Leadership

How to become a leader, Coach and a Mentor

What leadership is?

What is agile for you?

Better Faster Cheaper?

OR
Smaller Sooner Safer?
VUCA
Volatile
Uncertain
Complex
Ambiguous
Iceberg of Ignorance
4% of problems known to
frontline employee

9% of problems known to
Supervisors

74% of problems known

to middle Management

100% of problems known

to top Managers
100% of problems known
to top Managers
74% of problems known
to middle Management
9% of problems known to
Supervisors
4% of problems known to
frontline employee
Analogy of Plants & Leadership
 Analogy of Plants & Leadership

Act
Listen
ASK
Can you help me
Can I trust you?
Where we are going
 Mind of a typical
Leader in a Typical
Organization
 Resource
Management

Leaders decide
Project Portfolio
Management

Capacity
Mind of a typical Command & Planning
Control
Leader in a Typical
Organization

Status Reports
 Resource
Empowerment
Management

Decentralized
Leaders
Decision decide
making
Estb. Portfolio
Project Vision Goals
& Objectives
Management

TeamCapacity
Planning
Mind of an Servant Leadership
Command
Control
& Planning

Agile Leader
Trust & Transparency
Status Reports
Competence
Empowerment

Clarity
 LOW

Leadership Model

HIGH
 LOW

Individual Individual

at cipate
High Motivation Low Motivation

M
en
rti
Low competency Low competency

to
Pa

r
Se
cip

l
Manager Manager

l
Pe
rti
Highly Supportive Highly Supportive

rsu
Pa
lve
Low Directive Highly Directive

ad
So

e
Individual Individual
De Coach

High Motivation High Motivation

e
at

High competency Low competency

e&

Te
Di
leg

re
rv

ll
Gu
ct
se
Ob

id
Manager Manager

e
Low Supportive Low Supportive
Low Directive Highly Directive

HIGH
 Business
Agility Health
Radar
 Interactive &
Incremental
Delivery

Mastery

9 qualities of a
successful agile
Empowerment Vision leader

Early &Frequent
Delivery

Transparency Flow

Feedback
Collaboration
Driven
Adaptation
 Mastery
Interactive &
Incremental
Delivery

Empowerment Vision

Early &Frequent
Delivery
 Early &Frequent
Delivery

Transparency Flow

Feedback
Driven
Adaptation

Collaboration
 Interactive &
Incremental
Mastery
Collaboration Delivery
Empowerment Vision

Early &Frequent
Delivery
 Early &Frequent
Delivery

Transparency Flow

Collaboration
Feedback
Driven
Adaptation
 Mastery

Empowerment
Vision
Early &Frequent
Delivery

Transparency
Flow

Feedback
Collaboration Driven
Adaptation
 Using the principals to guide our leadership
Principal
Create value for
1 customer
Creating constancy
2 purpose
3 Think Systematically
4 Focus on process
5 Flow & Pull Value
Assure quality at
6 source
7 Seek Perfections
8 Think Scientifically
Respect every
9 individual
10 Lead with humanity
Description
Understand what customers value & find more of it while elimination waste
Create unwavering clarity of why organization exists, where it is going, and how it will get there
Consider broader connections and interdependencies to make better decisions & Processes
User great processes to deliver customer value, develop people who create great processes
Create processes that flow un-intrupted with only value added steps, triggered by real need (pull)
shorter leads time improve quality and morale
Build processes that prevent or detect EMROS at the point of creation; take the time to stop and fixe
the problem
Recognize that there is always a better way, create a culture of a continuous improvement
Follow repeated cycles of data gathering, experimentation, observation, and learning to
improvement.
Understand that everyone wants to do a good job & deserves to be feel respected: provide only
achievable and meaningful work.
Seek input, listen and learn to create an environment of growth: focus on building team’s capabilities
What does a DMS leader look like

TRADITIONAL WAY DMS WAY

Telling and directing. Envisioning and facilitating.

Establish clear objectives and allowing rules and

Define and enforcing rules & priorities.
policies to evolve as necessary.

Making project decision. Push decision making to project teams.

Working directly with business and business objectives

Managing to the project portfolio.
and capabilities.

Formal coordination to project portfolio Collaboration and relationship building.

Two down establishment of bureaucratic process heavy Allowing emergence of organic and minimally
Control structure. necessary structures and processes.
Examining root cause and coming up with longer term
Quick fix solutions.
solutions
Create organizational environment for the Team to
Telling teams how to get better.
improve yourself
 Model behavior and live the principles
Leader standard work: Team Calendar Management

Perfect time for the team to focus on the most value added
activities, e.g.

• Coaching
• Floor Walks
• Huddles
• Improving the work
• Critical customer or business value-add work
 Model behavior and live the principles
Leader standard work: Floor Walk
Observe and reflect on what is happening (example question)
• System – are priorities clear and decisions support them
• Improvement – what did we learn our most recent test?
• Behaviors – What principles are present or missing in how we lead.

LWS TRACKER MONDAY TUESDAY WEDNESDAY THURSDAY

FLOOR WALK VU1 VU2 VU3 VU4

COACHING Alan Suresh Vickie Sarah

In huddle:
LEARN Problem solving #Respect with Awesome
metrics out of
/FOLOWUP progress Alex and Lilly retro! #Focus
date
 Model behavior and live the principles
Leader standard work: Coaching
Observe and reflect on what is happening (example question)
• To develop your team into leaders
• Ensure the team is maturing within DMS
• Provide thoughtful and timely feedback on individual development

What coaching is What coaching is not

A two way conversation A one-way download of information
Based on fact & observation Grounded in hearsay
Performance or development focus Just about getting to the next pay-grade
“If you want teams to align and achieve
outcomes, you will need to hear their
voice and remove obstacles”
-Sally Elatta.
Role of Leadership in Agile Transformation
Role of Leadership in Agile Transformation

Leadership is Influence