Conscious leaders - Conscious organizations - Agile leadership
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“The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.” In this talk we will explore why agile is way more than a set of practices but defines a whole new culture for organizations. A culture that requires organizations to raise their level of consciousness in order to create better and more humane workplaces where individuals can bring their whole self at work everyday. Levering on the Management 3.0 toolkit, activities borrowed from Improv and tools used in Life Coaching we’ll deep dive into topics like Values, Delegation, Listening at a deeper level and Trust. - Why let it go from the command and control mindset? - Which tools can you use as an Agile leader? - Why trust is the foundation? - Why self-awareness is key as an Agile leader? - As a leader, am I a roadblock in the Agile adoption initiative?
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Conscious leaders - Conscious organizations - Agile leadership
- 2. Who am I? • Entreprise Agile Coach • Publishing,Telcos, Industrial Property, Banking... • Startup companies and MNCs • Works at Palo IT, a boutique Innovation consultancy • LifeTransformation Coach (ACC - International Coaching Federation) • Explorer, seeker, salsa dancer and cheese lover Twitter: @mahe_sylvain LinkedIn: https://sg.linkedin.com/pub/sylvain-mahe/2/275/8b0 “No problem can be solved from the same level of consciousness that created it” - Einstein
- 3. • Can you help us standardize the workflow in Jira for all the team • Who should be the PO: the BAs? • Who should be the SM: the PMs? • Can you document all the agile ceremonies, roles and artefacts so that we can update our official process on the Intranet • Please assess the level of agility of our teams so that we can compare them • Oh, and if you could normalize velocity across teams that would be great… Things organizations often ask
- 4. Agile iceberg Agile defines a culture
- 9. Culture
- 10. Leading causes of failure
- 11. ”“Culture eats strategy for breakfast. - Peter Drucker
- 12. Leaders
- 13. ” “The culture of any organization is shaped by the worst behaviour the leaders are willing to tolerate. - Gruenert andWhitaker
- 15. The operating system is broken
- 16. Theory X and Theory Y
- 17. Trust
- 19. 4 tips to grow your agile leadership 1. Take a honest look at yourself 2. Sharpen your questioning and listening skills 3. Connect with others 4. Create trust 5. Cultivate appreciation
- 20. TAKE A HONEST LOOK ATYOURSELF
- 21. • What kind of questions do you usually ask? – Open / closed – Leading – Do you make good use of the silence? • Are you able to shut up and listen? – Seems easier than it is in reality ;-) – Stay in the client’s space – Be fully present • Do you know your intention? – Listening? Judging? (telling a diving trip story) - I was maybe 10m deep and could barely see. - Oh, that was scary, wasn’t it? - I was maybe 10m deep and could barely see. - Oh yes, that reminds me of my diving trip last year… Observe
- 22. • My realizations • I talk too much – silence is key • I want to convince • My presence is on and off • It’s hard not to make suggestions because I’m the smartest and the world needs to know what I have to say • From now on • I will know myself better • I will try to be a role model PRESENCE > NON JUDGMENT > SILENCE My journey
- 23. SHARPENYOUR LISTENING AND QUESTIONING SKILLS
- 24. • What are you able to pick up beyond the words? • What happens when your interlocutor is in an emotional state? • Or when you interact with a doer or a thinker • What are your triggers? • How often do your questions start with “Why?” • Welcome to the land of powerful questions! Physical EmotionalIntellectual Observe
- 25. Facts Emotions / Feelings Values, beliefs, frameworks • Chit chatCosmetic • Self centered • I (…feel the same, …want to ask, …want to know…) Conversational • Mirroring, paraphrasing • Perspective sharing • Body language, tone of voice Active • Keywords • Unsaid • Feelings Deep Communication iceberg
- 26. Coaching dojo
- 27. • My realizations • I’m Intellectual, Emotional • I’m at ease with emotions • I’m not (always) truly curious • I want to understand my client’s issue and then follow my train of thoughts • I (sometimes) take things personally • From now on • I’ll go out of my comfort zone and experiment • Say 100x in front of the mirror: “There is no problem to solve” FEEL > LISTEN > MIRROR > EMPATHIZE My journey
- 29. • How curious are you about others? • How much do you really care about them? • How much do you know the person, not just the colleague? Observe
- 32. Personal maps
- 34. • My realizations • I’m very open to talk about myself at work • But it’s hard to ask people questions about themselves • From now on • Next time I meet this person, I’ll find something new about her CURIOSITY > CARING My journey
- 35. CREATETRUST
- 36. • How much do you trust others? • What would you need to trust them more? Did you tell them? • How much do you think they trust you? Observe
- 37. Delegation poker
- 38. Delegation poker
- 39. Delegation poker
- 40. • My realizations • Trust creates psychological safety, a key component of high performance • Good starting points are equal voice + empathy • From now on • I’ll observe how often people say “I don’t know”, “I need help”… to gauge how safe is the environment • I’ll do my best to embody vulnerability- based trust EQUAL VOICE > EMPATHY My journey
- 42. • How does it feel when you appreciate someone? • And when you receive an appreciation? How do you react? • How often do you say “Thank you”? • Are you speaking from the heart when you say it? Observe
- 43. Kudo cards
- 44. Kudo cards
- 45. • My realizations • One of my biggest motivator • It’s not that easy to just say “Thank you” • Is a game changer in some organizations • From now on • I’ll show the power of appreciation to my clients JUST SAY THANK YOU > JUST ENJOY My journey
- 46. 1. Take a honest look at yourself 2. Sharpen your listening and questioning skills 3. Connect with others 4. Create trust 5. Cultivate appreciation …and practice, practice, practice! Take-aways • Play Delegation Poker • Draw a colleague’s Personal Map • Play Moving Motivators • Facilitate a round of appreciation in your next Retrospective • Listen more and learn about powerful questions • Run Coaching Dojos
- 49. “ ” First they ignore you, then they ridicule you, then they fight you, and then you win. We’re on a mission!
