This presentation talks about who an Agile Leader is, the different levels of Leadership Agility, and the Competencies of Agile Leader. Draws inspiration from the book 'Leadership Agility: Five Levels of Mastery for Anticipating and Initiating Change " by Bill Joiner and Stephen Josephs.
3. Who is an Agile Leader
• Operates effectively amid uncertainty, complexity and
rapid change
• Is knowledgeable about Agile values approaches and
practices
• Surfaces creative solutions through increased self
awareness, a growth mind set and engaging others
• Aligns and empowers teams toward delivering more
customer value
• Takes a collaborative and continuous improvement
approach to organizational effectiveness
• Catalyses change in others and facilitates
organizational change
https://www.scrumalliance.org/agile-leadership
4. Agile Leader Mindset
• Shift from a “Predict and Plan” mind set to a “Sense and
Respond” mind set to deal with the complexity,
unpredictability and turbulence
• Shift from a “Managing for Results” environment to
“Designing environments that create results”
Creating
conditions that
favor collaboration
and ownership
Designing
structures that
smooth the flow
of interaction,
create
transparency
Telling others
what to do
Controlling how to
get things done
http://www.agilecoachinginstitute.com/wp-content/uploads/2015/03/whitePaper-ACI-The-Agile-Leader-Jan-2015.pdf
5. Why do we need Agile Leadership
• Implementing Agile adoption
• Sustaining Agile adoption
• Developing Organizational Agility
6. Essence of Leadership Agility
https://www.ephotozine.com/articles/fujifilm-finepix-hs30exr-bridge-camera-review-19047/images/highres-fujifilmfinepixhs30exr-1_1335879921.jpg
Focus
Step back
Reflect – Gain a broader,
deeper view
Act: Reengage, take
action
It is the ability to lead effectively under conditions of rapid change
and mounting complexity
10. Expert Leadership
• Guiding assumptions: Leaders are respected
and followed because of their authority and
expertise
• Organizational change: Tactical focus on
incremental improvements within one’s unit,
with minimal stakeholder engagement
• Team Leadership: Focuses on one on one supervision vs
management/leadership of direct reports as a system
• Pivotal conversations: Low tolerance for conflict: Assertive or
accommodative – advocates or inquires. Tends to avoid giving
or requesting feedback.
http://www.findtheedge.com/wp-content/uploads/2014/07/how-to-be-an-expert.jpg
11. Achiever Leadership
• Guiding assumptions: Motivate others
by making it challenging and satisfying to
contribute to larger objectives
• Organizational change: Strategic
outcome focus, making episodic changes
to address environmental changes while
seeking stakeholder buy-in
• Team Leadership: Treats direct reports as a system that needs
to be orchestrated as a team
• Pivotal conversations: Moderate tolerance for conflict:
primarily assertive or accommodative with some ability to
compensate using the other style. Will accept or even initiate
feedback, if helpful in achieving desired outcomes.
http://www.centerforstrengths.com/wp-content/uploads/achiever_mountaintop_oneguy.jpg
12. Catalyst Leadership
• Guiding assumptions: Articulate an
inspiring vision and empower and
develop others to make it a reality
• Organizational change: Aim through
the target: Develop organizational
capacity to meet any strategic
challenge
• Team Leadership: Creates a highly participative empowered
team that leads change together
• Pivotal conversations: Greater tolerance for conflict:
combines advocacy and inquiry as needed in specific
situations. Proactive in seeking and utilizing feedback.
http://www.catalystgrp.com/images/AboutUs_TCG.jpg
13. Levels of Leadership Agility
http://i.istockimg.com/file_thumbview_approve/3870357/6/stock-photo-3870357-russian-nesting-dolls.jpg
• You don’t skip stages of levels
• You retain the capacities you
develop at previous levels
• Your agility level can vary
throughout the day
• “Downshifting” to previous levels
can be intentional or
unintentional
• It’s about expanding your
repertoire
14. Leadership Agility Compass
Leaders who are successful in turbulent organizational environments
exhibit four mutually reinforcing competencies
Seeking feedback
and
experimenting
with new
behavior
Analyzing and
solving problems
innovatively
Scoping initiatives
and setting
direction
Understanding
others’ concerns
and priorities &
resolving them
http://www.changewise.biz/?p=1387
15. Context Setting Agility
• Scanning your environment
• Anticipating important changes
• Deciding what initiatives to take
• Scoping each initiative and
determining desired outcomes
Situational Awareness
Quality of attention to the
larger context (Zoom Lens)
Sense of Purpose
How you serve others needs in
meaningful ways
https://www.abelcine.com/store/image.php?type=P&id=1005913
16. Stakeholder Agility
• Involves identifying the key
stakeholders; understanding what
they have at stake
• Assessing the alignment between
your objectives and theirs
• Finding ways to increase
alignment.
Stakeholder Understanding
Understand view points and
objectives of others
Power Style
Assertive (advocating own
views and interests) or
Receptive (understand others’
views and objectives)
http://www.schuttelaar-partners.com/public/expertise/multi-stakeholder-relations/stakeholders.png
17. Creative Agility
• Uses problem solving skills that
uses both critical and
breakthrough thinking to generate
responses to ill-structured or
unstructured problems
Connective Awareness
Compare and contrast
different ideas and
experiences and make
meaningful connections
Reflective Judgement
Thought process used to
determine best course of
action
http://i.huffpost.com/gen/1895746/images/o-CREATIVE-facebook.jpg
18. Self Leadership Agility
• Determine the kind of leader
you want to be - use every day
initiatives to experiment
towards these aspirations,
reflect on your experience and
fine tune the changes you
would like to make
Self Awareness
How well you understand your
current strengths and
limitations
Developmental motivation
Shaped by professional
esteem, leadership ideals and
emotional tone
http://i.istockimg.com/file_thumbview_approve/27665471/6/stock-photo-27665471-self-leadership-background-loopable-.jpg
19. Heroic and Post-Heroic Leadership
• Heroic Leaders
– assume sole responsibility for setting their organization's
objectives, coordinating the activities of their
subordinates and managing their performance.
– However, in complex, rapidly changing organizational
environments, heroic leadership over-controls and under-
utilizes subordinates.
• Post Heroic leaders
– retain the ultimate accountability and authority that
comes with any formal leadership role - they work to
create highly participative teams and organizations
characterised by shared commitment and responsibility.
“Power Up: Transforming organizations through shared leadership” David Bradford
and Allan Cohen
20. To summarize
• Context Setting Agility – larger systemic context surrounding
your initiative.
• Stakeholder Agility – Consider the needs and perspectives of
those who are influenced by your initiatives
• Creative Agility – Develop optimal solutions to complex issues
• Self Leadership Agility – Experiment with more effective
behaviors
• Highly effective leaders use the four leadership agility
competencies in concert with one another.
