Niranjan Nerlige V, Agile Consultant, Coach and Trainer CSP,CSM, PMI-ACP,SPC4 / What Agile Leaders are great at? ©2016 1
Jan 25, 2017
Niranjan Nerlige V, Agile Consultant, Coach and Trainer
CSP,CSM, PMI-ACP,SPC4
/
What Agile Leaders are great at?
©2016 1
Agenda
Introduction to Agile Leaders of 21st Century – (3 min)
#1 - Incubate Transformational Leadership –(5 min)
# 2 - Develop Transformational Leadership Team –(3-5 min)
# 3 - Expand as a Leader from Expert-Achiever-Catalyst–(3-5 min)
# 4 - Develop People –(3-5 min)
# 5 - Lead the change–(3-5 min)
# 6 - Set the Goal and Minimize work requirements–(3-5 min)
# 7 - Unlock the hidden potential –(3-5 min)
Q&A – 5 Min
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Barriers for Agile Adoption
Company Culture at odds with agile values
46%
Management concern about loss of control
38%
Organizational resistance to change
42%
10th State of Agile report-Version One- 2016
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Agile Leadership
An Agile leader...• Operates effectively amid uncertainty,
complexity, and rapid change• Is knowledgeable about Agile values,
approaches, and practices• Surfaces more creative solutions
through increased self-awareness, a growth mindset, and engaging others
• Aligns and empowers teams toward delivering more customer value
• Takes a collaborative continuous-improvement approach to organizational effectiveness
• Catalyzes change in others and facilitates organizational change
Source: https://www.scrumalliance.org/agile-leadership
The World of
Agile
The World of
Leadership
What isIt?
The World of
Agile
Leadership
Source: Developing Agile Leadership presentation by Peter Behrens
Leaders needto be agile
Agile Organizationsneed Leadership
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Leaders go first
• Live the values
• Lead by example
• Seek to truly understand their culture
• Be as transparent as the teams they lead
See presentation: Agile From the Top Down: Executives & Leadership Living Agile by Jon Stahl
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Scrum=Agile?
• Does your company think following “agile practices” therefore they are agile.
• They have to recognize agile is set of value and principles
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Agile from top down practices
• Clear communication is the foundation. “ I am glad we all agree”
• Genuine shared understanding. – “ I am glad we’re all agreed then”
• Create BVR(Big Visual room)
• Put your values on the wall, agile manifesto, XP values and Lean (kaizen)
• Visualize what you manage– Application assets
– Leadership
– Financial, operation etc.
• Transparent leadership- doesn't’t mean you have all answers.
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Standard work practices
Source:
Define Core competencies, matrix and ownership
Standard work: Agile Practices
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Temenos Transformation Model
“The ability to transcend many visions into compelling shared vision across the organization is the key stone what Temenos offers organizations”
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Integrity and sacredness of leadership team
Personal visions of many
Compelling organization shared vision
“ Continued commitment to maintaining integrity and sacredness of
leadership team”©2016 14
Task-focusedDo the work
Results-focusedDirect the workDrive and measure
Growth-focusedGuide people/changeShare LeadershipCreative & Adaptive
ExpertLeader
AchieverLeader
CatalystLeader
Agile Leadership Journey
Source: Developing Agile Leadership presentation by Peter Behrens
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Need Agile Leaders
GROWTH MINDSET CATALYST HABITS
Awareness of self Experiments on self
Reflects cognitively Coaches for growth
Open to perspective Shares ownership
" We need more agile leaders who demonstrate Growth
mindset and Catalyst Habits
Source: Developing Agile Leadership presentation by Peter Behrens
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Discovering Agile culture
"Discovered agile culture and explored their values
iteratively through visualization and collaborationSource: local.ch engineering manifesto -©2016 18
It is upto you
It is not enough that management
commit themselves to quality and
productivity, they must know what it
is they must do.
Such a responsibility cannot
be delegated.
—W. Edwards Deming
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Anchor new approaches in the culture
• Leaders and managers own habits and behaviors
• Culture is realized in the habits of the organization
• New culture requires new habits
• Celebrate short wins
• Consolidate gains; produce more wins
“people are already doing their best. It’s the system
that’s flawed.”- Deming©2016 21
Agile Leadership style shall focus on
Developing skills and career paths
Creates team jointly responsible for success
Inculcate Lean , Agile Thinking and Behaviors
Joint problem solving
Respect People and Culture
Develop People
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Employee Engagement in Google
Regarding work-life balance, Google gDNA findings:
Segmentors : 31 %(work without care for looming deadlines)
Integrators : 69 %(checking mail all evening, check daily see if new work has come)
Googlers into two categories:
Segmentors and Integrators.
Source: https://www.rivs.com/blog/employee-engagement-and-google-how-are-they-linked/©2016 24
Set Goals , but minimize work requirements
Agile Leaders
Set Goals but provide minimum work requirements
Build Agile Teams organized around Value
Eliminate demotivating policies and procedures
“ As we look ahead into the next century leaders will be
those who empower – Bill Gates
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What motivates us?
Workers are knowledge workers if they know more about the work
they perform than their bosses.
—Peter Drucker
It appears that the performance of the
task provides its own intrinsic reward …
this drive … may be as basic as the
others …
—The Surprising Truth About
What Motivates Us, Daniel H. Pink
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Create Environment of Mutual Influence
Agile Leaders encourage direct reports:
• To disagree where appropriate
• To advocate for the positions they believe in
• To push for their own needs
• To enter into joint problem solving
• To negotiate, compromise, agree, commit
Everyone should have an opportunity to learn in a positive environment to
enjoy the learning process and feel comfortable and conduct within it –
Barry Saide©2016 29
References
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