The document outlines eight stances that a transformational leader can take to enable high performance in people, teams, and organizations. The eight stances are: 1) Organizational Refactorer to reduce accidental complexity, 2) Strategy Deployer to foster a leader-leader culture, 3) Anzeneer to make safety a prerequisite, 4) Environmentalist with a passion for "terroir", 5) Coach to enable others over doing work themselves, 6) Experience Designer to design for engagement, 7) Experiment Curator to foster a learning culture, and 8) Flow Manager to optimize the whole system. Taking these stances is aimed at reducing friction, fostering learning, creating aligned autonomy, and improving organizational

1. THE 8 STANCES OF
A TRANSFORMATIONAL LEADER
THAT ENABLE HIGH-PERFORMING PEOPLE, TEAMS AND ORGANIZATIONS
Matthew Philip (https://www.linkedin.com/in/matthewphilip/)

3. This talk is for transformational leaders only!

4. WHAT IS A “TRANSFORMATIONAL LEADER”?

6. Reducing
friction to allow
teams to do
what they do
best
TO IMPROVE ORGANIZATIONAL OUTCOMES, THE EIGHT
STANCES ARE AIMED AT:
Fostering a learning
environment to
enable high
performance,
mastery and
innovation
Creating
aligned
autonomy to
scalably connect
strategy to
action
Why Leadership Stances?

7. LEVERAGE IN AN “AGILE TRANSFORMATION”

8. LEVERAGE IN AN “AGILE TRANSFORMATION”
Values
Practices follow
Outcomes follow
Culture follows

9. LEVERAGE IN AN “AGILE TRANSFORMATION”
Values
Leadership behaviors and actions
Teach teams and individuals Agile
System of Motivations and incentives
Practices follow
Outcomes follow
Culture follows

10. LEVERAGE IN AN “AGILE TRANSFORMATION”: EXAMPLE
Values
Leaders believe in heroics, so they commend
and promote people for Individual contribution
Pairing
Performance rewarded for my
contribution rather than Team
success Culture wins
≠
Practices follow
Outcomes follow
Culture follows

11. LEVERAGE IN AN “AGILE TRANSFORMATION”
Values
(Leadership)
(teams)
When we could gain more
leverage if we intervened here
Too often we intervene here…
Practices follow
Outcomes follow
Culture follows

12. THE EIGHT STANCES OF A TRANSFORMATIONAL LEADER
Stance
1. Organizational Refactorer
2. Strategy Deployer
3. Anzeneer
4. Environmentalist
5. Coach
6. Experience Designer
7. Experiment Curator
8. Flow Manager

13. 1.
LEADER AS ORGANIZATION REFACTORER
REDUCE ACCIDENTAL COMPLEXITY

14. SO MUCH OF WHAT WE
CALL MANAGEMENT
CONSISTS IN MAKING
IT DIFFICULT FOR
PEOPLE TO WORK.
— Peter Drucker

15. ORGANIZATION
REFACTORER
Reduce friction throughout the organization
and make it easier for people to do their
jobs; a “clean” organization
GOAL
Like refactoring in programming, refactoring
is a technique for restructuring an existing
work environment by altering its internal
structure without changing its external
behavior. Small “kaizen” changes.
DEFINITION
• Blocker clustering
• Sense and respond
• Kaizen
• Poka-yoke (mistake proofing)
COMPETENCIES
• Blocker Age
• Support load
• Truck/lottery number
• Management Support score (“My manager
provides me with the support that I need to
complete my work.”)
METRIC(S)
LEADER AS

16. 2.
LEADER AS STRATEGY DEPLOYER
LEADER-LEADER CULTURE

17. LEADER AS
STRATEGY
DEPLOYER
Enable everyone to use all their skills and
experience to pull together, with a common
goal of escaping turbulence and reaching
safety; aligned autonomy and a leader-
leader culture.
GOAL
Setting direction and providing clarity of
mission to foster organizational
improvement in which solutions emerge
from the people closest to the problem.
DEFINITION
• Leader back briefing
• Catchball
COMPETENCIES
• Personal overtime
• Permission requests
• Meeting:Deep Work ratio
• email per day, vacation interruptions
• Goal Setting score (“At work, I know what I'm expected to
deliver.”)
• Alignment score (“I understand how my work supports the
goals of my team.”)
• Autonomy score (“I’m given enough freedom to decide how
to do my work.”)
METRIC(S)

18. 3.
LEADER AS ANZENEER
MAKE SAFETY PREREQUISITE

19. LEADER AS
ANZENEER
Create psychological safety throughout the
organization to enable high performance
and innovation; protecting people frees
them to take risks and unlocks their
potential.
GOAL
Literally, “safety engineering.” Protect
people by establishing safety in everything
from relationships to workspaces,
codebases to processes, products to
services.
DEFINITION
• Safety check
• Active listening
COMPETENCIES
• Psychological Safety Score
• Innovation Quotient (3M)
• Public-service announcements
• Failure parties
• Loyalty score (“If you were offered the same
job at another organization, how likely is it
that you would stay here?”)
METRIC(S)

20. PSYCHOLOGICAL
SAFETY IS THE SOIL,
NOT THE SEED.
— Amy C. Edmondson

21. 4.
LEADER AS ENVIRONMENTALIST
PASSION FOR “TERROIR”

22. LEADER AS
ENVIRONMENTALIST
Ensure that the work system is in balance for
long-term sustainability and growth
GOAL
Holistically (re)creating and stewarding the
environment in which people grow, with
particular awareness of context or
organizational “terroir”
DEFINITION
• Double-loop learning
• Systems Thinking
COMPETENCIES
• Employee/teammate retention
• Environment score (“My physical work environment contributes
positively to my ability to do my job.”)
• Accomplishment (“Most days, I feel a sense of accomplishment
from what I do.”)
• Challenging score (“I have the opportunity to do challenging
things at work.”)
• Engagement score (How likely is it that you would recommend
this as a place to work?”)
• Fit score “At work, I have the opportunity to use my strengths
every day.”
METRIC(S)

