ReprogrammingLeadership for

AgilityPete BehrensLeadership Agility Coach

@petebehrens #ALD16

Pete Behrens, CEC, CST®

2

Leadership Agility Coach with Trail Ridge Guide organizational agility…

Certified Leadership Agility 360 Coach Certified Enterprise Coach (CEC) Certified Scrum Trainer (CST) Created Scrum Alliance Programs:

Certified Enterprise Coaching (CEC) Certified Agile Leadership (CAL)

Scrum Alliance board member

© 2016

I haven’t always been cool…“I have a confession…”

I am A Recovering

asshole

© 2016

Why I know this…

© 2005-2016 Trail Ridge Consulting, LLC

Pete the ”Expert” Leader…

© 2005-2016 Trail Ridge Consulting, LLC

Pete the ”Achiever” Leader…

© 2016

Heroic Leaders

Focus on ResultsDirect WorkPeople = Pawns

Focus on TasksDo workPeople = Problems

Experts Achievers

(a.k.a. “Assholes”)

© 2016

I’m not alone…

R. Hogan & Kaiser, 2005What we know about leadership.Review of General Psychology

“Climate surveys routinely show that about 70% of employees report the most stressful aspect of their jobs is the interaction with their immediate boss.”

70%Leadership

Failure

© 2016

My AHA! CatalystWe all need a

Jana in our lives…

© 2016

1890’s (some perspective)

90% of people were in agricultureManufacturing Companies < 4 employees

© 2016

1920’s (one generation later)

500,000 cars per year from FordUS Steel was a $1B Company

© 2016

1920’s (Leadership)

Management was invented

to turn human beings intosemi-programmable

robots

© 2016

A Few Things have Changed

Predictable > VolatileDependable > Complex

Barriers toCompetition

Steady > Intense

Independent > Interconnected

© 2016

Change has Changed“We have come to an

Inflection Pointof change.”

- Gary Hamel

© 2016

But Leadership Hasn’t Changed

Management approachesare vastly based on what

was invented prior to 1920.38%

© 2016

Why aren’t we changing?

38%

38% Management

concern aboutloss of control

© 2016

Why aren’t we changing?

42%Organizational resistance to change

© 2016

Why aren’t we changing?

Organization

Agility

Leadership

Agility 46%Culture

at odds with agile values

© 2016

Agile Leadership"Unless leaders do

their own development,they are unlikely to

createbusiness

transformation.”- Robert Anderson

in Mastering Leadership

© 2016

Agile Leadership

Focus on GrowthFoster CreativityGuide ChangeShare Leadership

Catalyst

© 2016

Agile Leadership Compass

This compass guides leaders in navigating the fog of complexity, uncertainty, and rapid change.

© 2016

Over-Focus on Organization

Over-focus on

Organizational Agility

Leaders tend to over-focus on the organization when driving agility.

© 2016

Over-focus on

Organizational Agility

Focus on Agile Leaders!Organizations reflect

Leadership

By first focusing on their own thinking and behaviors, leaders will role model the agility they are seeking in their organizations.

© 2016

An Agile Leader’s StoryThe focus and tools of research have changed much in the past 100 years

How research is performed has changed very little

Lars BrunsGlobalResearch

© 2016

Researching Himself

GlobalResearch

Paired LeadershipLars leads by modeling a paired-leadership approach – sharing responsibility & developing others.

© 2016

Researching People

GlobalResearch

M(e) StaffingResearchers now self-organize on research projects – increasing energy & learning

© 2016

Researching Research

GlobalResearch

Flash WorksResearchers flash swarm selected projects across disciplines – creativity and progress soar.

© 2016

Agile Leadership

✴ Awareness of self✴ Reflects cognitively✴ Open to perspectives

ADAPTIVE MIND

ADAPTIVE ACTION✴ Experiments on self✴ Coaches for growth✴ Shares ownership

© 2016

Agile Leadership Journey

Task-focusedDo work

Results-focusedDirect workDrive & measure

Growth-focusedGuide changeFoster CreativityShare Leadership

ExpertsAchievers

Catalysts

Based on Leadership Agility by Bill Joiner & Stephen Josephs

© 2016

Expanding Leadership AHA!

Based on Leadership Agility by Bill Joiner & Stephen Josephs

Less about skill acquisition, more about self-awareness and maturity

© 2016

Over-Focus on Actions

Over-focus on Productivity and other outputs

Leaders tend to over-focus on delivery and outputs of their teams and orgs when driving agility.

© 2016

Need Focus on Enablement

Results are enabled

thruculture

“You can’t build an adaptable organization without adaptable people”

- Gary Hamel

Over-focus on Productivity and other outputs

By focusing on what enables outputs to be delivered, leaders enable future growth and delivery.

© 2016

Agile Isn’t Sticking or Scaling…

Today’s Leadership

Scaling A leig CULTURE

STRUCTURE

PROCESSOutside-In

Doing Scrum or other agile approachesRuns into organizational and cultural issuesAnd ultimately is stifled to adopt and grow.

© 2016

Agile Leadership is the key

Scaling A

Agile Leadershipleig CULTURE

STRUCTURE

PROCESS

Inside-Out

Organizations that start with culture/valuesAnd build agile structures to support themUltimately grow and sustain agility And their organizational effectiveness

© 2016

Focus on Enablement

✴ Imagines creatively✴ Connects emotionally✴ Seeks & uses

feedback

GROWTH MINDSET

AGILE VALUES✴ Creates a safe workplace✴ Guides organization change✴ Builds organization culture

© 2016

An Agile Leader’s Story

Guiding Agile CultureWith a pending integration, Philipp sought to know and save his company’s culture.He ended up influencing the acquiring company’s culture

Philipp Engstler

© 2016

Certified Agile Leadership (CAL) Program

AHA! Journey!

Thank you!Pete BehrensLeadership Agility Coach

@petebehrens #ALD16