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8/7/2019 The Surprising Science Behind Agile Leadership
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The surprising science
behind agile leadershipWhy we do what we do
Jonathan Rasmusson
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What were going to
talk about
Why agile leadership works
Whats changed in the last 40 years
What the next 40 are looking like
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How would this map to
work toda ?
Why dont we compare team velocities?
What cant all software project plans becreated from a single baseline?
Why are our estimates so wrong!!!
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So how does this mapto our world?
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What work in software
used to look like
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PM
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Command and control
Good for compliance
Terrible for engagement
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What motivates ustoda is totall different
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If it used to be ...
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now its something else.
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The future of work
http://www.slideshare.net/jbrenman/the-future-of-work-2361479
Friday, November 5, 2010
http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-2361479http://www.slideshare.net/jbrenman/the-future-of-work-23614798/7/2019 The Surprising Science Behind Agile Leadership
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Sound familiar?
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Self directed
Self organizing
Servant-leader
Merit based
Agile leadership model
Flat
Empowered
AccountableBehaviour isinduced---not
compelled.
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Agile teams like to be autonomous.
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Agile teams like to continuously improve.
Retrospectives
No broken windows
Testing day one
Blogging
Mastery
Opensource
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We all want purpose.
Genchi genbutsu -go and see
Agile inception deck
Why are we here?
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While the work has changed ...
Organizations havent caught up yet.
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The matrixed organization
Steep formal hierarchy
Chain of commandIf/then short termincentives
Dont ship your org chart. - Steven Sinofsky
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Where most work is headed
Flat
No formal hierarchySelf organizingServant-leader
Stand back and get out of the way.
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Cant they co-exist?
Yes, but ...
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A clash of cultures
Annual budgetsTitles / Roles$$$ incentives
Empowerment
No formal titles / rolesCrave autonomy
Trust
Agile today
Tension
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!Tension!
Companies like the automy and selfdirection of agile as long as it ...
Doesnt conflict with their short term goals
Warning: this is deeper than quarterly bonuses.
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Its a fundamentally
different belief system
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So what does this all meanfor you and me?
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Companies the rely on ...
innovation
creativity
engagement
Are going to be looking for more of this
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We are already seeing thiswar for talent.
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The good news
If this resonates with you ...
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Youre
notcrazy!!!
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If you are already into this ...
you are headed in the right direction.
creative engaging work
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Its going
to take
some time
The bad news is
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100 years of historyworking against us.
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My advice
Manage ones self
Be flexible
Do what works for you
If you arent getting what you need at work
seek it else where
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No doubt 100 years from nowpeople will be laughing at us for working agile.
So dont sweat it.
Go out there.
Kick butt.And make something great.
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Learn more
blog: http://agilewarrior.wordpress.com
twitter: @jrasmusson
email: [email protected]
Coupon code : APLNSam- 20% off print or ebook- http://www.pragprog.com/
http://www.pragprog.com/http://www.pragprog.com/mailto:[email protected]:[email protected]://agilewarrior.wordpress.com/http://agilewarrior.wordpress.com/