23. 5.
LEADER AS COACH
ENABLE OVER DO

24. LEADER AS
COACH
Build a resilient organization
GOAL
Teaching others to be leaders and building
an organization that can sustain its success
even when he or she is not around.
DEFINITION
• Active listening
• Pairing
• Coaching
COMPETENCIES
• Coachees
• Successes of proteges
• Truck/lottery number for your job/job
resilience (who else can do your job?)
• Solo:Paired work ratio
METRIC(S)

25. 6.
LEADER AS EXPERIENCE DESIGNER
DESIGN FOR ENGAGEMENT

26. LEADER AS
EXPERIENCE
DESIGNER
Improve employee engagement and
promote flourishing
GOAL
Consciously creating meaningful
interactions centered on the employee, with
particular focus on intrinsic motivation
(mastery, autonomy, purpose); “alleviating
people’s problems and bringing them joy”
DEFINITION
• Experience design
• Psychological flow
• Personas and empathy mapping
• Poka-yoke (mistake proofing)
• Entry and Stay Interviews
COMPETENCIES
• Employee Engagement Score
• Employee/teammate retention
• Growth score (“I feel that I’m growing
professionally.”)
• Career Path score (“I see a path for me to
advance my career in our organization.”)
• Meaningful Work score (“The work I do is
meaningful to me.”)
METRIC(S)

27. 7. LEADER AS EXPERIMENT CURATOR
FOSTER LEARNING CULTURE

28. LEADER AS
EXPERIMENT
CURATOR
Allow ideas that are not useful to fail in
small, contained and tolerable ways and to
help the organization make decisions in
situations of high uncertainty
GOAL
Model and celebrate behaviors and create
the environment for employees to learn and
share learning through experimentation;
create a place for others to learn.
DEFINITION
• Enabling constraints and explicit freedoms
• Declaring SETT (Safe Enough To Try)
COMPETENCIES
• Experiments per month
• Time to validated learning
• Psychological Safety Score
• Intelligent failures, learnings
• Performance score (“I get enough feedback
to understand if I’m doing my job well.”)
METRIC(S)

29. 8.
LEADER AS FLOW MANAGER
OPTIMIZE THE WHOLE

30. LEADER AS
FLOW MANAGER
Encourage the delivery of value across the
organization.
GOAL
Optimizing end-to-end flow of value in the
system; making visible and looking after
wait flow as much as work flow; actively
reducing dependencies; managing the
system for smooth, fast flow, rather than
utilization.
DEFINITION
• Kanban Method
• Blocker clustering
• Flow metrics
• Systems Thinking
COMPETENCIES
• Organizational work-in-progress
• Initiative Throughput
• Initiative Delivery Time
• Workload score (“The demands of my
workload are manageable.”)
METRIC(S)

31. SUMMARY

32. CALCUTTA IN SUMMER FONTAINEBLEAU IN SPRING

33. THE EIGHT STANCES OF A TRANSFORMATIONAL LEADER
Stance In three words
1. Organizational Refactorer Reduce accidental complexity
2. Strategy Deployer Leader-Leader culture
3. Anzeneer Make safety prerequisite
4. Environmentalist Passion for “terroir”
5. Coach Enable over do
6. Experience Designer Design for engagement
7. Experiment Curator Foster learning culture
8. Flow Manager Optimize the whole

34. 1.WHAT STANCES WOULD YOU ADD?
REMOVE?
2.WHAT STANCES ARE YOU CURIOUS
ABOUT?
Your turn

35. Sources and Resources
• THE ART OF ACTION BY STEPHEN BUNGAY
• HTTPS://WWW.SCRUM.ORG/RESOURCES/8-STANCES-SCRUM-MASTER
• HTTPS://WWW.KANBANMATURITYMODEL.COM/2020/07/22/ORGANIZATIONAL-CULTURE-THE-KANBAN-MATURITY-MODEL/
• HTTPS://REFACTORING.COM
• HTTPS://WWW.INDUSTRIALLOGIC.COM/BLOG/ANZENEERING
• HTTP://WWW.GUILLAUMEGONNET.COM/
• CYNEFIN (HTTPS://WWW.COGNITIVE-EDGE.COM/)
• COMPLEXITY THINKING BY DIMITAR BAKARDZHIEV
• HTTPS://HBR.ORG/2018/01/WHY-PEOPLE-REALLY-QUIT-THEIR-JOBS
• HTTPS://WWW.THEGUARDIAN.COM/GLOBAL-DEVELOPMENT-PROFESSIONALS-NETWORK/2016/OCT/10/HOW-CAN-KOLKATAS-CHAOTIC-TRANSPORT-SYSTEM-BE-UNTANGLED
• HTTPS://COMMONS.WIKIMEDIA.ORG/WIKI/CATEGORY:PALACE_OF_FONTAINEBLEAU#/MEDIA/FILE:FONTAINEBLEAU_20.JPG
• THE SMELL OF THE PLACE (HTTPS://WWW.YOUTUBE.COM/WATCH?V=YGRD7YJWXAM)
• HTTPS://WWW.KANBANMATURITYMODEL.COM/WP-CONTENT/UPLOADS/2020/09/CULTURE-A2-V5-08272020.PDF
• HTTPS://AVAILAGILITY.CO.UK/2016/12/06/A3-TEMPLATES-FOR-BACKBRIEFING-AND-EXPERIMENTING/