Agile Leadership is the ability of a leader to be able to lead well in a wide range of circumstances especially new, changing and ambiguous situations. In situational leadership theory, styles of leadership refer to behavior that a leader should engage within different situations.The presentation explain about the behaviors, leadership styles and actions of an Agile Leader in 21st century.

1. Niranjan Nerlige V, Agile Consultant, Coach and Trainer
CSP,CSM, PMI-­ACP,SPC4
/
What Agile Leaders are great at?
©2016 1

2. Agenda
Ø Introduction
to
Agile
Leaders
of
21st Century
Ø #1
-­‐ Incubate
Transformational
Leadership
Ø #
2
-­‐ Develop
Transformational
Leadership
Team
Ø #
3
-­‐ Expand
as
a
Leader
from
Expert-­‐Achiever-­‐Catalyst
Ø #
4
-­‐ Develop
People
Ø #
5
-­‐ Lead
the
change
Ø #
6
-­‐ Set
the
Goal
and
Minimize
work
requirements
Ø #
7
-­‐ Unlock
the
hidden
potential
Ø Q&A
©2016 2

3. ©2016 3

4. Barriers
for
Agile
Adoption
Company
Culture
at
odds
with
agile
values
46%
Management
concern
about
loss
of
control
38%
Organizational
resistance
to
change
42%
10th State
of
Agile
report-­‐Version
One-­‐ 2016
©2016 4

5. Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
©2016 5

6. Agile
Leadership
An
Agile
leader...
• Operates
effectively
amid
uncertainty,
complexity,
and
rapid
change
• Is
knowledgeable
about
Agile
values,
approaches,
and
practices
• Surfaces
more
creative
solutions
through
increased
self-­‐awareness,
a
growth
mindset,
and
engaging
others
• Aligns
and
empowers
teams
toward
delivering
more
customer
value
• Takes
a
collaborative
continuous-­‐
improvement
approach
to
organizational
effectiveness
• Catalyzes
change
in
others
and
facilitates
organizational
change
Source:
https://www.scrumalliance.org/agile-­‐leadership
The World
of
Agile
The World
of
Leadership
What
is
It?
The World
of Agile
Leadership
Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
Leaders need
to be agile
Agile
Organizations
need Leadership
©2016 6

7. Agile
Leaders
#1-­‐Incubate
Transformational
Leadership
©2016 7

8. Leaders
go
first
• Live
the
values
• Lead
by
example
• Seek
to
truly
understand
their
culture
• Be
as
transparent
as
the
teams
they
lead
See
presentation:
Agile
From
the
Top
Down:
Executives
&
Leadership
Living
Agile
by
Jon
Stahl
©2016 8

9. Scrum=Agile?
• Does
your
company
think
following
“agile
practices”
therefore
they
are
agile.
• They
have
to
recognize
agile
is
set
of
value
and
principles
©2016 9

10. Agile
from
top
down
practices
• Clear
communication
is
the
foundation.
“
I
am
glad
we
all
agree”
• Genuine
shared
understanding.
– “
I
am
glad
we’re
all
agreed
then”
• Create
BVR(Big
Visual
room)
• Put
your
values
on
the
wall,
agile
manifesto,
XP
values
and
Lean
(kaizen)
• Visualize
what
you
manage
– Application
assets
– Leadership
– Financial,
operation
etc.
• Transparent
leadership-­‐ doesn't’t
mean
you
have
all
answers.
©2016 10

11. Standard
work
practices
Source:
Define
Core
competencies,
matrix
and
ownership
Standard
work:
Agile
Practices
©2016 11

12. #2-­‐Develop
Transformational
Leadership
Team
©2016 12

13. Temenos Transformation
Model
“The
ability
to
transcend
many
visions
into
compelling
shared
vision
across
the
organization
is
the
key
stone
what
Temenos offers
organizations”
©2016 13

14. Integrity
and
sacredness
of
leadership
team
Personal
visions
of
many
Compelling
organization
shared
vision
“ Continued commitment to maintaining integrity and sacredness of
leadership team”
©2016 14

