Modern Agile Leadership Concepts for Frontline Leaders

Ever had that problem where leaders in your organisation have different views on what dynamics create great agile teams?

We often talk about the transformational leadership skills required to enable agile transformations, but what about the frontline agile leaders leading teams and shipping products?
As Agile becomes commonplace, a new breed of leaders is required that embrace the modern 21st Century leadership practices that sit behind great Agile teams.

This talk pulls together a range of key leadership models and concepts from traditional leadership models, lean Toyota practices and Management 3.0 to provide a set of practical tools and techniques to help you create frontline leaders that can help you build that leader-leader environment you thirst for.

 
 

Outline/Structure of the Presentation

1. Introduction - 3 mins

  • If we don't align leadership principles natural friction exists in the dynamics that create great agile teams.
  • Leadership indoctrination in modern leadership principles is critical to developing successful agile leaders.
  • Example of Generalist skills vs Specialist skills as a common leadership misalignment that exists

2. Organisations Types and where Agile Fits - 3 mins

  • Adhocracies as an extension of the traditional Bureaucracy & Meritocracy view of companies
  • Action-based organisations and the alignment to Agile as framing for an organisational shift that supports new leadership tradeoffs

3. Efficiency Paradox - 4 mins

  • Challenge of pure efficiency focussed organisations, in VUCA environments with high variability
  • Focussing on being efficient doesn't make you more effective but focussing on being effective will make you more efficient.
    "Go Slow to Go Fast"
  • Toyota's Andon cord - purposely inefficient to improve effectiveness
  • Examples of high variability / slack based roles in real life - Emergency Surgery - Agile Coaches

4. Audience discussion - 8 mins

Do you have enough slack to be effective?

  • 5mins - Find a pair or triplet
  • Discuss a scenario in the last 2 weeks of an activity that was not planned, but was extremely important to the team.
  • How much time did you need to spend to solve the problem properly?
  • What would the broader impact have been if you hadn't been able to work on it straight away?

    You can't solve tactical work, by doing more tactical work - Sometimes you must stop the line, to improve

5. Creating Space - 4 mins

Simplicity is the art of maximizing the work not done.

  • Eisenhower Matrix - Urgent vs Important
  • Pareto analysis - What's the 20% of work that takes up 80% of your time that can be either made self-service or automated.

6. Empowering Individuals through Effective Delegation - 4 mins

Competency evolves so leaders must constantly reassess effective delegation regularly.

  • Provide a blended model of Situational Leadership, Control vs Competence & Clarity, Management 3.0 Delegation Poker that can be used to support effective delegation.

7. Team Enablement through Intent-based leadership - 4 mins

Intent-based leadership is fundamental in leading highly autonomous teams

  • Clarity of intent - Example - Nato's military doctrine on the definition of intent
  • Empowerment requires Accountability - Example - Toyota's principle of "Avoid telling your staff exactly what to do; whenever you do that, you take responsibility away from them."
  • Clear by wide boundaries that are designed for your target level of delegation/autonomy

8. Collaborative Strategy Building for higher alignment - Alone in the woods every private is a general - 4 mins

Strategies are applied best when they are collaboratively built

  • A great strategy is situational relevant and incorporates input and feedback from teams
  • When alone in the woods great strategy provide teams with rules of thumb that help them make decisions that are in line with what their leaders would do

9. Summary - 3 mins

  • Focus first on being effective
  • Make hard choices about maximising the work not done
  • Solve tactical work by being strategic
  • Delegate effectively
  • Create an ecosystem of intent-based leadership

10. Final Word - What is your Leadership Shadow that you will cast? - 2 mins

  • Leadership is demonstrated through your actions so what does your leadership shadow say about whether you and your front-line leaders really believe in agile

Learning Outcome

Attendees will leave with a number of modern leadership principles that they can start to apply within their own teams, and frontline leaders to create an ecosystem that supports great agile teams.

Target Audience

Any leader involved in creating a management ecosystem the promotes the leader-leader model

Prerequisites for Attendees

None, although a general understanding of modern leadership practices may benefit.

Slides


schedule Submitted 2 months ago

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