AGILE LEADERSHIP

INTRODUCTION

MARTIN ELLEMANN OLESENAGILE LEADERSHIP COACH

MARTIN@UGILIC.DK(+45) 31 32 40 22

@MEOLESEN

Welcome and

expectationsFuture of

Work

Introductionto Agile &

ScrumLeadership Next Step Closure

AGENDA

Welcome and

expectationsFuture of

Work

Introductionto Agile &

ScrumLeadership Next Step Closure

AGENDA

THE WORKPLACE IS CHANGING

AND SO IS LEADERSHIP

8 months!

Berlingske Tidende, 14-May-2015

MEGATRENDS

Meaningfulness

Relations + Connectedness

Silver Backs + Millennia

Female Shift in Leadership

Radical Sustainability

Urbanisation + Globalisation

Technology + Going digital

WHAT PEOPLE ASK FOR IN THE FUTURE WORKPLACE

Future workplace

Purpose

Engagement

Effect

TWO MAJOR COMPONENTS

Purpose driven leadership• WHY do we go to work?• What PURPOSE brings us

together?

Social Business• Business based on relations

– with colleagues, with customers, with partners, with vendors

• Away from silos, towards networks in and across businesses

Simon Sinek”Start With Why”

TO ACCELERATE THE ADVENT OF SUSTAINABLE TRANSPORT BY BRINGING COMPELLING MASS MARKET

ELECTRIC CARS TO MARKET AS SOON AS POSSIBLE

Failure is not an option

FAILURE IS NOT AN OPTION!

JOY OF WORK (ARBEJDSGLÆDE)

Relationships+

Results

Source: Happy hour fra 8 til 16, Alexander Kjerulf

Freedom At Work

The Happy Manifesto

PARADIGMS

§ Freedom At Work§ The Happy Manifesto§ Conscious Capitalism§ Happiness At Work§ New Nordic

Leadership§ UNBOSS§ Purpose driven

leadership§ Meaningfulness§ …

Purpose + Vision

Transparency

Dialogue + listening

Fairness + Dignity

Accountability

Individual + Collective

Choice

Integrity

Decentralization

Reflection + evaluation

Trust Your People

Make your people feel good

Give freedom with clear guidelines

Be open and transparent

Recruit for attitude, train for skills

Celebrate mistakes

Community: create mutual benefit

Love work, get a life

Select managers, who are good at managing

Play at your strengths

Freedom

Trust

Support, Challenge

Communication

Reward, Workplace Safety, Comfort

IS IT COOL? WHERE’S THE BUSINESS CASE?

1357

2005

2006

2007

2008

2010

2011

2012

2013

Employeesatisfaction

(1-7)

0

1

2

3

4

5

20092010201120122013

Leave (%)

Welcome and

expectationsFuture of

Work

Introductionto Agile &

ScrumLeadership Next Step Closure

AGENDA

AGILE IS TO SCRUMAS BEER IS TO CARLSBERG

THE SPECTRUM OF PROCES COMPLEXITY

Agile projects

Structured projects

Chaotic projects

INIVIDUALS & INTERACTIONS

WORKING SOFTWARE

CUSTOMER COLLABORATION

RESPONDING TO CHANGE

PROCESS & TOOLS

COMPREHENSIVE DOCUMENTATION

CONTRACT NEGOTIATION

FOLLOWING A PLAN

OVER

OVER

OVER

OVER

THE AGILE MANIFESTO

AGILE PRINCIPLES1. Satisfy the customer through early, continuous delivery2. Welcome changing requirements, even late3. Deliver working software frequently4. Business people and developers collaborate daily5. Build projects around motivated individuals6. Convey info via face-to-face conversation7. Primary progress measure: working software8. Maintain a constant pace indefinitely9. Continuously demonstrate technical excellence10. Simplify; maximize amount of work not done11. Self-organize12. Retrospect and tune behavior

THE SCRUM PROCESS

Sprint Retrospective

Sprint Review

SprintPlanning

ProductBacklog

Customer-ReadyProduct Increment

Collect feedbackand repeat

Daily Stand-up

Sprint1-4 weeks

BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY

4 444 :Documents Documents Unverified System System

SCRUM ROLES

Line Manager supports, team and removes obstacles for the

WHOLE TEAM.

Objective:EXCELLENT PLACE TO WORK

ScrumTeam

ProductOwner

DevelopmentTeamScrum

Master

Objective:EFFECTIVE

PROCESS

Objective:BUILD THE PRODUCT RIGHT

Objective:BUILD THE RIGHTPRODUCT

THE 2014 WHITE PAPER “THE IMPACT OF AGILE QUANTIFIED,” BASED ON THE ANALYSIS OF THE PROCESS AND PERFORMANCE DATA OF NEARLY

10,000 TEAMS, INDICATED THAT

STABLE AGILE TEAMS RESULT IN UP TO

60% HIGHER PRODUCTIVITY.

