WORKBOOK AGILE PEOPLE LEADERSHIP

Name:…………………………………………………………………………………………………………………..

INTRODUCTION

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AGILE PRINCIPLES

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Transparency Visualization

Trust

Customer Value

Focus

Relative Goals

Continuous Learning &

Improvement

Increase Psychological

Safety

Increase Diversity

Cross Functional Teamwork

Empowerment Optimize for the Whole

More Experimentation

Trial and Error

Emerging Goals

Tell why and what and leave the how

to the people

Don’t Sub optimize

Individuals and Interactions over

Processes and Tools

Know People Deeply

Peer Pressure

Collective Intelligence

Clear Goals & Simple Rules

Stable and Semi-stable teams

Self Organization

Increase Happiness

Give and Receive Positive Feedback

Make Mistakes and Learn from them

Self Leadership

Grow People

Common Direction

Accountability & Commitment

Purpose and Meaning

Boundary Spanning

Authenticity

Adaptability

Sustainability

AGILE TOOLS AND METHODS

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Personal Maps Sococo

Retrospectives

Reiss Motivation Profile

Kanban & Trello

Value Stream Mapping

Scrum

Impediment Log

Lean Kaizen

Buddy System

Daily Standups

Delegation Boards

Consent Decision Making

…

Psychological Safety Game

Merit Money

Story Boards

OKRs

Beyond Budgeting

Salary Formulas

Bonusly

Applause

CONNECTION: PRESENTATIONS

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1. What do you like to do when you don’t work?2. Where would you like to go on vacation?3. What is your favorite food?4. Do you have any goals in life?5. When did you laugh last time?6. What kind of books do you like?7. Do you have a family?8. What season of the year is the best, in your opinion?9. What is important for you?10. What is a nice thing to say to you?11. How do you handle stress?12. In what country did you grow up?13. What is your profession?14. What makes you upset?15. Why are you here?

WE LIVE IN A VUCA WORLD

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VolatilityUncertainty

ComplexityAmbiguity

V = Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts. Everything is changing all the time and volatility describe how that happens.

U = Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. How aware are we of unpredictable stuff?

C = Complexity. The multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organization. Everything affects everything else all the time and it’s not simple anymore. ”If we do this it leads to that” does not work anymore.

A = Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. The same thing can have different meanings.

How do we make sense of this ?

What strategy can work ?

How do we make decisions and Act?

NOTES

A SENSE MAKING AND DECISION ENABLING FRAMEWORK

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Exercise:

Step 1: Identify a failed initiative that was

treated as complicated, but was complex:

Step 2: Identify some specific ways how using a

complexity approach might have changed the

outcome !

AGILE VALUES COLLECTION

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NOTES

Partner up and compare notesAgile People ® 9

WHAT WAS YOUR BIGGEST ”HMM”, OR ”AHA!” DURING THIS MODULE?

”hmm” ”Aha!”

NOTES NOTES

WHAT IS LEADERSHIP?

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1. Is it:A position? / A role? / A process?

2. What theory(s) or styles most influencesthe language of leadership In yourorganization ?

Compare in group (5min) Are there different perspectives? What is the insight?

Compare in the group (5min)Commonalities? Differences? What is the insight?

LEADERSHIP MATURITY

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Guess the order “most mature to least mature” put the numbers in the boxes underneath

1. Like follow-the –leader. (What does a good leaders in follow-the-leader do?) Gives you a turn. (Why is that good?) I like to be theleader. (What do you like about being the leader?) I get to go first.

2. A good leader understands her organization’s system. She knows allof the people in an organization are part of that system. The bestway to keep the system healthy is to get everyone on the samepage. This means lots of dialogue, openness.

3. A good leader always tells the truth and has strong values. Shealways does what she says she will do so that people will trust her.People like a leader whey can trust like that.

4. You mean like my coach? (Yes, is your coach a good leader?) Yes.Mostly. (What makes her a good leader?) She is really a good athleteand she bosses us around just the right amount.

5. A good leader knows how to balance the needs of the companywith the needs of the employees. A good leader can find an optimalsolution by listening to all perspectives and weighing alternatives.

