From Management to Leadership - How to work with agile teams

FROM MANAGEMENT TO LEADERSHIP HOW TO WORK WITH AGILE TEAMS
1 André Neubauer, JAX 2015

@devpg TWO ARE BETTER THAN ONE! 2

@devpg ABOUT ME “Software engineering enthusiast and org development fanatic.
Now executive and strong advocate on lean production and modern leadership. Motivated by 'Y’!“ @devpg 3

@devpg PREAMBLE No blaming Just reviews & learning. Respect Management
isn‘t bad but insufficient. No blueprint This is only my experience. 4

@devpg WHAT‘S OUR COMMON UNDERSTANDING OF ORGANIZATIONS? 5 Top Management
Middle Management Employees

@devpg WHERE DOES AGILE HAPPEN? 6 Top Management Middle Management
Employees Teams, working together across divisions

@devpg UNFORTUNATELY MOST AGILE EFFORTS GET STUCK AT A CERTAIN
POINT. 7 Top Management Middle Management Employees -  Power and responsibility -  Self-organized Command and control

@devpg IS MANAGEMENT STILL NEEDED IN AGILE ORGANIZATIONS? 8 Top
Management Middle Management Employees

@devpg WHAT‘S MANAGEMENT? 9 [Source: http://upload.wikimedia.org/wikipedia/commons/0/06/F._Taylor_1856-1915.jpg ] Frederick Winslow Taylor
(1856 – 1915) Father of »Scientific Management« aka Taylorism

@devpg MANAGEMENT IS BASED ON TAYLORISM 10 [Source: https://farm4.staticflickr.com/3524/3249292348_81f82d6e8d_o.jpg ]
§ Focus: Efficiency § Consider the organization as a machine. § Separation of thought and action §  Standardization of tasks §  Scaling by repeating without thinking § Goal: Scaling of production

@devpg THE SUCCESS OF TAYLORISM AND MANAGEMENT 11 [Source: http://upload.wikimedia.org/wikipedia/commons/8/83/Airacobra_P39_Assembly_LOC_02902u.jpg
] Taylorism was the enabler for massproduction!

@devpg CHALLENGES NOWADAYS 12 [Source: http://static1.businessinsider.com/image/514205d4eab8ea8b38000000-4346-3260/vatican-papal-conclave-2013.jpg ] Welcome to the
information age! §  Social responsibility §  Discontinuous change §  Short product life cycles §  Continuous price declines §  Little customer loyalty

@devpg FROM X TO Y 13 [Source: https://lh3.ggpht.com/-UhditA3kxYo/UC1n1FXEZbI/AAAAAAAAATA/WThKKSRVuCg/s640/theoryxy.png ]

@devpg 14 „It doesn’t make sense to hire smart people
and then tell them what to do; we hire smart people so they can tell us what to do.“ – Steve Jobs [Source: http://upload.wikimedia.org/wikipedia/commons/f/f5/Steve_Jobs_Headshot_2010-CROP2.jpg ]

@devpg OUR UNDERSTANDING OF ORGANIZATIONS IS OUTDATED! 15 [Source: http://upload.wikimedia.org/wikipedia/commons/d/d5/Wrong_way_sign.JPG
] We need a new understanding of leadership!

@devpg LEADERSHIP ... WHAT? 16 [Source: http://sutherland-careers.com/wp-content/uploads/2015/03/Leadership.jpg ]

@devpg 21/04/15 # 6 LESSONS LEARNED THE JOB AS A
LEADER IN AN AGILE ENVIRONMENT 17

@devpg #1: INTRODUCE POWER AND RESPONSIBILITY SENSIBLY 18 § Self-organization isn‘t
for everybody. § Help! The fact that you're not by default the best leader, also applies to your employees. They're also not immediately agile. § Step by step. People will be skeptical.

@devpg #1: INTRODUCE POWER AND RESPONSIBILITY SENSIBLY 19 [Source: http://upload.wikimedia.org/wikipedia/commons/c/c1/Peter_Kruse_auf_der_republica_10_-_2.jpg
] „Keep yourself as a leader either completely out, or try to have everything under control.“ 8 rules for complete standstill in companies – Prof. Dr. Peter Kruse

@devpg #2: IDENTIFICATION AND MOTIVATION OVER INCENTIVATION! 20 §  Intrinsic
motivation arises from identification §  Extrinsic motivation based on incentive systems will break your culturre! §  Causes frustration §  Never ending strory §  Make it your their project

@devpg #3: GIVE ORIENTATION AND INSPIRE 21 [Source: http://upload.wikimedia.org/wikipedia/commons/8/8d/Right_This_Way.JPG ]

@devpg #4: KNOW LEVEL OF AUTHORITY WHEN IT COMES TO
DECISIONS 22 [Source: http://ptgmedia.pearsoncmg.com/images/art_appelo_7levelsauthp2/elementLinks/appelo_fig03.jpg ]

@devpg #4: KNOW LEVEL OF AUTHORITY WHEN IT COMES TO
DECISIONS (2) 23 Use an authority board as a contract between teams and management.

@devpg #5: BE A FACILITATOR AND SPARRING PARTNER 24 [Source:
http://www.sparringspartner-vertrieb.de/assets/images/Sparringspartner-fuer-den-Vertrieb.jpg ] §  Connecting the dots. §  Encourage people, when things fail. §  Share your knoldege, experience, network. §  Welcome change.

@devpg #6: ACT AS A GARDENER IN YOUR ORGANIZATION 25
§  Solve impediments on a higher level. §  Create an environment so that the teams can succeed. §  Strive for best team setup. §  Have a passion for detail

@devpg #7: TEAMS SERVE THE CUSTOMER NOT THE MANAGEMENT 26
[Source: http://www.marketingclub-bremen.de/MCB2009-wp/wp-content/uploads/2013/05/Zalando_Fashion-Fontäne_kl.jpg.jpeg ] §  Origanisational structure becomes less important

@devpg #8: DON‘T TAKE YOURSELF TOO SERIOUSLY 27 [Source: http://www.littlemissmomma.com/wp-content/uploads/2012/10/2-IMG_4966a.jpg
] §  Time will come when you will be needed less and less. §  That's great, because that means you did a awesome job.

@devpg AGILE NEEDS LEADERSHIP (AS A CONTEMPORARY ALTERNATIVE TO MANAGEMENT)
28

@devpg FROM MANAGEMENT TO LEADERSHIP 29 § A good manager isn‘t
necessarily a good leader. § Your influence will be indirect, but no less important! §  If you define yourself on the status, you will probably have a problem. § Leadership doesn‘t substitue management.

@devpg THANKS FOR YOUR ATTENTION 30 [Source: http://www.flickr.com/photos/peterjlambert/97671748/sizes/o/in/photostream/]

@devpg AGAIN ... TWO ARE BETTER THAN ONE! 31

From Management to Leadership - How to work with agile teams

From Management to Leadership - How to work with agile teams

André Neubauer

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