More Related Content Similar to Five *oops* Six mistakes leaders make (20) More from Pete Behrens (7) Five *oops* Six mistakes leaders make1. by Trail Ridge © 2005 - 2017
Developing Leadership Agility
Five Six Mistakes You’re Making as a Leader
Pete Behrens
@petebehrens
#SGSIN
2. by Trail Ridge © 2005 - 2017
Pete Behrens
CEC CST
Certified
Enterprise
Coach
Certified
Scrum
Trainer
Certified
Agile
Leadership
CAL
a few clients i work with
board of directors
3. by Trail Ridge © 2005 - 2017
first, a story…
Pete learns a valuable
lesson in how his kids
reflect his parenting
approach
4. by Trail Ridge © 2005 - 2017
first, a story…
How are YOU showing
up as a leader?
5. by Trail Ridge © 2005 - 2017
Mistake over-focus on others
You
Organization
is a reflection of you
obedient employees
Do The Agile!
6. by Trail Ridge © 2005 - 2017
Management’s Record…
?!
!
R. Hogan & Kaiser, 2005
What we know about leadership.
Review of General Psychology
70% SAY THEIR MANAGER
IS THE MOST STRESSFUL
PART OF THEIR JOB.
7. by Trail Ridge © 2005 - 2017
ReFocus on YOU!
“Unless leaders do
their own development
they are unlikely to create
business transformation.”
- Robert Anderson
in Mastering Leadership
8. by Trail Ridge © 2005 - 2017
Lars’ Story…
While little has changed in the
way research is conducted.
Lars is taking it personally
and experimenting on himself.
Global Research
Director
9. by Trail Ridge © 2005 - 2017
Taking Ownership…
This is a
mindset shift!
Lars offers, AND JOINS
agile training every year -
for 5 years!
inviting leaders and
engaging different
stakeholders each year
10. by Trail Ridge © 2005 - 2017
Experiments on Himself
Paired-Leadership
Mission-oriented Me-staffing
11. by Trail Ridge © 2005 - 2017
Co-creating with others
Flash-Swarm Experiments
12. by Trail Ridge © 2005 - 2017
Results…
Lars models a safe-to-
experiment culture where
researchers not only
experiment on research,
they experiment in HOW
they conduct research!
Global Research
Director
Employee engagement
Customer satisfaction
New contracts signed
results…
I’m
experimenting
on me too!
13. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You othersbefore
14. by Trail Ridge © 2005 - 2017
Mistake over-focus on delivery
PACE OF
CHANGE
TECHNOLOGY
Automation
and
G
L
O
BA L I Z A T
IO
N
15. by Trail Ridge © 2005 - 2017
Grace’s story…
Her and her POs conduct Sprint
Reviews with key “Stakeholders”
Business Operations
Leader
16. by Trail Ridge © 2005 - 2017
Experiments with more stakeholders
Feeling
uncomfortable
she opened
the review up
to more real
users…
…and learned a
great deal…
17. by Trail Ridge © 2005 - 2017
Checking Assumptions
& Pivot
Experiment
Stakeholder experiments enable Grace
to pivot months before key milestones.
Sep 1 Sep 15 Oct 1
Oct 15
Nov 1
Nov 15 Dec 1
18. by Trail Ridge © 2005 - 2017
change in focus…
Widget Factory
Design Factory
19. by Trail Ridge © 2005 - 2017
change in focus…
Spotify
Music Service
Happy
Customers!
Mission
Control
Co-Create
20. by Trail Ridge © 2005 - 2017
change in focus…
EMERGE
CO-
CREATION
AND IT
ERAT
I
ON
THROUGH
21. by Trail Ridge © 2005 - 2017
Engaging stakeholders
Now Grace
connects and
engages users
every chance
she gets.
22. by Trail Ridge © 2005 - 2017
Engaging stakeholders
Example co-creative engagement with stakeholders
23. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Experiments Delivery
before
before
24. by Trail Ridge © 2005 - 2017
My “AHA” Journey
Pete learns a
valuable lesson
regarding his
lack of awareness
in his thinking and
leadership with
his spouse, Jana
25. by Trail Ridge © 2005 - 2017
My “AHA” Journey
the expert
Solves problems
Gets work done!
Knows best
Nobody does it better
26. by Trail Ridge © 2005 - 2017
Mistake over-focus on skills
?!
!
2016 Penna Survey as reported at
http://www.rpx2.com/self-awareness-performance-management
80%
Only 25% of
employees agree
80% of Managers
believe they are
supportive of employees
25%
27. by Trail Ridge © 2005 - 2017
Self-Awareness is the key
AHA!
Maybe it’s me
Fixing this does not
require skill acquisition.
It requires self
enlightenment !
28. by Trail Ridge © 2005 - 2017
My Leadership Journey
the achiever
Aligns resources
Drives productivity
“Facilitates” others
Nobody leads better
29. by Trail Ridge © 2005 - 2017
Awareness is the starting point
AWARENESS precedes CHOICE
?
CHOICE precedes CHANGE
AHA!
30. by Trail Ridge © 2005 - 2017
Rachel’s story…
Financial Portfolio
Director
Rachel was seeking to improve
her leadership effectiveness.