6. A good leader knows how to work with people, not just tell peoplewhat to do. This means he has to understand what makes differentpeople tick, so he can help them do their best. There’s a lot of giveand take.

7. A good leader is someone who really knows his stuff – is really anexpert – and also knows how to get other people to do their best,with decent bonuses for people who are most productive.

8. I have a good Wilderness Club leader. (What makes him a goodleader?) He’s really nice. He takes us camping and we do fun stuff. Igot two new badges, and I learned how to tie some cool knots.

9. A good leader is a highly knowledgeable and enormously competentservant to his or her organization, which he or she sees as a complexweb of human beings, whose activities are all directed toward thesame, mutually beneficial, goal.

10.A good leader can look beyond the present or a particular problem tosee events from a broad, almost global, perspective. He or she can“stand outside” of the system to view a problem from multipleperspectives.

Least mature Most mature

From research by Jonathan Reams

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Discuss in pairs / groupAgile People ® 13

GOOD LEADER / BAD LEADER

Good Leader Bad Leader

NOTES NOTES

AGILE LEADERSHIP SELF REFLECTION

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NOTES

AGILE LEADER - ROLE

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Agile People Coach

AGILE LEADERSHIP PRINCIPLES

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From…

1. Top-down2. Upfront org. Design3. Communication via managers4. Sub optimizing5. Machine metaphor6. Complex bureaucracy7. Project based8. Functional teams9. Decision making by management10. Central control11. Human view X12. Resource optimization

To…

Based on stable teams Bottom up AND top-down Cross-functional teams Trust local variety Flow optimization Optimizing for the whole Network metaphor Keep it simple Emerging org. Design Communication flow free between everybody Everyone involved in decision making Human view Y

Put the “right” number in front of the “To…” suggested sentences- the "To… alternatives" are placed in random order

USER STORIES

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As a…

In order to...

I need…

Example: “As a team leader / manager I want to provide my team members with the right tools / methods / models for them to be able to deliver”

Example: “As an employee I want to develop myself and grow, so that I can contribute to the company goals”

As a…

In order to...

I need…

As a…

In order to...

I need…

TINY HABITS

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when… (trigger)

Rather than...

I will do…

Example: When I cook dinnerRather than just stand and wait I will drop and do 10 pushups

Example: When a team member comes with an issue and I busy, rather than brush them off, I will instead make an appointment for a 1on1 check-in

when… (trigger)

Rather than...

I will do…

when… (trigger)

Rather than...

I will do…

SELF LEADERSHIP

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Agile Leadership

DON’T MANAGE PEOPLE – MANAGE THE SYSTEM

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NOTES

HOW DO YOU LEAD PEOPLE IN YOUR COMPANY?

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NOTES

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Breathe in

Pretend you are smelling a flower

Breathe out

Pretend you are blowing a leaf

THE FOUR BIASES

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1. Affect bias2. Attribution bias3. Availability bias4. Confirmation bias

The story I make up about you as a person when something happens I only count/value support for what I already believe is true My feelings overly flavor my judgement What you see is all there is

Example #1

Bias:

Pair number 1-4 with the right statements

Example #2

Bias:

THE FOUR SELVES OF A LEADER

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If you were to pick one “self” to go to work on right now… which one would that be? Why?

What is one thing you could do right now to get started?

THE FOUR SELVES

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The Aware Self:How can I be become self-aware: • Mindful practice (meditation,

writing)• Introspection

The Descriptive Self • Be transparent, not intimate• Make statements before

asking questions• Describe the impact before

responding• Describe experiences, not

judgements

The Curious Self• Making it safe and appealing

to open up to you• Active listening• Parking your own reactions• Confronting for insight

The Appreciative Self • Notice when you are focusing

on what you don’t want• Get clear about what you

want more of• How am I contributing to this

interaction or problem?

AREAS TO DEVELOP

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If you were to pick one ”area” to go to work on, which one would create the biggest effect for you now? Why?

What is one thing you could do right now to get started?

