1.
Agile Leadership
An Oxymoron?

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.
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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%

8.
Your Role?
Create Environment to support Engagement

9.
Focus
Results
Behaviour
Values
Beliefs
Culture

10.
–Lou Solomon
“Two-Thirds of Managers Are Uncomfortable
Communicating with Employees”

11.
Background
SPRINT
BACKLOG
IN PROGRESS ACCEPTED
Intro Core
Exercise
Motivation
Models for
Understanding
People
What Do
Team Members
Want?

12.
Smallest Online BookStore

13.
Exercise

14.
Background
SPRINT
BACKLOG
IN PROGRESS ACCEPTED
Motivation
Intro Core
Exercise
Models for
Understanding
People
What Do
Team Members
Want?

15.
Theory X
Says people:
• Dislike responsibility
• Don’t want to work
• Need supervision and control
• Respond well to carrots and sticks

16.
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

17.
• 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?

18.
Motivated?

19.
Herzberg Two Factor Theory
Motivation vs Hygiene

20.
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

21.
Exercise

22.
Background
SPRINT
BACKLOG
IN PROGRESS ACCEPTED
Models for
Understanding
People Intro Core
Exercise
Motivation
What Do
Team Members
Want?

23.
SCARF
• Status
• Certainty
• Autonomy
• Relatedness
• Fairness
Threat/
Away
Reward/
Toward

24.
Status

25.
Certainty

26.
Autonomy

27.
Relatedness

28.
Fairness

29.
Other Models
• ARC - Autonomy, Relatedness, Competence
• AMP - Autonomy, Mastery, Purpose

30.
Exercise

31.
Background
SPRINT
BACKLOG
IN PROGRESS ACCEPTED
What Do
Team Members
Want? Intro Core
Exercise
Motivation
Models for
Understanding
People

32.
More Frequent Feedback

33.
Listen

34.
Be Present

35.
Allow Silence

36.
– Jack Zenger and Joseph Folkman
“Bad Bosses Negate Other Investments”

37.
Marshmallow Study

38.
Hypocrisy
• Leader’s words don’t match their actions

39.
Exercise

40.
Tell us what you changed?

41.
Long Term Change

42.
Leadership is Critical
• Set the stage
• Remove
Organizational
Impediments
• Understand People
• Listen
• Model the
Behaviour you want
What can you do?

43.
SPRINT BACKLOG IN PROGRESS ACCEPTED
Background
Intro Core
Exercises
Motivation
Models for
Understanding
People
What Do
Team Members
Want?

44.
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

45.
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