She chose
to conduct
a 360° view
of herself
31. by Trail Ridge © 2005 - 2017
Balancing Power Style
Accommodate Assert
Ask
Wait
Listen
Tell
Do
Share
32. by Trail Ridge © 2005 - 2017
Balancing Power Style
Accommodate Assert
Ask
Wait
Listen
Tell
Do
Share
she is over-
accommodative
Self-Awareness is the meta-skill
33. by Trail Ridge © 2005 - 2017
Awareness precedes Choice
?
default
new
plan
do
reflect
Developing
Catalyst Habits
34. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
Experiments Delivery
before
before
before
35. by Trail Ridge © 2005 - 2017
Mistake over-focus on behavior
Don’t be a January Person
January February
73%
of people with
fitness goals
give them up
bodybuilding.com
in November 2012
36. by Trail Ridge © 2005 - 2017
Satty’s Story…
Managing Director
With a financial crisis in force,
Satty faced tough decisions
37. by Trail Ridge © 2005 - 2017
Traditional structures
Like many
organizations,
they separated
development &
support.
SupportArchitecture
USA India
38. by Trail Ridge © 2005 - 2017
Radical Re-structuring
3-Month experiment -
break down silos to
address systemic
behaviors.
USA India
Support 2.0
Created hyper-collaborative
x-functional, x-location teams
39. by Trail Ridge © 2005 - 2017
Focused empowered teams
Business
Analysts
project
managers
Software
Developers
systems
testers
scrum team
Professional
Development
Leader
Eliminated job titles to
drive self-organized
teams to solve problems.
40. by Trail Ridge © 2005 - 2017
Agile results…
Year 0 1 2 3 4 5
$12M
$3M
Reduced costs
Teams 1/2 the size
outperformed former
Quality & Stakeholder
Satisfaction raised
Organizational adaptability
& resiliency developed
Employee Engagement
improved
41. by Trail Ridge © 2005 - 2017
Ongoing success… Created a Digital Labs
Service to partner with
clients and guide agility.
Profits
CostsManaging Director
42. by Trail Ridge © 2005 - 2017
Change Behaviors with Structure
PROCESS
STRUCTURE
CULTURE
If you seek
behavior
change,
change the
organization
structures.
Culture
follows
Structure
43. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
Experiments Delivery
structure behaviors
before
before
before
before
44. by Trail Ridge © 2005 - 2017
My “AHA” Journey
Catalyst
co-create & iterate
self-aware & experiment
create agile cultures
enable & engage teams
45. by Trail Ridge © 2005 - 2017
Mistake over-focus on performance
Employee Engagement
performance
20
40
60
80
100
More
Faster
Cheaper
Customer Alignment
Do The Agile!Let’s BE agile!Do The Agile!
health+
Organization resiliency
Quality Products
46. by Trail Ridge © 2005 - 2017
Organizations focusing on
performance + health are
3-times more successful
than those focusing on
performance alone.
Performance + Health
47. by Trail Ridge © 2005 - 2017
performance resilience
1980
Companies
1990 2000 2010 2020
10
20
30
40
Tom Peters
Jim Collins
In search of
Excellence
Built to Last
By 2006
Only 30%
Still High
Performing
48. by Trail Ridge © 2005 - 2017
PROCESS
CULTURE
STRUCTURE
Performance Focus is short-term
TIME
Leadership
Do The Agile!
OUTSIDE-IN
AGILITY
LIMITED
AGILITY
Scrum exposes
impediments
often deeply
rooted within the
organization and
difficult to
address - limiting
agile maturity.
49. by Trail Ridge © 2005 - 2017
agile performance impediments…
Culture at odds
with agile values
Organizational
resistance
to change
Management’s
Fear of the
loss of control
PROCESS
CULTURE
STRUCTURE
38%
42%
46%
Version One State of Agility
10th Annual Report 2016
The most common
impediments to
organizational
agility relate to
organizational
health.
50. by Trail Ridge © 2005 - 2017
Health Focus is long-term
TIME
OUTSIDE-IN
AGILITY
PROCESS
STRUCTURE
SUSTAIN
&
GROW
AGILITY
CULTURE
IN
SIDE-O
U
T
By aligning agile to
the culture and
building structures
to support agility,
organizations can
sustain and grow
agility and improve
long-term results.
51. by Trail Ridge © 2005 - 2017
Chris’ Story…
Senior VP
Engineering
ValueDelivery
2000 2005 2010 2015
Be the Best
in class
Be
the
Best at Agile…
to
be
the
Best in
class
2006
CRASH!
52. by Trail Ridge © 2005 - 2017
Competitive Teams win!
#1#2 #3
May Jun Jul Aug
compete
showcase! ship!compete
showcase!
compete
showcase!
53. by Trail Ridge © 2005 - 2017
Competitive Teams win!
#1
49%
having the “best
time” or a “good
time” at work
pre-agile
89%
post-agile
54. by Trail Ridge © 2005 - 2017
Thriving with Agility
2006 2008 2010 2012 2014 2016
800%
600%
400%
200%
Market
Leader
Since transitioning to Agile, they
outpaced all other competitors
55. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
health performance
Experiments delivery
structure behaviors
before
before
before
before
before
56. by Trail Ridge © 2005 - 2017
Mistake over-focus on the destination
Join me in the
closing keynote
to get the rest
of this story…
57. by Trail Ridge © 2005 - 2017
Agile Leadership Models
None of these Leaders were
the CEO, head of HR or “top dog”.
Yet each these Leaders enabled a
culture of agility to thrive under them.
58. by Trail Ridge © 2005 - 2017
Leader
Organization
enable
action
Certified Agile
Leadership (CAL)
AHA!
59. by Trail Ridge © 2005 - 2017
Fitness
Health
are not owned,
they’re rented.
and rent is due
every day.
Agility
this also
applies to
&
60. by Trail Ridge © 2005 - 2017
Refocus for Agile Leaders
You others
Awareness skills
health performance
Experiments delivery
structure behaviors
It’s a Lifelong Journey!6.
enjoy the ride
before
before
before
before
before