Servant Leadership un-neutered Copyright © 2016 Positive Incline Ltd. All rights reserved. Mike Burrows Email: [email protected] Twitter: @asplake, @agendashift & @KanbanInside Home: www.agendashift.com LinkedIn: Agendashift (group) Agile Cambridge, September 2016
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Servant Leadershipun-neutered
Copyright © 2016 Positive Incline Ltd. All rights reserved.
Mike BurrowsEmail: [email protected]: @asplake, @agendashift & @KanbanInsideHome: www.agendashift.comLinkedIn: Agendashift (group)
Agile Cambridge,September 2016
Mike BurrowsEmail: [email protected]: @asplake, @agendashift, @KanbanInsideBlog: positiveincline.com, blog.agendashift.com
• Author, Kanban from the Inside• Founder, Agendashift• Former Executive Director and global development
manager, then IT Director• Interim delivery manager for two UK government
digital “exemplar” projects• Consultant, trainer, coach• Brickell Key Community Contribution Award 2014
#hello, my name is Mike Burrows
Coaching Strategy deployment Strategy planning
Values-baseddelivery assessment
Debrief / actionworkshop
Transformation strategy framework
Transparency | Balance | Collaboration | Customer Focus | Flow | Leadership
Lean-Agile | Kanban | Clean Language | Cynefin | Lean Startup | A3 | Servant Leadership
AgendashiftTransforming Lean-Agile transformation
™
What, to you, isServant Leadership?
“Leadership for nice guys”?
“Leadership lacking leadership”?
Adam Maddison (@dog_bytes) quoting Dan North (@tastapod),Agile Cambridge 2016
“Leading by example,behaving well”?
Edward D. Hess, Servant leadership: A path to high performancewww.washingtonpost.com, April 28th 2013
“Unblocking all the things andgetting out of the way”?
“Serving people”?
Serving the team
Serving the process
Serving the team
Serving the team
Pursuing purpose
Robert K. Greenleaf (1904-1990)
Three key essays:
• The servant as leader
• The institution as servant
• Trustees as servants
Key thoughts:
• Servant first, then leader
• Legitimacy
1. Help others to be successful• Removing impediments,
meeting immediate needs
2. Help others find autonomy & meaning• Together developing and pursuing
the organisation’s values, mission, and purpose in society
3. Help develop servant leadership in others• Ensuring that this process will
continue
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
Small acts of [Servant] Leadership, circa 2013
• positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/• positiveincline.com/index.php/2013/06/small-acts-of-leadership/• Kanban from the Inside (2014), chapter 6
Six strategies for effective Lean-Agile transformation
Strategies toaddress gaps
Strategies to sustain transformation
1. Skills-first 4. Improvement-driven
2. Needs-first 5. Alignment-driven
3. Team-first 6. Purpose-driven
Servant Leadership
Strategy 1: Skills-first
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
Strategy 2: Needs-first
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
GDSSimon Kaplan
Start with needs**user needs not government needs
Wednesday, 5 November 14
www.slideshare.net/j_boye/simon-kaplan
User story:As <persona>,I want <what>so that <why>
Job story:When <situation>,I want <what>so that <resolution>
User story:As a driver,I want a list of directionsso that I can review my route
Job story:When I’m about to leave the motorway, I want to know what’s coming next so that I can choose the right lane on the slip road
Strategy 3: Team-first
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
Six strategies for effective Lean-Agile transformation
Strategies toaddress gaps
Strategies to sustain transformation
1. Skills-first 4. Improvement-driven
2. Needs-first 5. Alignment-driven
3. Team-first 6. Purpose-driven
Servant Leadership
Strategy 4: Improvement-driven
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
Instead of “checklisting” practices…
üRound the room with the three questionsüReviewing the board right to left
…reflect on their outcomes
• We share progress on our work frequently and are quick to collaborate as the need or opportunity arises
#cleanlanguage
• “What would you like to have happen?”• “Then what happens?”• “What needs to happen for that to happen?”
Frame action as hypothesis
We believe that(actionable change) ____________________________
will result in(meaningful impact) ____________________________.
We’ll know that we have succeeded when(observable outcomes) ____________________________
________________________________________________________.
Change:Context:Owner: Mentor:
(owner)
Copyright © 2016 AgendashiftThis A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US.
Pilot experiments (new A3s)
Directly impacted Other stakeholders & influencers
Assumptions & dependencies
People Insights
To be validated To be resolved
Hypothesis RisksDownside (to be invalidated/mitigated) Upside (to be nurtured)We believe that
will result in
We'll know that we have succeeded when:
Organise experiments for implementation
AgreeUrgency
NegotiateChange
ValidateAdoption
VerifyPerformance Complete
Next Adopted
RevertedSoon
Rejected
NewAbandoned
Adapted from Jeff Anderson’s The Lean Change Method; see also Ash Maurya’s Running Lean
Strategy 5: Alignment-driven
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
Feedback loops as alignment mechanisms
Strategy Review
Risk Review
Service Delivery Review
Standup Meeting
Replenishment/ Commitment
Meeting
Delivery Planning Meeting
Operations Review
Source: David J. Anderson, ESP compared to Kanban Methodhttp://djaa.com/esp-compared-kanban-method
Strategy 6: Purpose-driven
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
“Know what you’re delivering,to whom,
and why it matters”
Reflection: Are people connected to purpose?
“Serving people, teams, and the wider organisation in the purposeful pursuit of what
they need to become”
1. Skills-first 4. Improvement-driven
2. Needs-first 5. Alignment-driven
3. Team-first 6. Purpose-driven
Thank you! Over to you…
• Rediscover Greenleaf– Servant Leadership (book)– The Servant as Leader (essay, pdf)
• Read the white paper, try a mini assessment– agendashift.com/paper
6+1 Essential strategies for successfulLean-Agile transformation
– agendashift.com/2016 – this year’s survey
• Stay in touch:– Email: [email protected]– LinkedIn: Agendashift (group), also Slack– Twitter: @asplake @agendashift @KanbanInside
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