More Related Content Similar to LEADERSHIP SKILLS FOR SCALING AGILE (20) More from Chandan Patary (20) LEADERSHIP SKILLS FOR SCALING AGILE2. AGILE LEADERSHIP SKILL FOR SCALING
ORGANIZATIONAL TRANSFORMATION ROADMAP
Agile transformation at team level and then organizational level require significant leadership drive.
Leadership teams are the behind scene who drives to achieve operational excellence and achieve
organizational agility.
Below are the few factors which play critical rule inagile atscale. Agile at scale deals with multiple teams,
cut across many departments,geographies, virtualboundaries,sometimeshakes the wholeorganization
systematically. It is challenging to transformation organization to achieve agility.
In absence of all thesebelow skills scale agile will be aprocess implementationwith very minimal success
rate.
Any model we use, Large Scale Scrum (LeSS), Disciplined Agile Delivery (DAD), Scaled Agile Framework
(SAFe). Spotify, Nexus etc. we will come across below Leadership skills to achieve agility.
Key factors from leadership team are expected are below
Systems Thinking
Lean thinking
Conflict resolution
Effective Collaboration & Silos breaking
Outstanding influencer
Exceptional facilitation skills
Cultural Awareness
Persuasion
Understanding power equation
I have list down all these points which influences to achieve scaling agile implementation at organization
level and how we can improve all these skills. Various chapters will highlight few points discussing about
all these skills.
12. 8/6/2016 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn
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Systems, like the human body, have parts, and the parts affect the
performance of the whole. All of the parts are interdependent.
The liver interacts with and affects other internal organs—the brain,
heart, kidneys, etc.
You can study the parts singly, but because of the interactions, it
doesn’t make much practical sense to stop there.
Understanding of the system cannot depend on analysis alone. The
key to understanding is, therefore, synthesis.
The concept of systems thinking was popularised by Peter Senge in
his book “The Fifth Discipline” where he describes system thinking
as:
“a discipline for seeing wholes. It is a framework for
seeing interrelationships rather than things, for
seeing patterns of change rather than static
snapshots.”
36. 8/7/2016 Building Enterprise Level Agility using Lean | Chandan Lal Patary | Pulse | LinkedIn
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Vidgen and Wang (2009) propose an Agile Organizing Framework
consisting of
Enablers, Inhibitors, and Emergent Capabilities.They suggest three
Agile Principles, each one backed up by two agile team capabilities,
as follows:
– Principle 1: matching coevolutionary change rate, backed up with:
– coevolution of IT team and customer to create business
value, and
– sustainable working with rhythm.
– Principle 2: optimize selforganization, backed up with:
– collective mindfulness, and
– sharing and team learning.
– Principle 3: synchronize exploitation and exploration, backed up
with:
– process adaption and improvement, and
– product innovation.
The 4P Model,which used to transform an organization , explains that
the organization undergoing change must be able to develop and
restructure itself.This requires doubleloop learning,organization must
52. 8/6/2016 Changing Culture? How Can We Transform? | Chandan Lal Patary | Pulse | LinkedIn
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directions.
Design of facilities
The layout of offices often reflects subconsciously the values of an
organization, both in terms of the who sits near who and also in the
differentiation in benefits that individuals are given. More space,
thicker carpets, window seats, bigger desks and more are all symbols
of superiority. In some traditional organizations, there are meted out
very carefully according to management grade. In other companies,
everyone has the same sized cubicle with very little differentiation
between management levels.
Stories, legends and myths
The stories that people tell and retell in organizations typically reflect
the values and beliefs of the culture. Hence, changing the stories will
tend to change the culture. This is particularly powerful as it is spread
at the individual level and hence has grassroots support and
credibility.
Formal statements
Formal statements by the organization, although not always as
credible as grassroots whisperings, are the public face of the
organization, and hence demand attention. They also may later form
the basis of formal arguments and actions, from decisions around
57. 8/6/2016 Handling Virtual Multicultural Agile Team? | Chandan Lal Patary | Pulse | LinkedIn
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(Thomas & Inkson, 2009).
Possessing cultural intelligence enables individuals to recognize
cultural differences, adjust to new cultures and situations,
understand local practices, and behave appropriately and
effectively (Earley et al., 2006).
The culturally intelligent person suspends judgment until information
beyond the other person’s ethnicity becomes available (Triandis,
2006).
To be certain, cultural awareness and sensitivity are critical to
shared understanding and virtual team effectiveness.
Gibson and Cohen (2003) posits that the most distinctive feature of
global virtual teams is context, defined as a way of life and work in
a specific geographical area with its own set of business
conditions, cultural assumptions, and unique history.
Professor Geert Hofstede conducted one of the most comprehensive
studies of how values in the workplace are influenced by culture.
71. 8/6/2016 Influence !! How to master this skill? | Chandan Lal Patary | Pulse | LinkedIn
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“Some people may be uncooperative because they are too busy
elsewhere, and some because they are not really capable of helping.
Others may well have goals, values, and beliefs that are quite different
and in conflict with the manager’s and may therefore have no desire
whatsoever to help or cooperate.”
