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From Management to Leadership - How to work wit...

From Management to Leadership - How to work with agile teams

Agilität ist aus vielen Unternehmen nicht mehr wegzudenken. Aufgaben, Verantwortlichkeiten und die Zusammenarbeit haben sich radikal verändert, um nur einige Aspekte zu nennen. Verfolgt man den agilen Weg konsequent, ergibt sich zwangsläufig die Frage, ob und wie viel Management in agilen Organisationen notwendig ist. Hintergrund dieser Überlegung ist, dass Selbstorganisation, Transparenz und Flexibilität nicht zu klassischen Managementansätzen passen. Aber ist dieses Bild wirklich so schwarz-weiß oder braucht es nicht einfach ein zeitgemäßeres Führungsverständnis?

André Neubauer

April 21, 2015
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  1. @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
  2. @devpg PREAMBLE No blaming Just reviews & learning. Respect Management

    isn‘t bad but insufficient. No blueprint This is only my experience. 4
  3. @devpg WHERE DOES AGILE HAPPEN? 6 Top Management Middle Management

    Employees Teams, working together across divisions
  4. @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
  5. @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
  6. @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
  7. @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 ]
  8. @devpg 21/04/15 # 6 LESSONS LEARNED THE JOB AS A

    LEADER IN AN AGILE ENVIRONMENT 17
  9. @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.
  10. @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
  11. @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
  12. @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 ]
  13. @devpg #4: KNOW LEVEL OF AUTHORITY WHEN IT COMES TO

    DECISIONS (2) 23 Use an authority board as a contract between teams and management.
  14. @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.
  15. @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
  16. @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
  17. @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.
  18. @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.