Unblock all the things and get out of the way”?
  6. 6. Serve the team
  7. 7. Serve the process Serve the team
  8. 8. Serve the team Serve the purpose Pursue purpose
  9. 9. Robert K. Greenleaf (1904-1990) Three key essays: • The servant as leader • The institution as servant • Trustees as servants Key thought: • Servant first, then leader
  10. 10. A model for sustaining organisations and their leadership into the future: • Help others to be successful — removing impediments, meeting immediate needs • Help others find autonomy & meaning — in the development and pursuit of the organisation’s values, mission, and purpose in society • Help develop servant leadership in others
  11. 11. “Doing what needs to be done, helping the organisation to become what it needs to become, staffed by the leaders it needs”
  12. 12. Familiar New Explanatory, safe • Servant • Trust • Listening • Understanding • Creativity • Reflection • Acceptance • Empathy • Growth Stretching, outward • Inspiration • Direction • Purpose • Goal • Foresight • Influence • Community • Trustee • Steward
  13. 13. Familiar New Uncomfortable? • Power • Authority Explanatory, safe • Servant • Trust • Listening • Understanding • Creativity • Reflection • Acceptance • Empathy • Growth Stretching, outward • Inspiration • Direction • Purpose • Goal • Foresight • Influence • Community • Trustee • Steward
  14. 14. Familiar New Explanatory, safe • Servant • Trust • Listening • Understanding • Creativity • Reflection • Acceptance • Empathy • Growth Stretching, outward • Inspiration • Direction • Purpose • Goal • Foresight • Influence • Community • Trustee • Steward Uncomfortable? • Power • Authority Ambivalent? • Leadership
  15. 15. Values-based Delivery Values-based Change Values-based Leadership Discovery Alignment Action • 6 Lean-Agile transformation strategies • Common pitfalls • Opportunities for Servant Leadership
  16. 16. Strategy 1: Skills-first Equip people, build from a platform of common understanding Values-based Delivery Values-based Change Values-based Leadership Discovery Alignment Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  17. 17. Strategy 1: Skills-first Pitfalls? Values-based Delivery Values-based Change Values-based Leadership Discovery Alignment Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  18. 18. Strategy 2: Needs-first Make the discovery of needs a first-class, ongoing activity Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Alignment Impact, outcomes Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  19. 19. Simon Kaplan Start with needs* *user needs not government needs www.slideshare.net/j_boye/simon-kaplan
  20. 20. Needs != Requirements
  21. 21. Strategy 2: Needs-first Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Alignment Impact, outcomes Action Service- oriented delivery Hypothesis- driven change Servant Leadership Pitfalls?
  22. 22. Strategy 3: Team-first Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Alignment Impact, outcomes Action Service- oriented delivery Hypothesis- driven change Servant Leadership Scale out team by team; seek to shorten customer feedback loops, driving better coordination between services
  23. 23. Strategy 3: Team-first Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Alignment Impact, outcomes Action Service- oriented delivery Hypothesis- driven change Servant Leadership Pitfalls?
  24. 24. Strategies 2 & 3 combined Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Alignment Impact, outcomes Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  25. 25. STATIK The “Systems Thinking Approach To Implementing Kanban” 1. Understand what makes the service fit for purpose for the customer 2. Identify sources of dissatisfaction with the current system 3. Analyse demand 4. Analyse capability 5. Model workflow 6. Introduce classes of service 7. Design the kanban system 8. Socialise the design and negotiate implementation
  26. 26. Summary: strategies for Lean-Agile transformation Getting started: 1. Skills-first 2. Needs-first 3. Team-first Sustaining: 4. 5. 6.
