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Servant leadership un neutered 2016 09 21

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This document discusses the concept of servant leadership. It begins by presenting questions about the definition of servant leadership, such as whether it means "leadership for nice guys" or "leading by example". It then discusses Robert Greenleaf's conception of servant leadership, which emphasizes serving people, teams and the organization in a purposeful pursuit of their needs. The document outlines six strategies for Lean-Agile transformation based on servant leadership: skills-first, needs-first, team-first, improvement-driven, alignment-driven, and purpose-driven. Each strategy is explained briefly. The document concludes by inviting the audience to learn more about servant leadership and Lean-Agile transformation.

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Servant Leadership un-neutered Copyright © 2016 Positive Incline Ltd. All rights reserved. Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift & @KanbanInside Home: www.agendashift.com LinkedIn: Agendashift (group) Agile Cambridge, September 2016

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Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift, @KanbanInside Blog: positiveincline.com, blog.agendashift.com • Author, Kanban from the Inside • Founder, Agendashift • Former Executive Director and global development manager, then IT Director • Interim delivery manager for two UK government digital “exemplar” projects • Consultant, trainer, coach • Brickell Key Community Contribution Award 2014 #hello, my name is Mike Burrows

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Coaching Strategy deployment Strategy planning Values-based delivery assessment Debrief / action workshop Transformation strategy framework Transparency | Balance | Collaboration | Customer Focus | Flow | Leadership Lean-Agile | Kanban | Clean Language | Cynefin | Lean Startup | A3 | Servant Leadership Agendashift Transforming Lean-Agile transformation ™

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What, to you, is Servant Leadership?

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“Leadership for nice guys”?

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“Leadership lacking leadership”? Adam Maddison (@dog_bytes) quoting Dan North (@tastapod), Agile Cambridge 2016

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“Leading by example, behaving well”? Edward D. Hess, Servant leadership: A path to high performance www.washingtonpost.com, April 28th 2013

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“Unblocking all the things and getting out of the way”?

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“Serving people”?

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Serving the team

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Serving the process Serving the team

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Serving the team Pursuing purpose

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Robert K. Greenleaf (1904-1990) Three key essays: • The servant as leader • The institution as servant • Trustees as servants Key thoughts: • Servant first, then leader • Legitimacy

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1. Help others to be successful • Removing impediments, meeting immediate needs 2. Help others find autonomy & meaning • Together developing and pursuing the organisation’s values, mission, and purpose in society 3. Help develop servant leadership in others • Ensuring that this process will continue

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“Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Small acts of [Servant] Leadership, circa 2013 • positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ • positiveincline.com/index.php/2013/06/small-acts-of-leadership/ • Kanban from the Inside (2014), chapter 6

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Six strategies for effective Lean-Agile transformation Strategies to address gaps Strategies to sustain transformation 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven Servant Leadership

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Strategy 1: Skills-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Servant leadership un neutered 2016 09 21

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Servant leadership un neutered 2016 09 21

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Strategy 2: Needs-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Simon Kaplan Start with needs* *user needs not government needs www.slideshare.net/j_boye/simon-kaplan

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Servant leadership un neutered 2016 09 21

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User story: As <persona>, I want <what> so that <why> Job story: When <situation>, I want <what> so that <resolution>

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User story: As a driver, I want a list of directions so that I can review my route Job story: When I’m about to leave the motorway, I want to know what’s coming next so that I can choose the right lane on the slip road

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Servant leadership un neutered 2016 09 21

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Strategy 3: Team-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Servant leadership un neutered 2016 09 21

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Servant leadership un neutered 2016 09 21

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Six strategies for effective Lean-Agile transformation Strategies to address gaps Strategies to sustain transformation 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven Servant Leadership

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Strategy 4: Improvement-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Servant leadership un neutered 2016 09 21

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Instead of “checklisting” practices… ü Round the room with the three questions ü Reviewing the board right to left

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…reflect on their outcomes • We share progress on our work frequently and are quick to collaborate as the need or opportunity arises

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#cleanlanguage • “What would you like to have happen?” • “Then what happens?” • “What needs to happen for that to happen?”

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Frame action as hypothesis We believe that (actionable change) ____________________________ will result in (meaningful impact) ____________________________. We’ll know that we have succeeded when (observable outcomes) ____________________________ ____________________________ ____________________________.

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Change: Context: Owner: Mentor: (owner) Copyright © 2016 Agendashift This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Pilot experiments (new A3s) Directly impacted Other stakeholders & influencers Assumptions & dependencies People Insights To be validated To be resolved Hypothesis Risks Downside (to be invalidated/mitigated) Upside (to be nurtured)We believe that will result in We'll know that we have succeeded when:

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Organise experiments for implementation Agree Urgency Negotiate Change Validate Adoption Verify Performance Complete Next Adopted Reverted Soon Rejected New Abandoned Adapted from Jeff Anderson’s The Lean Change Method; see also Ash Maurya’s Running Lean

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Strategy 5: Alignment-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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Feedback loops as alignment mechanisms Strategy Review Risk Review Service Delivery Review Standup Meeting Replenishment/ Commitment Meeting Delivery Planning Meeting Operations Review Source: David J. Anderson, ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method

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Servant leadership un neutered 2016 09 21

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Strategy 6: Purpose-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”

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“Know what you’re delivering, to whom, and why it matters” Reflection: Are people connected to purpose?

