toronto agile tour - timeless leadership

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@ADRIANAGIRDLER | @JASONLITTLE | #TOAGILE2017


Why Timeless Leadership?We have centuries of great stories and models about leadership


Agile Leadership?Isn’t great leadership, just leadership? What did leaders do before 2001?


Trait Leadership (Stogdill, 1948)

“Great Man” Theory (Thomas Carlyle, 1840’s)

Scientific Management (Winslow-Taylor, 1920’s)

Lewin’s Leadership (Kurt Lewin, 1939)

Charismatic Authority (Max Weber (not to be confused with Max Webster \m/), 1976

Contingency Theory of Leadership (Dr Fred Fielder,

Participative Leadership Theory (Renis Likert, 1976)Leader-Member Exchange Theory (Dansereau, Graen, and Haga, 1975; Graen &

Cashman, 1975; and Graen, 1976)

Situational Leadership (Ken Blanchard)

Path-Goal Leadership (Martin G. Evans (1970) and Robert J. House (1971)

Servant Leadership (Robert Greenleaf (1970 and 1977) )

Transformational Leadership (James McGregor Burns and Bernard Bass, 1985)

It’s all been invented folks…


“The way forward is paradoxically to look not

ahead, but to look around”

John Seely Brown, Social Life of Information


Your employees come first. And if you treat your employees right, guess what?

Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows

from that.

Started Southwest Airlines in 1972 Served a 4-plane customer base with 3 planes

Pioneered the 10-minute Turnaround Book: Lead with LUV - Ken Blanchard, Colleen Barrett


You'll never have the market cornered on what you know. Continue to learn,

grow, and develop is the the key to becoming a leader and the pathway to

the top.

Chief Security Officer (CSO) Microsoft, ex-CIA Pioneered the Gold Standard for Corporate Security-GSOC

Created and implementing a new Platinum Standard for Corporate Security-VSOC


I make a point of talking to clients nearly every day, but often in a place where they look for answers: our call centre

Took Helpdesk calls once a week No office, sits on the floor with everyone else

Walked around and said hi to people when he started Book: Weology by Peter Aceto


Our vision is the reason why we get up in the morning, why we go to work!

Executive Director, Sales Operation Create and develop a new cross-functional brand team for a new key

product offering Bridging gaps, breaking down silos and connecting the team with a

greater purpose


Exercise 1: When you think of great leadership, what comes to mind? Example: If you think great leadership is about listening, write ‘listening’ on the sticky note.

1. Silent brain writing, 1 word, or short-phrase per sticky.2. Each person shows their list, remove duplicates.3. Organize your stickies on your table in these columns:

Tangible (process/tools/models/practices)

In-Tangible (behaviours/attributes/traits)

20 minutes


VISIONING

INVENTING

SENSE-MAKING RELATING

Action

Enablement

Everyone has their unique signature, and must balance these capabilities


What future possibilities exist? Vision is based on the leaders core values.

Reinforce the urgency of now. We, not me.

Who are strong visionaries?

What happens if Visioning is the dominant capability?

“Paint a picture of what could be.”VISIONING“


INVENTING

Enable others to do what hasn’t been done before Chart a path through uncertainty

Who are strong inventors?

What happens if Inventing is the dominant capability?

“An effective leaders enable others to create new processes and structures”


Get out and understand what’s going on Create shared understanding via co-creation

Internally and externally focused

Who are strong Sense-Makers?

What happens with strong Sense-making, but weak Inventing, Relating and Visioning?

“Great leaders understand the new rules of the game, while it’s being played.”

SENSE-MAKING


Be visible. Be re-assuring. No placating.

Inquiry, advocacy, connecting

Who are strong Relaters?

What happens with strong Relating, but weak Inventing, Sense-making and Visioning?

“Here’s what we know, what we don’t, and here’s our current plan.”

RELATING


HOMEWORK - WHICH LENS?

Strategic “brain”

Political “Gut”

Cultural “Heart”

Strategic: “Architect” (Sense-making/Inventing)

Political: “Golden Retriever” (Relating)

Cultural: “Visionary” (Visioning)

Strategic (Rational View): Structure, tools and processes - How people are grouped (functional, x-functional, regional, product etc) - How groups are linked (programs, matrices, projects, ‘ceremonies’ - How groups are aligned on direction, and is it working?

Political (Social View): What’s in it for me and you? - Power and influence - Conflict resolution - Social networks and structures

Cultural (Irrational View): The way things work around here - mental models - Cultural assumptions - Habits and rituals


VISIONING

INVENTING


What might this mean? Who could be an example?




VISIONING

INVENTING

SENSE-MAKING

RELATING

Exercise 2: Bring your stickies hither!


VISIONING

INVENTING


My Actions for Improvement

Visioning: Inventing:

Sense-making: Relating:

What possibilities exist? Vision is based on the leader’s core values.Empowering others to invent the future, create new processes, products and more.Making sense of the organization, its market, and co-creating plans of action Being visible, being inclusive, and being authentic

20 minutes

Exercise 3: Create your signature, discuss with a partner




VISIONING

INVENTING

SENSE-MAKING

RELATING

Actions Exercise 4: Bring an action up, associate it to a capability


History of Leadership https://toughnickel.com/business/The-History-of-Leadership-Studies-and-Evolution-of-Leadership-

Theories

History of MIT’s 4-CAPS model: http://ebusiness.mit.edu/research/Briefs/Ancona_Leadership_Final_VI.pdf

Alan Mulally (Boeing, Ford) http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/

John Seely Brown (Xerox PARC) https://www.wired.com/2000/08/brown/

RESOURCES AND STORIES

Get leadership tips from Adriana: http://www.cornerstonedynamics.com/

http://timelessleadership.ca

https://toughnickel.com/business/The-History-of-Leadership-Studies-and-Evolution-of-Leadership-Theories

https://toughnickel.com/business/The-History-of-Leadership-Studies-and-Evolution-of-Leadership-Theories

http://ebusiness.mit.edu/research/Briefs/Ancona_Leadership_Final_VI.pdf

http://leadership.mit.edu/rare-find-alan-mulally-complete-leader/

VISIONING

INVENTING


timelessleadership.ca

VISIONING

INVENTING


My leadership signature My Actions for Improvement

Visioning: Inventing:

Sense-making: Relating:

What possibilities exist? Vision is based on the leader’s core values.Empowering others to invent the future, create new processes, products and more.Making sense of the organization, its market, and co-creating plans of action Being visible, being inclusive, and being authentic


Strategic “brain”

Political “Gut”

Cultural “Heart”

Strategic: “Architect” (Sense-making/Inventing)

Political: “Golden Retriever” (Relating)

Cultural: “Visionary” (Visioning)

3 Lenses Mapping Capabilities to the 3 Lenses

Strategic (Rational View): Structure, tools and processes - How people are grouped (functional, x-functional, regional, product etc) - How groups are linked (programs, matrices, projects, ‘ceremonies’ - How groups are aligned on direction, and is it working?

Political (Social View): What’s in it for me and you? - Power and influence - Conflict resolution - Social networks and structures

Cultural (Irrational View): The way things work around here - mental models - Cultural assumptions - Habits and rituals


toronto agile tour - timeless leadership

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