Discuss in pairs / groupAgile People ® 27

POWER & INFLUENCE

Power Influence

When is it Good

When is it Bad

When is it Good

When is it Bad

COMMUNICATING EFFECTIVELY

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Tools for effective Communication

Power vs. influence

Tools to speak to the

Head and Heart

Mental models

Watzlawicks first axiom

Golden circle

The 4 social practices

I statement and NVC

DIRECT THE RIDER(conscious thought)

MOTIVATE THE ELEPHANT(automatic systems)

SHAPE THE PATH(the environment)3 conversations

DELEGATION POKERLEADERSHIP

Agile People ® 29Inspired by: Management 3.0

The boss decides The team decides

1. Read a story

2. Pick a card

3. Discuss any differences with your group

4. Repeat from 1

DELEGATION POKER

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1. Agile transformation: A new team consists of five team leaders, none of them with experience in Agile, Lean, Scrum or Kanban. The team has learned about Agile ways of working at a course held by Agile People, and they tell you (their manager) that they want their teams to become more autonomous and self-organizing.. to make their own decisions about how to work. You have a little experience with Agile yourself, but not much. What authority level will you give them?

2. Increase Engagement: An experienced group of leaders is asked to create a framework for increasing employee engagement in teams. There is nothing they can reuse, so they have to start from scratch. What authority level for creating this framework will you give them now?

3. Organize Entertainment: A new team consists of a mix of experienced and inexperienced employees. They plan to organize a night for all employees at the office with games and entertainment on a Friday night. There is a fixed budget available. How will you authorize the team to organize this event?

4. Form Teams: A number of experienced employees claim that the traditional way of forming teams by management doesn’t work well. They believe they are capable of forming their own teams around the projects that are handed to them. What will you do?

5. Hire Employees: You wish to involve existing team members in the recruitment and hiring of new employees. What authority level will you give them for decisions concerning various job candidates?

6. Creative Process: One of your teams has created an electronic publication with major errors in it, which cost their customer a lot of money. The team claims that the standard in-house process was to blame, and for their next project they want full authority over their own process, so that they can implement a bigger and stricter process for creating publications. What will you do?

7. Select Tools: Young members of your HR-team want to implement an HR-system instead of working in Excel. How do you delegate?

8. Organize Trips: Some employees get together and plan to organize a day trip to the local zoo for all employees and their families. They ask the company to provide a small fixed budget for tickets and some food. What authority level will you give them?

9. Name a health program: You’re starting a new project within your company, and you were able to select a few employees to join you in building and launching a health program. A new name is needed to represent that program. What authority level will you give the team to name the program?

10.Select Manager: You are a manager of a group of team leaders, and you realize that members of their teams expresses the wish to select their own team leaders. What authority level would you suggest that the team leaders give to the team members in this case?

1. Read a story 2. Pick a card3. Discuss any differences with your group 4. Repeat from 1

What is the real challenge here, for You? _________________________________________________________________

What would be most useful for you to develop?_________________________________________________________________

By communicating more like this… what are you deciding NOT to do anymore?_________________________________________________________________

CONCLUSION

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HOW GROUPS DEVELOP… SUSAN WHEELAN

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Forming Storming Norming Performing

Dependency&

Inclusion

Counter-dependency

&Fight

Trust&

Structure

Work&

Productivity

CONCRETE PRACTICE..

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Discuss what behaviors would make sense to show in each of

the group development

phases

Team Development Stage

Forming (Setting the stage)

Storming (Resolving conflict and tension)

Norming & Performing (Successfully implementing and sustaining projects)

Outperforming & Adjourning (Expanding initiative and integrating new members)