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“Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become” 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven

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Thank you! Over to you… • Rediscover Greenleaf – Servant Leadership (book) – The Servant as Leader (essay, pdf) • Read the white paper, try a mini assessment – agendashift.com/paper 6+1 Essential strategies for successful Lean-Agile transformation – agendashift.com/2016 – this year’s survey • Stay in touch: – Email: mike@agendashift.com – LinkedIn: Agendashift (group), also Slack – Twitter: @asplake @agendashift @KanbanInside

More Related Content

Servant leadership un neutered 2016 09 21

  • 1. Servant Leadership un-neutered Copyright © 2016 Positive Incline Ltd. All rights reserved. Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift & @KanbanInside Home: www.agendashift.com LinkedIn: Agendashift (group) Agile Cambridge, September 2016
  • 2. Mike Burrows Email: mike@agendashift.com Twitter: @asplake, @agendashift, @KanbanInside Blog: positiveincline.com, blog.agendashift.com • Author, Kanban from the Inside • Founder, Agendashift • Former Executive Director and global development manager, then IT Director • Interim delivery manager for two UK government digital “exemplar” projects • Consultant, trainer, coach • Brickell Key Community Contribution Award 2014 #hello, my name is Mike Burrows
  • 3. Coaching Strategy deployment Strategy planning Values-based delivery assessment Debrief / action workshop Transformation strategy framework Transparency | Balance | Collaboration | Customer Focus | Flow | Leadership Lean-Agile | Kanban | Clean Language | Cynefin | Lean Startup | A3 | Servant Leadership Agendashift Transforming Lean-Agile transformation ™
  • 4. What, to you, is Servant Leadership?
  • 6. “Leadership lacking leadership”? Adam Maddison (@dog_bytes) quoting Dan North (@tastapod), Agile Cambridge 2016
  • 7. “Leading by example, behaving well”? Edward D. Hess, Servant leadership: A path to high performance www.washingtonpost.com, April 28th 2013
  • 8. “Unblocking all the things and getting out of the way”?
  • 13. Robert K. Greenleaf (1904-1990) Three key essays: • The servant as leader • The institution as servant • Trustees as servants Key thoughts: • Servant first, then leader • Legitimacy
  • 14. 1. Help others to be successful • Removing impediments, meeting immediate needs 2. Help others find autonomy & meaning • Together developing and pursuing the organisation’s values, mission, and purpose in society 3. Help develop servant leadership in others • Ensuring that this process will continue
  • 15. “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 16. Small acts of [Servant] Leadership, circa 2013 • positiveincline.com/index.php/2013/01/introducing-kanban-through-its-values/ • positiveincline.com/index.php/2013/06/small-acts-of-leadership/ • Kanban from the Inside (2014), chapter 6
  • 17. Six strategies for effective Lean-Agile transformation Strategies to address gaps Strategies to sustain transformation 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven Servant Leadership
  • 18. Strategy 1: Skills-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 21. Strategy 2: Needs-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 22. Simon Kaplan Start with needs* *user needs not government needs www.slideshare.net/j_boye/simon-kaplan
  • 24. User story: As <persona>, I want <what> so that <why> Job story: When <situation>, I want <what> so that <resolution>
  • 25. User story: As a driver, I want a list of directions so that I can review my route Job story: When I’m about to leave the motorway, I want to know what’s coming next so that I can choose the right lane on the slip road
  • 27. Strategy 3: Team-first “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 30. Six strategies for effective Lean-Agile transformation Strategies to address gaps Strategies to sustain transformation 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven Servant Leadership
  • 31. Strategy 4: Improvement-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 33. Instead of “checklisting” practices… ü Round the room with the three questions ü Reviewing the board right to left
  • 34. …reflect on their outcomes • We share progress on our work frequently and are quick to collaborate as the need or opportunity arises
  • 35. #cleanlanguage • “What would you like to have happen?” • “Then what happens?” • “What needs to happen for that to happen?”
  • 36. Frame action as hypothesis We believe that (actionable change) ____________________________ will result in (meaningful impact) ____________________________. We’ll know that we have succeeded when (observable outcomes) ____________________________ ____________________________ ____________________________.
  • 37. Change: Context: Owner: Mentor: (owner) Copyright © 2016 Agendashift This A3 template by Mike Burrows of Agendashift (a trading name of Positive Incline Ltd) is licensed under the Creative Commons Attribution-ShareAlike 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/4.0/deed.en_US. Pilot experiments (new A3s) Directly impacted Other stakeholders & influencers Assumptions & dependencies People Insights To be validated To be resolved Hypothesis Risks Downside (to be invalidated/mitigated) Upside (to be nurtured)We believe that will result in We'll know that we have succeeded when:
  • 38. Organise experiments for implementation Agree Urgency Negotiate Change Validate Adoption Verify Performance Complete Next Adopted Reverted Soon Rejected New Abandoned Adapted from Jeff Anderson’s The Lean Change Method; see also Ash Maurya’s Running Lean
  • 39. Strategy 5: Alignment-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 40. Feedback loops as alignment mechanisms Strategy Review Risk Review Service Delivery Review Standup Meeting Replenishment/ Commitment Meeting Delivery Planning Meeting Operations Review Source: David J. Anderson, ESP compared to Kanban Method http://djaa.com/esp-compared-kanban-method
  • 42. Strategy 6: Purpose-driven “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become”
  • 43. “Know what you’re delivering, to whom, and why it matters” Reflection: Are people connected to purpose?
  • 44. “Serving people, teams, and the wider organisation in the purposeful pursuit of what they need to become” 1. Skills-first 4. Improvement-driven 2. Needs-first 5. Alignment-driven 3. Team-first 6. Purpose-driven
  • 45. Thank you! Over to you… • Rediscover Greenleaf – Servant Leadership (book) – The Servant as Leader (essay, pdf) • Read the white paper, try a mini assessment – agendashift.com/paper 6+1 Essential strategies for successful Lean-Agile transformation – agendashift.com/2016 – this year’s survey • Stay in touch: – Email: mike@agendashift.com – LinkedIn: Agendashift (group), also Slack – Twitter: @asplake @agendashift @KanbanInside