So we need to know exactly what it is and act on it to help each other.
Interests, which play critical role, ask whether your request is aligned
with the person’s interests and values. If not, then the person’s
interests would not be well served by going along with you and, in this
situation, most people most of the time will not willingly consent to be
influenced.
You may not be able to influence people the first time and in the first
way you approach them.
Influence is often a process rather than an event.
Sometimes, the influence technique we are using is not one they
respond well to. If we keep trying the same approach, we may create
72. 8/6/2016 Influence !! How to master this skill? | Chandan Lal Patary | Pulse | LinkedIn
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greater and greater resistance. If the influence technique we are using
is not working, don't keep doing the same thing. Try something else.
Culture play significant role when we are influencing people.
What works in Mexico may not work as well in Malaysia, just as the
openness and informality typical in Australia, even in business
settings, may not be as acceptable in Germany or the Netherlands (in
fact, it could cause suspicion). Influence effectiveness depends in part
on the conventions, values, and beliefs prevalent in every culture.
People tend to assume that what they like, everyone else will like; that
what works well for them will also work for others. This is the case
because, by and large, most people believe that they are normal and
that most other people share their view of reality.
If we are observant, if we listen to other people and observe their
behavior and the environments they create for themselves, we
can discover how best to influence most people. It will build
capability over period of time and soon it will become second nature.
So consciously we need to make it a habit to build those observation
83. 8/6/2016 Influence and Win the people ? | Chandan Lal Patary | Pulse | LinkedIn
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1. Open area, open self, free area, free self, or 'the arena‘: what is
known by the person about him/herself and is also known by
others
2. Blind area, blind self, or 'blindspot‘: what is unknown by the
person about him/herself but which others know
3. Hidden area, hidden self, avoided area, avoided self or 'façade’:
what the person knows about him/herself that others do not know
4. Unknown area or unknown self: what is unknown by the person
about him/herself and is also unknown by others
Fig 1 is for a new team member, Fig 2 is for a established/old team
member.
109. 8/6/2016 Managing Conflicts in Agile Team ? | Chandan Lal Patary | Pulse | LinkedIn
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Most standard dictionaries define conflict as a clash between
incompatible people, ideas, or interests. These conflicts are almost
always perceived as negative experiences in our society. But when
we view conflict as a negative experience, we may be hurting our
chances of dealing with it effectively. In reality, conflicts can serve as
opportunities for personal growth if we develop and use positive,
constructive conflict resolution skills.
Conflicts among people at work happen every day and can arise
because of changes within the organization, poor communication,
values and culture
clashes, confusing work policies and practices,competition for scarce
resources, or adversarial management.
Why in Agile team , all team members need to know more about
conflict resolution model?
116. 8/6/2016 Managing Conflicts in Agile Team ? | Chandan Lal Patary | Pulse | LinkedIn
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world’s bestselling instrument for conflict resolution. The 30item,
forcedchoice inventory identifies a person’s preferred conflict
handling mode, or style, and provides detailed information about how
he or she can effectively use all five modes—competing,
collaborating, compromising, avoiding, and accommodating.
Using the TKI, individuals can learn to move beyond conflict and
focus on achieving organizational goals and business objectives.
What do we do ? to improve Negotiation?
Listen First to Investigate What the Other Side Wants:Bobby
Covie says, “There’s a saying among negotiators that whoever talks
the most during a negotiation loses.” Being the first to listen helps
establish trust. Listening also involves paying attention to what the
other side is saying.
Focus on Interests, Not Positions: professional mediator John
Heister explains, when you focus on interests, all of the disputants get
127. 8/6/2016 Team Conflict? What to aware more? | Chandan Lal Patary | Pulse | LinkedIn
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Fisher, Ury and Patton, in their classic book on negotiating, Getting to
Yes
(1999), describe four steps involved in principled or ethical
negotiation to
resolve conflicts.
First, separate the people from the problem.
Second, focus on interests not on positions.
Third, invent options for mutual gain.
Finally, insist upon objective criteria to ensure the negotiation
reaches a fair conclusion, rather than deciding the outcome by
force of will.
Tagged in: team management, leadership development
Chandan Lal Patary
143. 8/6/2016 How to create Presentation which is Sticky? | Chandan Lal Patary | Pulse | LinkedIn
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The answer lies in the fact that stories are much more persuasive
than statistics. Or, as executive speech coach Patricia Fripp puts it,
“People are trained to resist a sales pitch, but no one can resist a
good story.”
It’s easy to resist the “7 Under 6” campaign, but Jared’s story is so
inspiring that we cannot help but watch it.
Stories are a powerful form of communication. They’re engaging
because they involve us emotionally, and they are memorable because
we can mentally see the story. To be successful in our communication,
we must use stories.
“Your purpose is to make your audience see what you
saw, hear what you heard, feel what you felt.
Relevant detail, couched in concrete, colorful
language, is the best way to recreate the incident as
it happened and to picture it for the audience.”
Dale Carnegi