3 DEFINING NEEDS

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Power

Independence

Curiosity

Acceptance

Order

Saving

Idealism

Honor

Social Contact

Family

Status

Vengeance/Winning

Beauty

Eating

Physical activity

Tranquility

Self-confidenceLearning from mistakesHigh self-esteemOptimisticSecure

PracticalityApplication Doing and actingNon-intellectualRoutines

Common groundConsensusAttachmentEmotional closenessInterdependence

ServicePeople orientationAssistanceInstructions Non-directive

Social acceptanceSelf-doubting

AffiliationPerfection

Sensitive

KnowledgeThinking

UnderstandingIntellectuality

New ideas

FreedomSelf-sufficiency

Self-relianceEmotional distance

Independence

Decision-makingBeing in charge

AssertionLeadership

Responsibility

ExpedienceAdaptabilityFlexibility Do what is possibleOpportunistic

Social realismSelf-responsibilityFairness for meLooks other wayRealistic

GenerosityNot collectingExtravagantThings are not importantSpender

FlexibilitySpontaneityImprovisationFreedom of plansDisorganized

PrinciplesMoral and ethics

TruthfulUpright

Tradition

Social justiceAltruism

Fairness to othersHumanitarian

Idealistic

Accumulation of material goods

CollectingStoring thingsValuing things

StabilityClarity

OrganizedMethodicalCleanliness

PeacemakerResolutionConflict preventionWin winCalm

ModestyDown-to-earthUnobtrusivenessInformalUnassuming

PartnershipIndependence from childrenFreedomMay not want children

ReservedSeriousnessSelf-sufficiencyIntrovertedPrivacy

CompetitionFightingDefense

AggressionConflict

Prestige / EliteFormal

Special FeaturesPrivileges

Luxury

CareFamily life

Love childrenFamily man/woman

Domestic

SociabilityFun and joy

AffableExtroverted

Charming

ChallengeRisk takingOvercoming barriersChange is a possibility”Cool”

Little movementRelaxation byphysical restSedentary lifestyleLazy

Food as a necessityFood as an energy supplyFood is purely incidentalFussy eaterFast eater

Embraces simplicityRestrainedAscetismSimpleDown to earth

SecurityEmotional stability

PredictabilityPerception of hazard

and risks

A lot of movementRelaxation through

physical activityFitness

Active, fit

Celebrate food EnjoymentGourmand

Food as a pleasureOvereater

AestheticsBeautiful things,

environment, peopleDesign / ArtPassionate

REISS MOTIVATION PROFILE – SELF ASSESSMENT

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Power

Independence

Curiosity

Acceptance

Order

Saving

Honor

Idealism

Social contact

Family

Status

Vengeance/Winning

Beauty

Eating

Physical activity

Tranquility

guided

team oriented

practical

self-confident

flexible

generous

purpose oriented

realistic

leading, ambitious

independent

curious

seek acceptance

structured

frugal

principled

idealistic

sociable

provident

elitist

battlesome

aestehtic

luxurius

sportive

sensitive to stress

solidarity

unattached

down-to-earth

harmonius

ascetic

to satisfy hunger

comfortable

stress-resistant

Reiss Motivation Profile

Low striving Neutral High striving Low striving Neutral High striving

EXERCISE: WHERE WOULD YOU PLACE YOUR TEAM / ORGANISATION?

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ArtificialHarmony

DestructivePersonal attacks

Conflict Continuum

Optimal Zone

Inspired by Patrick Lencioni

What can I, as a leader, do to increase psychological safety in the first team development phase?

_____________________________________________________________________________________________________________________________________________________________________

CONCLUSION

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CONCRETE PRACTICE

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• Challenge to discuss: How can we create conditions for traditional managers to change?

• Discuss first in the team

• Form new teams and discuss the same question

• Bring back learning to the first team and see if you have more and / or better suggestions

Notes

Partner up and compare notesAgile People ® 39

WHAT WAS YOUR BIGGEST ”HMM”, OR ”AHA!” DURING THIS MODULE?

”hmm” ”Aha!”

NOTES NOTES

AGILE LEADERSHIP

Agile People ® 40

What are the 3 most useful things I have learned that are highly relevant for me right now?

1.

2.

3.

What is the number one skill or ability for me to develop that will have a big effect

What is one area of agile leadership I want to explore further?

What is the one thing I can do different when I come back to the office

LAST BUT NOT LEAST

• We now invite you to join the Agile People community:

• Agile People Slack group – let’s continue discussing and exchanging experiences there!

• Agile People Member area on agilepeople.com: Training material on PDFs / YouTube playlists / links, discount in the Shop

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YOUR NOTES

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NOTES