Leadership at Every Level: Practices for Aligned Autonomy
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The document discusses practices for leadership at every level and aligned autonomy in organizations. It promotes enabling acts of leadership from all employees. Several "safety nets" and "vision balloons" are described to encourage psychological safety and shared vision. These include practices like "andon cords", "competence building", and "role clarity". When combined with competence and clarity, they can provide aligned autonomy. The document advocates for leader-leader models and hypothesis-driven leadership to unite people towards shared goals.
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Leadership at Every Level: Practices for Aligned Autonomy
- 1. @mattphilip Leadership at Every Level Practices for Aligned Autonomy
- 3. @mattphilip #leanagileus19 Kanban Method Principles Encourage acts of leadership at every level? — Kanban Condensed
- 4. @mattphilip #leanagileus19 Alignment Enables Autonomy — Henrik Kniberg
- 5. @mattphilip #leanagileus19 Today’s Environment Volatile Uncertain Complex Ambiguous
- 6. @mattphilip #leanagileus19 Adaptive and Tactical Performance Complex Complicated SimpleChaotic Relationship between cause and effect clear only in hindsight Relationship between cause and effect requires analysis Relationship between cause and effect obvious to all No relationship between cause and effect at system level Probe Analyze CategorizeAct Emergent Practice Good Practice Best PracticeNovel Practice Requires adaptive performance Requires tactical performance — Cynefin: Dave Snowden
- 7. @mattphilip #leanagileus19 The Motive Spectrum The Work Itself Your identity, values and beliefs External Forces Pleasure (Play) Purpose Potential Emotional Pressure Economic Pressure Inertia DirectIndirect — Primed to Perform
- 8. Organizations And their design for leadership
- 10. @mattphilip #leanagileus19 The Organizational Upside-Down Manager Manager Worker Worker Worker Executive Worker
- 11. @mattphilip #leanagileus19 The Organizational Upside-Down Manager Manager Worker Worker Worker Executive Worker
- 12. @mattphilip #leanagileus19 The Organizational Upside-Down Follower/ Leader Follower/ Leader Follower Follower Follower Leader Follower
- 13. @mattphilip #leanagileus19 The Organizational Rightside-Up Manager Manager Worker Worker Worker Executive Worker
- 14. @mattphilip #leanagileus19 The Organizational Rightside-Up: Leader-Leader Leader Leader Leader Leader Leader Leader Leader
- 15. @mattphilip #leanagileus19 Enablers: Psychological Safety and Shared Vision Leader Leader Leader Leader Leader Leader Leader
- 16. Safety Nets Practices that enable psychological safety 16
- 18. @mattphilip #leanagileus19 Safety Nets •Andon Cord •“I intend to” •Competence Building •Playgrounds •Strong Communities
- 20. @mattphilip #leanagileus19 “I Intend to…” Language Disempowered: ❖I would like to ❖What should we do about ❖Do you think we should ❖Could we ❖I need to ask <name> Empowered: ❖I intend to, plan on ❖I/we will — Intent-Based Leadership® from Turn the Ship Around
- 21. @mattphilip #leanagileus19 Competence + Clarity = Aligned Autonomy Competence + Clarity GiveControl Aligned Autonomy
- 23. "The ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around." -- Noel Tichy, The Leadership Engine @mattphilip #leanagileus19
- 25. Vision Balloons Practices that enable shared vision and clarity 25
- 28. @mattphilip #leanagileus19 Vision Balloons: Practices That Enable Shared Vision and Clarity ❖ Hypothesis-Driven Leadership ❖ Leadership Backbriefing ❖ Role Clarity and Design ❖ Company Bets/Portfolio Board ❖ Autonomy-Support Meetings
- 29. @mattphilip #leanagileus19 Hypothesis-Driven Leadership ❖ We believe that <doing/building/creating this> ❖ for <these people / personas> ❖ will achieve <this outcome>. ❖ We will know this is true when we see <this market feedback, quantitative measure, or qualitative insight>.
- 33. @mattphilip #leanagileus19 Role Clarity and Design ❖ Show impact of individual contribution ❖ Connect meaning of activity ❖ Set expectations, coach ❖ Provide social learning connections ❖ Culture add over culture fit Competency Exit Flow Channel Engagement Boredom Anxiety Challenge
- 34. @mattphilip #leanagileus19 Linking All the Boards
- 35. @mattphilip #leanagileus19 Company Bets Boards — Henrik Kniberg
- 36. @mattphilip #leanagileus19 Give Information, Not Instructions
- 37. @mattphilip #leanagileus19 Autonomy-Support Meetings •How can I help you realize your goals in the next year? •By when would you like me to achieve these things for you? •In what areas have I failed to help you in the past, and how can I improve? •What kind of things would help you feel more engaged? •How can I help smooth your path toward mastery of certain skills? •What does success look like for you, and how can I help you succeed?
- 38. @mattphilip #leanagileus19 Einheit: Unity and Alignment — Salesforce: Vision, Values, Methods, Obstacles, and Measures
- 39. "When people lack clarity they will optimize for what is in their control, output that is attainable to them but not necessarily the outcomes you want to produce.” — Barry O’Reilly @mattphilip #leanagileus19
- 40. Parting Thoughts Creating safety nets and vision balloons 40
- 41. @mattphilip #leanagileus19 Intent-Based Practices Get Real
- 42. @mattphilip #leanagileus19 Intent-Based Practices Get Real Competence + Clarity GiveControl Aligned Autonomy
- 43. “If you tell people where to go, but not how to get there, you’ll be amazed at the results.” — George S. Patton @mattphilip #leanagileus19
- 44. @mattphilip #leanagileus19 For Further Exploration •Turn the Ship Around! •The Fifth Discipline •Primed to Perform •https://www.unlearn.online/ •https://trailhead.salesforce.com/ •https://www.leanability.com/en/blog-en/2017/04/flight-levels-the- organizational-improvement-levels/ •https://blog.crisp.se/2016/06/08/henrikkniberg/spotify-rhythm