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Servant
Leadership
Foundation for the Agile
& Lean Houses
Explain/Explore
Find a person near you, preferably one
you don’t know well
PARTNER
Think about Servant Leadership. What is
a value that you associate with SL that
you believe is also a core value for you or
is one that you experienced with a leader
in the past
WRITE – 1 WORD
Index card at your seat
INDEX CARD
Keep you card – we’ll come back to it later
KEEP
30 seconds – one person explain why you
wrote what you wrote.
30 seconds – second person explain why
you wrote what you wrote
DISCUSS
Source: Agile Coaching Institute
© Kay Harper Consulting
Principles & Practices
Don’t DO Agile, BE Agile
Lean/Agile
Predict & Control
Traditional Project Management
Studying & Learning
My
JourneyStance
Servant Leadership
Coaching
Challenges, Something Missing
© Kay Harper Consulting
State of Today
In the past 25 years, start-ups created 40
million jobs in the US while established firms
created almost none. Deloitte Center for the Edge. Measuring the Forces of Long-Term Change: The 2009 Shift Index
How are things going?
“…many people sense that the current way we run
organizations has been stretched to its limits. We are
increasingly disillusioned by organizational life. For
people who toil away at the bottom of the pyramids,
surveys consistently report that work is more often
than not dread and drudgery, not passion or
purpose.”Frederick LaLoux
Only one in five of the global workforce is fully engaged. Towers Perrin Global Workforce
Study
© Kay Harper Consulting
What’s Driven Change?
Work
Changed
Knowledge
Of People
Changed
World
Changed
© Kay Harper Consulting
21st Century…The world changed
© Kay Harper Consulting
New WorkThe work changed
Industrial Work Knowledge Work
Routine Non-routine
Work is stable Work is changing
Work is visible Work is invisible
Emphasis is on running things Emphasis is on building or changing things
Strict standards Continuous innovation
Emotional Field Invisible Emotional Field Invisible
© Kay Harper Consulting
Source: Peter Drucker
Motivation 3.0Understanding of motivation changed
3 Levels
Motivation
Biological
Extrinsic
Intrinsic
Drive Autonomy
Mastery
Purpose
Work 30% of jobs created
are algorithmic, 70%
are heuristicMckinsey Quarterly, 2005
© Kay Harper Consulting
Resulting in
need for
management
to take on a
new stance
The age of the Internet has
precipitated a new
worldview-one that can
contemplate the possibility
of a distributed intelligence
instead of top-down
hierarchy.Frederick Laloux, Reinventing Organizations
Instinctively, we know
that management is out
of date. We know its
rituals and routines look
slightly ridiculous in the
dawning light of the 21st
century. That’s why the
antics in a Dilbert cartoon
or an episode of the
Office are at once familiar
and cringe-making.Gary Hamel
They just weren't able to come together as coherent
units, the leaders weren't leading, they considered
themselves to be entitled, they didn't understand that
leaders actually have to serve the forces that reside
under them. General Martin Dempsey – Interview NPR June 6, 2015
© Kay Harper Consulting
History of ManagementOrganizations’ view drives management stance
Command & control
Clear chain of command
Formal processes
Clear-cut rules
People are interchangeable
Predict and control
Engineering perspective
Management by
objectives
Relinquishes SOME
control over HOW if
goals ARE achieved
Serving those they lead
Value and culture driven
Leaders’ focus-promote
shared values
Hierarchy but decisions
by frontline workers
Self Management
Peer relationships
Coaches and advisors
Team performance
Organic prioritization
(no plans)
Sources: Integral theoryReinventing Organizations: Frederic LalouxCoursework: Michael Spayd
© Kay Harper Consulting
Rise of Servant Leadership
© Kay Harper Consulting
How Does It Differ?Primary purpose to create positive impact on employees and community
Not the individual who decides s/he is a leader...it is
determined by those led
Rejection of Power & Authority
Management is about what we do, leadership is
about who we are*
Management is not Leadership
Expanded to customers, employees, community
New View on Stakeholders
Analysis & decision making to strengthen institute
Group-Oriented Approach
Source: James C. Hunter
© Kay Harper Consulting
Servant Leadership
The servant leader is servant first. It begins with the
natural feeling that one wants to serve. Then conscious
choice brings one to aspire to lead. The best test is: do
those served grow as persons; do they, while being
served, become healthier, wiser, freer, more
autonomous, more likely themselves to become
servants? – Robert K. Greenleaf
Servant leadership is both a leadership
philosophy and set of leadership practices.
Traditional leadership generally involves the
accumulation and exercise of power by one at
the “top of the pyramid.” By comparison, the
servant-leader puts the needs of others,
including employees, customers and
community, first and helps people develop and
perform as highly as possible.
“By comparison, the servant-leader puts
the needs of others, including
employees, customers and community,
first and helps people develop and
perform as highly as possible.
The best test is: do those served grow
as persons; do they, while being
served, become healthier, wiser, freer,
more autonomous, more likely
themselves to become servants?
© Kay Harper Consulting
Explore CharacteristicsInteractive exercise
© Kay Harper Consulting
Characteristics of Servant Leader
Listening
Empathy
Healing (one’s self & others)
Awareness
Persuasion (rather than positional authority)
Conceptualization
Foresight
Stewardship (for greater good for society)
Commitment to Growth of People
Building Community
© Kay Harper Consulting
Did you see the characteristic you
wrote on your card in the skills wheel?
Your Index Card
Take a minute, on the back, write down
any a-ha’s you had during the exercise
or areas in which you would like to
focus
© Kay Harper Consulting
Foundation for Agile HouseAgile and Lean build it in
Build projects around motivated
individuals. Give them the environment
and support they need, and trust them
to get the job done.
…self-organizing teams = Autonomy
Role of Scrummaster
…early and continuous delivery of
valuable software.
Improve collaboratively – scientific
measurement and experimentation to
recognize improvement opportunities
Systems View - Flow
Continuous Quality Improvement
Empower the worker
Backlog = Purpose.
Working, tested software = Mastery
© Kay Harper Consulting
Sources
Frederic Laloux. 2014. Reinventing Organizations. Nelson Parker
James C Hunter. 2004. The World’s Most Powerful Principle. Crown Business
Daniel H. Pink. 2009. Drive. Penguin Group
Stephen Denning. 2010. Leader’s Guide to Radical Management. Jossey Bass
Robert K. Greenleaf. 2003. The Servant Leader Within A Transformative Path
Captain D. Michael Abrashoff. It’s Your Ship
© Kay Harper Consulting
Photography Sources
Amazon.com – drive photo
https://sites.psu.edu/leadership/2014/02/23/servant-leadership-and-robert-greenleaf/
library.indstate.edu (Greenleaf)
ehattons.com - Bachmann Branchline 4(House)
© Kay Harper Consulting
https://www.linkedin.com/in/harper
kay
@kcagile
Upcoming KC Events:
Coaching Agile Teams Course: Oct. 14-
16
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@ AgileKC: Oct. 15
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Agile Fundamentals Course: Nov. 11-19
© Kay Harper Consulting
© Kay Harper Consulting
THANK YOUFor Participating
© Kay Harper Consulting