- 50. – Agile coaching course: ICAgile,Agile Coaching Institute… – Life coaching – Communication patterns: NonViolent Communication,TransactionalAnalysis, Toltec Agreements – Models: TransactionalAnalysis, Process Communication, MBTI, 16PF, Enneagram, Strength Finder, Insights… Further reading
- 51. “ ” Be the change that you wish to see in the world. Thank you
Notas do Editor
- - Welcome to this session very happy to be here Thx organizers - A few words about myself
- My name is Sylvain. I work in Singapore as an Enterprise Agile Coach. I use to say that I have 2 lives, during the day I coach Agile teams, and at night and weekends I work as a Life coach. Today I want to share with you how I became an Agile coach and when I realized that coaching was not what I thought it was. ACTIVITY: Ask a few questions to the group Coach? SM? - Tech background Project / Pgm management waterfall Around 10 yrs ago, I was working on a Titanic project. Losing money (million of euros), lost trust… Came across Agile and decided to give it a go. Great success. Restored profitability, trust and quality dramatically improved. I became Mr Agile. Events, books, CSM… Agile center of excellence. Trained ppl. Evangilization. Introduced Agile to my org, internal trainer. Slowly shifted from pgm management to trainer… Did that for 3 years. After a few years of practicing. Kept coming across the word coach (SM is the coach, Agile coach…). I started seeing myself as a coach. What I had in mind was the sport coach. To me a coach was an experienced Agile practitioner. After all, I’m a coach - I have been practicing for a few years already - I support my team, I cheer them up - To me coach = sports coach
- Standardize workflow in Jira Who should be the PO: the BAs? Who should be the SM: the PMs? Document the agile ceremonies exactly Assess level of agility so that we can compare teams Normalize velocity…
- At the top: org chart, processes, tools… At the bottom: mindset
- Levels of consciousness of orgs (following spiral dynamics: levels of consciousness of human beings) Ability to operate at lower levels, but not higher
- What happens when you try agile in orange? (see Bunning) Agile requires higher level of consciousness
- And then your strat eats your tactics for lunch…
- Leaders shape culture esp in big orgs Leaders is the limit Leaders go first But we’re all leaders Cannot change others: start with yourself
- Workforce has changed a lot: creative workers instead of uneducated ppl. Rules from the past: 40hrs work week = less mistakes on a an assembly line
- Alignment enables autonomy
- EGO Judgment Difficult to create significant conversations that way Fully present means: Do you catch yourself wanting to speak? Do you interrupt the story teller? Do you hijack the conversation? ================= Longer version: Have a debrief within the groups
- I discovered my dark side: +/- etc… Judgment My agenda Take things personally Impatience My ego, I want to shine I’m scared not to have the RIGHT solution Drivers
- EGO Judgment Difficult to create significant conversations that way ================= Longer version: Have a debrief within the groups
- Levels of listening, Listening pyramid Said and unsaid, go beyond what’s said Give examples - Cosmetic Conversational: Here, you relate what is being said to your own world, situations your past recall, your strong opinions about the matter and so on. Most likely, you end up being the one talking, sharing your own experiences and giving advise. But do you think ppl want your validation? Approval? Most of us just want to be heard. Active: you are focused on the person or team in front of you. You are connected by eye contact, deep listening to what each person is saying and what the person is saying “between the lines”. You are trying to understand the perspectives and intentions of this person by letting yourself see the world from their position. You start going beyond what’s said, beyond the words. Deep: you are doing the same as on level two, however you are also sensing the feelings; the happiness, frustration, the sadness of the one in front of yo - and you are reflect those feelings back
- Describe circles: Do Think Feel Experiment with different people
- In order of importance (for you as a person) Then fulfilled/unfulfilled Then show impact of a decision
- A great way to start the conversation about Trust.
- Optional: If we want to transform the world of work, it’s important to live by the agile values. People, empowerment, trust, openness . Coaching embeds a lot of these values and it’s a great starting point . Scott Dunn (eat our own dog’s food. We agilists are very well positioned to be the leaders of tomorrow).