15. #3-­‐ Expand
as
a
Leader
from
Expert-­‐Achiever-­‐Catalyst
©2016 15

16. Task-­‐focused
Do
the
work
Results-­‐focused
Direct
the
work
Drive
and
measure
Growth-­‐focused
Guide
people/change
Share
Leadership
Creative
&
Adaptive
Expert
Leader
Achiever
Leader
Catalyst
Leader
Agile
Leadership
Journey
Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
©2016 16

17. Need
Agile
Leaders
GROWTH MINDSET CATALYST HABITS
Awareness of self Experiments on self
Reflects cognitively Coaches for growth
Open to perspective Shares ownership
" We need more agile leaders who demonstrate
Growth mindset and Catalyst Habits
Source:
Developing
Agile
Leadership
presentation
by
Peter
Behrens
©2016 17

18. Discovering
Agile
culture
"Discovered agile culture and explored their values
iteratively through visualization and collaboration
Source: local.ch engineering manifesto -©2016 18

19. #4
– Lead
the
change
©2016 19

20. It
is
upto you
It is not enough that management
commit themselves to quality and
productivity, they must know what it
is they must do.
Such a responsibility cannot
be delegated.
—W. Edwards Deming
©2016 20

21. Anchor
new
approaches
in
the
culture
• Leaders
and
managers
own
habits
and
behaviors
• Culture
is
realized
in
the
habits
of
the
organization
• New
culture
requires
new
habits
• Celebrate
short
wins
• Consolidate
gains;
produce
more
wins
“people are already doing their best. It’s the
system that’s flawed.”- Deming
©2016 21

22. #5
– Develop
People
©2016 22

23. Agile
Leadership
style
shall
focus
on
Ø Developing
skills
and
career
paths
Ø Creates
team
jointly
responsible
for
success
Ø Inculcate
Lean
,
Agile
Thinking
and
Behaviors
Ø Joint
problem
solving
Ø Respect
People
and
Culture
Develop
People
©2016 23

24. Employee
Engagement
in
Google
Regarding
work-­‐life
balance,
Google
gDNA findings:
Ø Segmentors :
31
%(work
without
care
for
looming
deadlines)
Ø Integrators :
69
%(checking
mail
all
evening,
check
daily
see
if
new
work
has
come)
Googlers into two categories:
Segmentors and Integrators.
Source:
https://www.rivs.com/blog/employee-­‐engagement-­‐and-­‐google-­‐how-­‐are-­‐they-­‐linked/
24

25. #
6
-­‐ Set
the
Goal
and
Minimize
Constraints
©2016 25

26. Set
Goals
,
but minimize
work
requirements
Agile
Leaders
Ø Set
Goals
but
provide
minimum
work
requirements
Ø Build
Agile
Teams
organized
around
Value
Ø Eliminate
demotivating
policies
and
procedures
“ As we look ahead into the next century leaders
will be those who empower – Bill Gates
©2016 26

27. #
7 -­‐ Unlock
the
hidden
potential
of
the
team
members
©2016 27

28. What
motivates
us?
Workers
are
knowledge
workers
if
they
know
more
about
the
work
they
perform
than
their
bosses.
—Peter
Drucker
It appears that the performance of the
task provides its own intrinsic reward …
this drive … may be as basic as the
others …
—The
Surprising
Truth
About
What
Motivates
Us,
Daniel
H.
Pink
©2016 28

29. Create
Environment
of
Mutual
Influence
Agile
Leaders
encourage
direct
reports:
• To
disagree
where
appropriate
• To
advocate
for
the
positions
they
believe
in
• To
push
for
their
own
needs
• To
enter
into
joint
problem
solving
• To
negotiate,
compromise,
agree,
commit
Everyone should have an opportunity to learn in a positive
environment to enjoy the learning process and feel comfortable
and conduct within it – Barry Saide
©2016 29

30. References
/
©2016 30

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