Agile Leadership: A Different Mindset

SEPTEMBER 19, 2018
A DIFFERENT MINDSET
PITT AGILE

AARON KOPEL
CEO, Project Brilliant

Organizations
rangingfrom
2 to85,000 people

NOTABLE CLIENTS
26-Sep-18 © 2018 Project Brilliant LLC 4

TONIGHT’S TOPIC…
Agile Leadership
A Different Mindset
Your organization is going Agile and its time for Leaders to lead the way! But
you can’t lead the same way you used to... the approach that got us here
won’t get us there. It’s the new world of Agile and leadership must evolve to
enable the organization to sustain its Agile journey indefinitely.
Agile leadership is different. It takes a different mindset, new mental models,
and an understanding of the new environment we’re trying to create. You’re
now a servant leader who empowers people and communities, and creates
the organizational environment where people can collaborate and experiment
together toward the achievement of a shared vision. Join Aaron Kopel of
Project Brilliant to discuss in more detail, and understand how to get started
on your Agile leadership journey.

TAYLORISM
• Fredrick Taylor
• Scientific Management
• Early 1900s

WATERFALL
Requirements
Design
Analysis
Test
Code / Build
Deploy
-Dr. Winston Royce
Father of “Waterfall”
Managing the Development of Large Software System
”…the implementation described
above is risky and invites failure.”

SCRUM

SYSTEM OPTIMIZING GOALS?
• Customer Value
• Adaptability
• End-to-end cycle time
• Personal secrecy
• Ideation
• Busy-ness
• Management bonuses
20
“Indirect Wishes” (desired outcomes)
• Increase Revenue
• Reduce Cost
• Increase Innovation
Effectiveness over Efficiency

BARRIERS TO AGILE ADOPTION
26-Sep-18 21 © Project Brilliant LLC
-VersionOne state of Agile Survey

CAUSES OF FAILURE IN AGILE
-VersionOne state of Agile Survey

STACEY MATRIX & COMPLEXITY
WHAT
HOW

HOW DID WE GET HERE - TAYLORISM
Fredrick Taylor
Scientific Management
Cogs in a machine,
working on cogs in a machine

HOW DID WE GET HERE - WATERFALL
Requirements
Design
Analysis
Test
Code / Build
Deploy
-Dr. Winston Royce
Father of “Waterfall”
From Managing the Development of
Large Software System
”…the implementation described
above is risky and invites failure.”

MANAGEMENT THEORY - MCGREGOR
Graphic from: http://allhandnote.blogspot.com/2013/05/theory-x-and-theory-y.html

People
are not
Resources

KNOWLEDGE WORKERS
•Autonomy
•Mastery
•Purpose

Optimize the flow of
value by using Scrum.
Scrum Master
Referee & Change Agent
SCRUM ROLES
29
3-9 dedicated Development Team members + PO + SM

ALIGNING TEAMS FOR VALUE DELIVERY
30
UI Team
Messaging Team
Bus Logic Team
Database Team
Application Team
Feature
1
Feature
2
Feature
3
UI
Messaging
Bus Logic
Database
Application
Feature
Team
1
Feature
Team
2
Feature
Team
3
Feature TeamComponent Team

SELF-MANAGING TEAMS (AKA SELF-ORGANIZING)

TRADITIONAL FUNCTIONAL MANAGER
+
- +
-
PO
Dev
Team

“T-SHAPED” PEOPLE
33
DepthofExpertise Breadth of Skills
Java
Doc
Javascript
UI
QA
DBA
iOS

SYSTEMS THINKING & MODELING
34

TRADITIONAL VS. AGILE

LEADERSHIP AGILITY COMPASS
Leadership Agility
Joiner & Josephs

LEADERSHIP AGILITY STAGES (JOINER & JOSPEPHS)
• Tactical, Problem solving orientation
• believes that leaders are respected and followed by other because of their
authority and expertise.
Expert(~45%)
• Strategic, outcome orientation
• Believes that leaders motivate others by making it challenging and satisfying to
contribute to larger objectives.
Achiever (~35%)
• Visionary, facilitative orientation
• Believes that leaders articulate an innovative, inspiring vision that bring together
the right people to transform the vision into reality. Leaders empower others and
actively facilitate their development.
Catalyst (~10%)
Pre-Heroic (~10%)
Heroic
(conventional)
Post-Heroic
(post-conventional)

LEADERSHIP AGILITY - KEY ASPECTS
Key Aspects Expert Achiever Catalyst
Mindset… I My Way We
Best way to get work done is… Clone Me Manipulate Experiment
Personal motivation… Smart Moving Up Coach
Influence through… Command Buy-in Safety & Trust
Communication style… 1 : 1 1 : Many Many : Many
Organizational view… Tactical Strategic Visionary
Focused on… Tasks Results Goals
People are… Problems Pawns Assets
Team engagement… Doer Compete Collaborate
Feedback from subordinates… Uninterested On/Off Bus Listen & Integrate
Motivation through… Busy / Output Stretch Goals Transparency
Authority from… Expertise Hierarchy Empowerment
Systems thinking view… Local Regional Global

REINVENTING ORGANIZATIONS – LALOUX CULTURE MODEL
40
Book: Reinventing Organizations (Laloux)
Graphic & animation: Peter Green

COMPETING VALUES FRAMEWORK

SIX LEADERSHIP TEAM ATTRIBUTES
1. Small (3-10 people) enough to be effective.
2. Genuinely trust each other and can be vulnerable
with each other.
3. Regularly engage in unfiltered conflict around
important issues.
4. Leave meetings with clear-cut active and specific
agreements around decisions.
5. Hold one another accountable to commitments and
behaviors.
6. Members are focused on Team #1 (ahead of their
own departments).
The Advantage, by Patrick Lencioni

IN CLOSING…
• Agile organizations play a completely different game
than their waterfall ancestors.
• Agile Leadership requires a different mindset.
• Focus on the organizational system and enablement
of knowledge workers.
• Promote trust and safety.
• Culture is a reflection of leadership.
• Culture follows Structure.

CERTIFICATION CLASSES IN PITTSBURGH
Certified ScrumMaster® (CSM)
Pittsburgh, PA
Nov 14-15
Discount code: PittAgile
www.ProjectBrilliant.com/events

Thank you!
Aaron Kopel - CEO
Certified Scrum Trainer (CST)
Cetified Enterprise Coach (CEC)
Aaron@ProjectBrilliant.com
317.253.8500
@aakopel
Linkedin.com/in/aaronkopel
Project Brilliant, LLC
450 E. 96th St.
Suite 500
Indianapolis, IN 46240

Agile Leadership: A Different Mindset

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