Agile Leadership - Beyond the Basics
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This document discusses agile leadership and what agile leaders do. It focuses on culture change, changing vision, removing organizational impediments, having a clear business vision, and leaders modeling the behaviors they want to see. It provides information on understanding people using various models like SCARF, ARC, and AMP. It also discusses what team members want, which includes more frequent feedback, leaders listening, being present, allowing silence, and reducing hypocrisy. The overall message is that leadership is critical for setting the stage for change by understanding people and removing barriers through modeling behaviors.
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Agile Leadership - Beyond the Basics
- 2. What do Agile Leaders do? Heaps • Culture Change • Change Vision • Organizational Impediments • Business Vision • Model the Change they want • …..
- 3. Our focus • Culture Change • Change Vision • Organizational Impediments • Business Vision • Model the Change they want
- 4. Others addressed in…. • Culture Change • Change Vision • Organizational Impediments • Business Vision • Model the Change they want…..
- 5. Intro Core Exercise SPRINT BACKLOG IN PROGRESS ACCEPTED Background Motivation Models for Understanding People What Do Team Members Want?
- 6. © 2015 Agile Classrooms TARGET GROUP NEEDS PRODUCT VALUE VISION STATEMENT Which market segment does the product address? Who are the target users and customers? How does it create value for its users? Which emotions will it evoke? What are its unique selling points? company? Will it, for instance, increase revenue, enter a new market, develop the brand, reduce cost, create valuable knowledge? THE VISION BOARD Crisp summary of the vision / idea. This work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License www.romanpichler.com Template version 12/13 www.AgileClassrooms.com ©Agile Classrooms, LLC 2015 @agilechools john@agileclassrooms.comwww.agileclassrooms.com Reflection: MAPS Autonomy Purpose Mastery Social Where am I on my path to Mastery? What is next for me in my path? Where am I leading in my learning/life? How might I grow autonomy in my choices? How can I grow the autonomy of the people around me? How do I collaborate with others? How can I improve my relationships? Am I clear on my purpose? Where can I better align my actions to my purpose?
- 7. Gallup Engagement Survey Engaged Not Engaged Actively Disengaged Canada 30% 56% 14%
- 9. Your Role? Create Environment to support Engagement
- 11. –Lou Solomon “Two-Thirds of Managers Are Uncomfortable Communicating with Employees”
- 12. Background SPRINT BACKLOG IN PROGRESS ACCEPTED Intro Core Exercise Motivation Models for Understanding People What Do Team Members Want?
- 14. Exercise
- 15. Background SPRINT BACKLOG IN PROGRESS ACCEPTED Motivation Intro Core Exercise Models for Understanding People What Do Team Members Want?
- 17. Theory X Says people: • Dislike responsibility • Don’t want to work • Need supervision and control • Respond well to carrots and sticks
- 18. Theory Y Says: • Work can be like play • People can be self-directed if they’re committed to the goals of the team and organizations • Job satisfaction increases engagement and commitment to the organization • People want to learn • Most people can use imagination and creativity to solve problems
- 19. • How many Theory X people do you have? • When you see a motivation problem on a team, where does that tell you the problem lies?
- 20. Motivated?
- 21. Herzberg Two Factor Theory Motivation vs Hygiene
- 22. Classify Factors: Motivation or Hygiene • Relationship with supervisor and peers • Recognition • The work itself • Achievement • Company policies • Supervision • Responsibility • Security • Status • Growth • Work conditions • Salary • Advancement
- 24. Exercise
- 26. Background SPRINT BACKLOG IN PROGRESS ACCEPTED Models for Understanding People Intro Core Exercise Motivation What Do Team Members Want?
- 27. SCARF • Status • Certainty • Autonomy • Relatedness • Fairness Threat/ Away Reward/ Toward
- 28. Status
- 29. Certainty
- 30. Autonomy
- 31. Relatedness
- 32. Fairness
- 33. Other Models • ARC - Autonomy, Relatedness, Competence • AMP - Autonomy, Mastery, Purpose
- 34. Exercise
- 36. Background SPRINT BACKLOG IN PROGRESS ACCEPTED What Do Team Members Want? Intro Core Exercise Motivation Models for Understanding People
- 38. Listen
- 39. Be Present
- 40. Allow Silence
- 41. – Jack Zenger and Joseph Folkman “Bad Bosses Negate Other Investments”
- 43. Hypocrisy • Leader’s words don’t match their actions
- 44. Exercise
- 46. Tell us what you changed?
- 47. Long Term Change
- 48. Leadership is Critical • Set the stage • Remove Organizational Impediments • Understand People • Listen • Model the Behaviour you want What can you do?
- 49. SPRINT BACKLOG IN PROGRESS ACCEPTED Background Intro Core Exercises Motivation Models for Understanding People What Do Team Members Want?
- 50. References • State of the Global Workplace 2013 • Why Motivating People Doesn’t Work …and What Does - Susan Fowler • Your Brain at Work - David Rock • Two-Thirds of Managers Are Uncomfortable Communicating with Employees - Lou Solomon
- 51. References II • How Damaging Is a Bad Boss, Exactly? - Jack Zenger and Joseph Folkman • Driven away by hypocrisy: when endorsing a caring workplace backfires for leaders • Towers Watson Global Workforce Study 2012 • New Research: How Employee Engagement Hits the Bottom Line - Tony Schwartz