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Redefining Leadership by Esther Derby & Don Gray

Redefining Leadership by Esther Derby & Don Gray

Traditional definitions of leadership emphasize position, formal authority and power, vision, heroics. Those definitions might have been sufficient in another time. Organizations that need to respond to a fast-changing environment and desire continuous improvement require a different kind of leadership and a different kind of leader.

Join us 7-March as we explore ways to lead knowledge workers. Participants will design a leadership experiment to try in their workplace.

Target audience: Not limited to developers, ScrumMasters, coaches, Product Owners and managers

Agile Singapore

March 07, 2019
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  1. REDEFINING LEADERSHIP
    Esther Derby and Don Gray

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  2. HOW DO YOU
    DEFINE
    LEADERSHIP?

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  3. LEADER ATTRIBUTES
    • In your group, agree on three activities
    leaders do.

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  4. SOME COMMON DEFINITIONS…
    • Having a vision and inspiring others to work towards that vision.
    • Motivating others and channeling their energy
    • Being at the forefront, managing and guiding people towards a
    goal.
    • Being bold, and taking risks that others are too timid to attempt.
    • Gaining followers through charisma or strength of personality.
    • Holding a position of authority.
    • Having status or social standing with in a community.

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  5. A
    DIFFERENT
    DEFINITION:
    Leadership is the act of
    adjusting the
    environment so that
    everyone can contribute
    creatively to solving the
    problem(s).
    ~Gerald M. Weinberg

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  6. HOW DO YOU ADJUST
    THE ENVIRONMENT?
    Clarity
    Conditions
    Constraints

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  7. CLARITY
    • People know what to work on.
    • They know how their work fits into the
    big picture.
    • They understand their customer, and
    the business.

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  8. CONDITIONS
    • People have the means—knowledge
    and material-- to do the work.
    • Organizational structures and policies
    support their work.

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  9. CONSTRAINTS
    • People know what should always be
    done, and what should never be done.
    • People can articulate their bounded
    autonomy.
    • People have freedom to find solutions
    and be creative, while knowing certain
    decisions have already been made.

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  10. ANALYZE SCENARIOS
    • In you group…
    • Read the scenario, then answer these questions:
    • How would you evaluate the Clarity for this team?
    • Does this team have Conditions that enable collaboration
    and successfully completing their project?
    • Is this team over- or under-constrained?

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  11. HOW WOULD YOU ANSWER THESE
    QUESTIONS FOR YOUR TEAM?
    • In your group…
    • How would you evaluate Clarity for your team?
    • Does you team have Conditions that enable collaboration
    and successfully completing their project?
    • Is your team over- or under-constrained?

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  12. LEADERSHIP …
    • What is the smallest thing you could do, without asking
    permission to…
    • Increase Clarity
    • Improve Conditions
    • Adjust Constraints to be more appropriate

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  13. Esther Derby
    [email protected]
    +1 612.239.1214
    www.estherderby.com
    @estherderby
    Don Gray
    [email protected]
    +1 336.414.4645
    www.donaldegray.com
    @donaldegray

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