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Reprogramming Leadership for Agility - September 2016

Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.

This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.

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Reprogramming Leadership for Agility - September 2016

  1. 1. Reprogramming Leadership for Agility Pete Behrens Leadership Agility Coach @petebehrens #ALD16
  2. 2. Pete Behrens, CEC, CST® 2  Leadership Agility Coach with Trail Ridge  Guide organizational agility…  Certified Leadership Agility 360 Coach  Certified Enterprise Coach (CEC)  Certified Scrum Trainer (CST)  Created Scrum Alliance Programs: Certified Enterprise Coaching (CEC) Certified Agile Leadership (CAL)  Scrum Alliance board member
  3. 3. © 2016 I haven’t always been cool… “I have a confession…” I am A Recovering asshole
  4. 4. © 2016 Why I know this…
  5. 5. © 2005-2016 Trail Ridge Consulting, LLC Pete the ”Expert” Leader…
  6. 6. © 2005-2016 Trail Ridge Consulting, LLC Pete the ”Achiever” Leader…
  7. 7. © 2016 Heroic Leaders Focus on Results Direct Work People = Pawns Focus on Tasks Do work People = Problems Experts Achievers (a.k.a. “Assholes”)
  8. 8. © 2016 I’m not alone… R. Hogan & Kaiser, 2005 What we know about leadership. Review of General Psychology “Climate surveys routinely show that about 70% of employees report the most stressful aspect of their jobs is the interaction with their immediate boss.” 70% Leadership Failure
  9. 9. © 2016 My AHA! Catalyst We all need a Jana in our lives…
  10. 10. © 2016 1890’s (some perspective) 90% of people were in agriculture Manufacturing Companies < 4 employees
  11. 11. © 2016 1920’s (one generation later) 500,000 cars per year from Ford US Steel was a $1B Company
  12. 12. © 2016 1920’s (Leadership) Management was invented to turn human beings into semi-programmable robots
  13. 13. © 2016 A Few Things have Changed Predictable > Volatile Dependable > Complex Barriers to Competition Steady > Intense Independent > Interconnected
  14. 14. © 2016 Change has Changed “We have come to an Inflection Point of change.” - Gary Hamel
  15. 15. © 2016 But Leadership Hasn’t Changed Management approaches are vastly based on what was invented prior to 1920. 38%
  16. 16. © 2016 Why aren’t we changing? 38% 38% Management concern about loss of control
  17. 17. © 2016 Why aren’t we changing? 42% Organizational resistance to change
  18. 18. © 2016 Why aren’t we changing? Organization Agility Leadership Agility 46% Culture at odds with agile values
  19. 19. © 2016 Agile Leadership "Unless leaders do their own development, they are unlikely to create business transformation.” - Robert Anderson in Mastering Leadership
  20. 20. © 2016 Agile Leadership Focus on Growth Foster Creativity Guide Change Share Leadership Catalyst
  21. 21. © 2016 Agile Leadership Compass This compass guides leaders in navigating the fog of complexity, uncertainty, and rapid change.
  22. 22. © 2016 Over-Focus on Organization Over-focus on Organizationa l Agility Leaders tend to over- focus on the organization when driving agility.
  23. 23. © 2016 Over-focus on Organizationa l Agility Focus on Agile Leaders! Organizations reflect Leadership By first focusing on their own thinking and behaviors, leaders will role model the agility they are seeking in their organizations .
  24. 24. © 2016 An Agile Leader’s Story The focus and tools of research have changed much in the past 100 years How research is performed has changed very little Lars Bruns Global Research
  25. 25. © 2016 Researching Himself Global Research Paired Leadership Lars leads by modeling a paired- leadership approach – sharing responsibility & developing others.
  26. 26. © 2016 Researching People Global Research M(e) Staffing Researchers now self-organize on research projects – increasing energy & learning
  27. 27. © 2016 Researching Research Global Research Flash Works Researchers flash swarm selected projects across disciplines – creativity and progress soar.
  28. 28. © 2016 Agile Leadership ✴Awareness of self ✴Reflects cognitively ✴Open to perspectives ADAPTIVE MIND ADAPTIVE ACTION ✴Experiments on self ✴Coaches for growth ✴Shares ownership
  29. 29. © 2016 Agile Leadership Journey Task-focused Do work Results-focused Direct work Drive & measure Growth-focused Guide change Foster Creativity Share Leadership Experts Achievers Catalysts Based on Leadership Agility by Bill Joiner & Stephen Josephs
  30. 30. © 2016 Expanding Leadership AHA! Based on Leadership Agility by Bill Joiner & Stephen Josephs Less about skill acquisition, more about self-awareness and maturity
  31. 31. © 2016 Over-Focus on Actions Over-focus on Productivity and other outputs Leaders tend to over-focus on delivery and outputs of their teams and orgs when driving agility.
  32. 32. © 2016 Need Focus on Enablement Results are enabled thru culture “You can’t build an adaptable organization without adaptable people” - Gary Hamel Over-focus on Productivity and other outputs By focusing on what enables outputs to be delivered, leaders enable future growth and delivery.
  33. 33. © 2016 Agile Isn’t Sticking or Scaling… Today’s Leadership i CULTURE STRUCTURE PROCESS Doing Scrum or other agile approaches Runs into organizational and cultural issues And ultimately is stifled to adopt and grow.
  34. 34. © 2016 Agile Leadership is the key CULTURE STRUCTURE PROCESS Organizations that start with culture/values And build agile structures to support them Ultimately grow and sustain agility And their organizational effectiveness
  35. 35. © 2016 Focus on Enablement ✴Imagines creatively ✴Connects emotionally ✴Seeks & uses feedback GROWTH MINDSET AGILE VALUES ✴Creates a safe workplace ✴Guides organization change ✴Builds organization culture
  36. 36. © 2016 An Agile Leader’s Story Guiding Agile Culture With a pending integration, Philipp sought to know and save his company’s culture. He ended up influencing the acquiring company’s culture Philipp Engstler
  37. 37. © 2016 Certified Agile Leadership (CAL) Program AHA! Journey!
  38. 38. Thank you! Pete Behrens Leadership Agility Coach @petebehrens #ALD16