location_city Ottawa, Ontario schedule Nov 21st 10:45 AM - 12:15 PM EDT place Leadership and people (Agile Pain Relief Room)

You're a Manager or Executive not a ScrumMaster - what is the role of Leadership in an Agile Organization? You've seen the Dan Pink video on Motivation and are mystified as to how to help.


Outline/Structure of the Workshop

Cite Gallup in % engagement at work – worldwide 13%.

Disengaged workers out number engaged by 2 to 1 – worldwide and in Canada/US 1.6 to 1. This ignores the workers who’re neither engaged nor disengaged.

 C1 – Moving Motivators Game: https://management30.com/product/moving-motivators/

5 Minutes – explore your own motivations as they stand today.

7 Minutes – discuss with a pair

5 minutes reflect on how Agile Transformation is/will affect your motivators

C2 Theory X/Y

10 Minutes - Introduce Concept, ask the question how many Theory X people do you have (trap); Ask where the real motivation problem lies.

Ask about Drawbacks of Theory Y 

C3 Herzberg – Two Factor

5 Minutes - Explain Motivation vs. Hygiene. Get attendees to classify whether a factor is one or the other.

10 Minutes - Share with them the data from Herzberg’s studies.

Ask audience to create a top 5 list of organizational elements to improve in their workplace, based on Herzberg. Discussion.

C4 Introduce SCARF and Avery Responsibility Process

8 minutes – explain the two models. Avery as a personal model to recognize our own behaviours and take control. SCARF to recognize our selves and also to understand others. When used to understand others emphasize the importance of empathy and not manipulation.


15 minutes Do a quick role play of several potential leadership behaviors and use the models to understand, the situation and how to play them better.


For the role play I model an initial role play with a challenging problem and weak leadership response. Attendees suggest a better response and how we could have handled it. The attendees work at their tables to create their role plays.

Learning Outcome


  • Your own motivations
  • Theory X/Y
  • Herzberg's Two Factors and their application to your workplace
  • Discover SCARF and Avery Responsibility Process
  • Practice putting this together in the final role play

Target Audience

Leaders in an Agile Organization; People who're attempting to influence Leadership to work in the best way

schedule Submitted 6 years ago

  • Maurizio Mancini

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    • Step 1: Run in the rain
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  • Chris Murman

    Chris Murman - Things Are Broken: A Case Study In Moving Tooooooooo Fast

    Chris Murman
    Chris Murman
    Agile Consultant
    schedule 6 years ago
    Sold Out!
    45 Mins
    Case Study

    “Move fast and break things.” — Mark Zuckerberg

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    I hope you’ll join me in seeing how we learned to work smarter instead of harder.

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  • Jesus Mendez

    Jesus Mendez - Behind the scenes of retrospectives

    90 Mins

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    In this workshop I will walk you through the reasons, concepts, phases, tips and tricks of agile retrospectives and everything that happen behind the scenes. We'll share the space and learn together how to make this event a great one in a practical, engaging, fun and interactive manner.

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    Jeff Kosciejew / Andrew Annett / Ardita Karaj / Ellen Grove / Jeff "Cheezy" Morgan / Lee Elliott / Sue Johnston - What we've learnt as Agile Coaches

    90 Mins
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    What have some successes been?
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  • Mark Levison

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    60 Mins

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  • Jesus Mendez

    Jesus Mendez - IT has embraced agility ... what about the rest of the business?

    60 Mins
    Experience Report

    3.5 years ago Seedbox Technologies decided to embrace agile methodologies as its way to develop web based products, get them out faster, survive and thrive competition.

    It's all started in a traditional fashion:  external consultants were hired to teach employees the agile mindset and how to use agile methodologies like Scrum and Kanban when developing web based products. Project Managers got trained and became Product Owners, experienced Scrum Masters were hired to get development teams to their highest level of performance as fast as they could, developers got trained and developed experience around their team development processes, engineering managers supported agility across the company, and stakeholders directly involved in product development got invited to collaborate with software development teams through agile processes, once they got fully implemented.

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    • What happen with the rest of the organization?
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    • Is them vs Us or vice versa? 
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    • How do we get everyone in the organization to communicate when we don't share the same vocabulary?
    • How do we fill the gap and avoid old management treats get in the way of the companies transition to something bigger than just the teams?
    • Shall we wait until they realize that we all need to change or shall we help them get there?
    • How do we use are know-how to turn this mess into a big opportunity for the organization to grow?
    • Do we need help?

    Well, if this experience report gets accepted, I will share what I've learned about:

    • The challenges & flaws that we faced when transitioning from team based agility to organizational agility
    • Some of my reflections as an inside observer
    • How to use the lessons learned as a wake up call
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    60 Mins

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  • Mike Bowler

    Mike Bowler / Ellen Grove - Putting the Moose on the Table: Make your retrospectives more effective using LEGO SERIOUS PLAY techniques

    90 Mins

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  • Paul J. Heidema

    Paul J. Heidema - Vital Behaviours of Successful Scrum Masters and How to Make Them Stick

    90 Mins

    Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

    In this workshop, we will harness the knowledge and experience of the participants! 

    Influencer Book

    Because everyone can contribute to the learning of the entire group. It will dynamic, full or energy, and joyful - woohoo!

    Who can benefit the most from the session and the power of harnessing the group?

    • Scrum Masters that are struggling to do this role well
    • Leaders that are not seeing the results needed for an effective Scrum team through a weak/unskilled Scrum Master
    • Agile coaches that are coaching Scrum Masters without meaningful or consistent results
    • Project managers trying to make the transition to becoming a successful Scrum Master

    This workshop will use concepts and the model from the book "Influencer"

    Prepare to work together to discover the Scrum Master vital behaviours!

    Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

    Influencer - the model

    During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6)  sources of influence.

    Prepare to work together to discover the Scrum Master vital behaviours!