  27. 27. Strategy 4: Improvement-driven Reflecting on what you do now, agree and actively pursue an agenda for change, building capability Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Alignment Impact, outcomes Agenda, capability Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  28. 28. Values-based delivery assessment Source: Depth of Kanbanland 2015 survey, agendashift.com Template: Values-based delivery Sort: Strongest Strongest first (highest interquartile mean) Score distribution 511 20.5% 837 33.6% 799 32.1% 343 13.8% 1 2 3 4 1. Transparency 77 15.9% 144 29.8% 166 34.4% 96 19.9% 1 2 3 4 3. Collaboration 61 15.2% 138 34.5% 158 39.5% 43 10.8% 1 2 3 4 6. Leadership 78 19.9% 138 35.3% 136 34.8% 39 10.0% 1 2 3 4 5. Flow 95 24.6% 125 32.4% 115 29.8% 51 13.2% 1 2 3 4 2. Balance 106 23.5% 153 33.8% 123 27.2% 70 15.5% 1 2 3 4 4. Customer Focus 94 24.9% 139 36.8% 101 26.7% 44 11.6% 1 2 3 4 1. Barely started 2. Early gains 3. Getting there 4. Nailing it, consistently
  29. 29. Customer focus – sample prompts 1. We actively seek to understand the value and urgency of potential work from the perspective of the end customer 2. We involve customers to validatework items as they are being built 3. We continue to own work items until the customer confirms that their needs are being met 4. We manage potential work as 'options for selection' rather than 'orders for fulfillment'
  30. 30. Action as hypothesis We believe that (actionable change) ____________________________ will result in (meaningful impact) ____________________________. We’ll know that we have succeeded when (observableoutcomes) ____________________________ ____________________________ ____________________________.
  31. 31. Change: Context: Owner: Mentor: (owner) Copyright © 2016 Agendashift This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Pilot experiments (new A3s) Directly impacted Other stakeholders & influencers Assumptions & dependencies People Insights To be validated To be resolved Hypothesis Risks Downside (to be invalidated/mitigated) Upside (to be nurtured)We believe that will result in We'll know that we have succeeded when:
  32. 32. Organise experiments for implementation Adapted from Jeff Anderson: The Lean Change Method: Managing Agile Organizational Transformation Using Kanban, Kotter, and Lean Startup Thinking Agree Urgency Negotiate Change Validate Adoption Verify Performance Complete Next Adopted Reverted Soon Rejected New Abandoned
  33. 33. Strategy 4: Improvement-driven Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Alignment Impact, outcomes Agenda, capability Action Service- oriented delivery Hypothesis- driven change Servant Leadership Pitfalls?
  34. 34. Strategy 5: Alignment-driven Establish effective feedback loops as drivers for change Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Purpose, values Alignment Impact, outcomes Agenda, capability Fitness, meaning Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  35. 35. Feedback loops Source: David J. Anderson ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method Strategy Review Risk Review Service Delivery Review Standup Meeting Replenishment/ Commitment Meeting Delivery Planning Meeting Operations Review
  36. 36. Strategy 5: Alignment-driven Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Purpose, values Alignment Impact, outcomes Agenda, capability Fitness, meaning Action Service- oriented delivery Hypothesis- driven change Servant Leadership Pitfalls?
  37. 37. Strategy 6: Purpose-driven Pursue & align to purpose Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Purpose, values Alignment Impact, outcomes Agenda, capability Fitness, meaning Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  38. 38. “Know what you’re delivering, to whom, and why it matters” …understanding • how you do it • how well you do it • how to sustain it Reflection: Are people connected to purpose?
  39. 39. Strategy 6: Purpose-driven Pitfalls? Values-based Delivery Values-based Change Values-based Leadership Discovery Needs Better ways of working Purpose, values Alignment Impact, outcomes Agenda, capability Fitness, meaning Action Service- oriented delivery Hypothesis- driven change Servant Leadership
  40. 40. Augustine of Hippo 354-430 en.wikipedia.org/wiki/Augustine_of_Hippo “Lord, grant me agility – but not yet!” Agile St Augustine
  41. 41. It’s all Servant Leadership! Getting started: 1. Skills-first 2. Needs-first 3. Team-first Sustaining: 4. Improvement-driven 5. Alignment-driven 6. Purpose-driven
  42. 42. Serve the team Serve the purpose Pursue purpose Serve the process ☓
  43. 43. Thank you! Over to you… • Rediscover Greenleaf (seriously!) – Servant Leadership (book) – The Servant as Leader (essay, pdf) • Read the paper, try the mini assessment (2016 survey) – agendashift.com/paper 6+1 Essential strategies for successful Lean-Agile transformation – agendashift.com/2016 • Stay in touch: – Email: mike@agendashift.com – LinkedIn: Agendashift (group)

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