TRANSPARENCY & VISIBILITY

INSPECT & ADAPT

COURAGE

OPENNESS

FOCUS

RESPECT

TEAM DISCUSSING REQUIREMENT

THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS”

A leadership team can reasonably request and expect to receive:§ The team’s current Velocity

§ How it has been trending over time§ Includes list of key impediments that must be removed to increase velocity

§ The current estimate of outstanding product backlog items§ Includes an estimated time to completion using current velocity

§ A rough release plan by feature/epic§ A financial roadmap for the next year§ The current level of Technical Debt (bugs, internal projects, and other

overhead) that needs to be completed§ Includes business case based plan to eliminate technical debt

Welcome and

expectationsFuture of

Work

Introductionto Agile &

ScrumLeadership Next Step Closure

AGENDA

It's not enough that management commit themselves to quality & productivity, they must know what it is they must do.

Such a responsibility cannot be delegated.

- W. Edwards Deming

People are already doing their best; the problems are with the system.

Only management can change the system.

- W. Edwards Deming

BARRIERS TO FURTHER AGILE ADOPTION

WHO’S GOING TO MAKE IT HAPPEN?

COLLABORATIVE LEADERSHIP BY RICHARD BRANSON

VS.

Believe Power comes from their Position of Authority

Believe Power is greatest in a Collaborative Team

Maintain Ownership of Information Openly Share Information and Knowledge

Sometimes Listen to Suggestions and Ideas from the Team

Encourage Suggestions and Ideasfrom their Teams

Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team

Allocate Time and Resources Only when Proven Necessary

Enable their Team by Allocating Time and Resources Right Away

Adhere to Specific Roles and Responsibilities

Allow Roles and Responsibilities to Evolve and Fluctuate

Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues

Review Staff Performance Annually According to Company Policy

Offer Immediate an Ongoing Feedback and Personal Coaching

COLLABORATIVE LEADERSTRADITIONAL LEADERS

COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE

§ You cannot not communicate§ Silence is also communication§ Not being present is also communication§ People need you, your time, and your listening skills§ Dialogue provides safety and comfort

THE FIVE DYSFUNCTIONS OF A TEAM

Absence ofTRUST

Fear ofCONFLICT

Lack ofCOMMITMENT

Avoidance ofACCOUNTABILITY

Inattention toRESULTS

SITUATIONAL LEADERSHIP

Any combination of task and employee is unique – and must be handled as such

Or mentoring, depending on the employees needs

THE LEADER AS MENTOR§ A leader is a mentor (not only a coach), and inspires and supports

§ Build trust and intimacy with them, and provide guidance, experiences, good advice, and inspiration frequently.

§ Do not be afraid to provide specific, concrete advice.§ You are a mentor too, not only a coach,

depending on the Situational Leadership. § Empathy

§ The capacity to understand or feel what another person is experiencing from within the other person's frame of reference

§ “The capacity to place oneself in another's shoes”

FEEDBACK§ People wants to be seen and

acknowledged§ Tool: Micro-feedback is HIGHLY effective

§ Timeliness is the key to success§ On daily basis§ Not just on bi-weekly one-on-one

or at the yearly Performance Appraisal§ Give credit immediately§ Give feedback immediately§ Both criticism and acknowledgement is

needed. § Be concrete and constructive. § Focus on actions.

HELP TEAMS SELF-ORGANIZE§ Make the team rally behind meaningful targets, goals or outcomes§ Make team boundaries crystal clear§ Under-organize the team§ Make sure supporting processes are in place§ Reward teams, not individuals, for pulling through§ Ask yourself: can the team break down the silos?§ Help the team make clear agreements and set behavioral expectations

that match their unique situation and culture§ Provide continuous feedback

§ … hire an external coach ;-)

Source: Fabiola Eyholzer(Just Leading Solutions)

AGILE HR1. Focus on creating valuable employee experiences and exceeding expectations2. Give people purpose, meaning, and context3. Shape a strong culture, where core values are lived up to – by everyone – every day4. Create a stimulating work environment and provide necessary tools and access5. Appoint amazing people and nourish their passion and potential6. Build an organizational network around collaborative teams and motivated people7. Value face to face conversations and be courageous and genuine in all your

interactions8. Stimulate and boost meaningful growth9. Ensure continuous learning and exchange of ideas, information and knowledge10. Care about the happiness, health and welfare of your people

REFLECTIONS?

LET’S SUMMARIZE…This is what an Agile environment looks like:§ Leadership is first and foremost about

purpose

§ Business value is delivered by small, co-located, cross-functional and self-organizing teams

§ Team membership is stable over a longer period to increase performance

§ Management empowers decentralized decision-making

§ Temporary documentation is replaced with face-to-face interaction

§ Full transparency instills trust

§ Big projects are delivered as a series of small independent project all adding value

§ Frequent deliveries means short feed-back loops which leads to higher quality and engagement

§ Relationships and results brings joy of work (and happier people produce more!)

§ Make continuous improvements a natural part of the company culture (failure need to be an option)

Welcome and

expectationsFuture of

Work

Introductionto Agile &

ScrumLeadership Next Step Closure

AGENDA

NEXT STEP?

MARTIN ELLEMANN OLESENAGILE LEADERSHIP COACH

MARTIN@UGILIC.DK(+45) 31 32 40 22

@MEOLESEN

21LEADERSHIP.COM

MAKE THE WORLD A BETTER PLACE – ONE COMPANY AT A TIME

Special thanks to Erik Østergaard from Bloch&Østergaard for helping out with some of the slides in this presentation