The 8 Stances of a Transformational Leader
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The document outlines eight stances that a transformational leader can take to enable high performance in people, teams, and organizations. The eight stances are: 1) Organizational Refactorer to reduce accidental complexity, 2) Strategy Deployer to foster a leader-leader culture, 3) Anzeneer to make safety a prerequisite, 4) Environmentalist with a passion for "terroir", 5) Coach to enable others over doing work themselves, 6) Experience Designer to design for engagement, 7) Experiment Curator to foster a learning culture, and 8) Flow Manager to optimize the whole system. Taking these stances is aimed at reducing friction, fostering learning, creating aligned autonomy, and improving organizational
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The 8 Stances of a Transformational Leader
- 1. THE 8 STANCES OF A TRANSFORMATIONAL LEADER THAT ENABLE HIGH-PERFORMING PEOPLE, TEAMS AND ORGANIZATIONS Matthew Philip (https://www.linkedin.com/in/matthewphilip/)
- 3. This talk is for transformational leaders only!
- 4. WHAT IS A “TRANSFORMATIONAL LEADER”?
- 6. Reducing friction to allow teams to do what they do best TO IMPROVE ORGANIZATIONAL OUTCOMES, THE EIGHT STANCES ARE AIMED AT: Fostering a learning environment to enable high performance, mastery and innovation Creating aligned autonomy to scalably connect strategy to action Why Leadership Stances?
- 7. LEVERAGE IN AN “AGILE TRANSFORMATION”
- 8. LEVERAGE IN AN “AGILE TRANSFORMATION” Values Practices follow Outcomes follow Culture follows
- 9. LEVERAGE IN AN “AGILE TRANSFORMATION” Values Leadership behaviors and actions Teach teams and individuals Agile System of Motivations and incentives Practices follow Outcomes follow Culture follows
- 10. LEVERAGE IN AN “AGILE TRANSFORMATION”: EXAMPLE Values Leaders believe in heroics, so they commend and promote people for Individual contribution Pairing Performance rewarded for my contribution rather than Team success Culture wins ≠ Practices follow Outcomes follow Culture follows
- 11. LEVERAGE IN AN “AGILE TRANSFORMATION” Values (Leadership) (teams) When we could gain more leverage if we intervened here Too often we intervene here… Practices follow Outcomes follow Culture follows
- 12. THE EIGHT STANCES OF A TRANSFORMATIONAL LEADER Stance 1. Organizational Refactorer 2. Strategy Deployer 3. Anzeneer 4. Environmentalist 5. Coach 6. Experience Designer 7. Experiment Curator 8. Flow Manager
- 13. 1. LEADER AS ORGANIZATION REFACTORER REDUCE ACCIDENTAL COMPLEXITY
- 14. SO MUCH OF WHAT WE CALL MANAGEMENT CONSISTS IN MAKING IT DIFFICULT FOR PEOPLE TO WORK. — Peter Drucker
- 15. ORGANIZATION REFACTORER Reduce friction throughout the organization and make it easier for people to do their jobs; a “clean” organization GOAL Like refactoring in programming, refactoring is a technique for restructuring an existing work environment by altering its internal structure without changing its external behavior. Small “kaizen” changes. DEFINITION • Blocker clustering • Sense and respond • Kaizen • Poka-yoke (mistake proofing) COMPETENCIES • Blocker Age • Support load • Truck/lottery number • Management Support score (“My manager provides me with the support that I need to complete my work.”) METRIC(S) LEADER AS
- 16. 2. LEADER AS STRATEGY DEPLOYER LEADER-LEADER CULTURE
- 17. LEADER AS STRATEGY DEPLOYER Enable everyone to use all their skills and experience to pull together, with a common goal of escaping turbulence and reaching safety; aligned autonomy and a leader- leader culture. GOAL Setting direction and providing clarity of mission to foster organizational improvement in which solutions emerge from the people closest to the problem. DEFINITION • Leader back briefing • Catchball COMPETENCIES • Personal overtime • Permission requests • Meeting:Deep Work ratio • email per day, vacation interruptions • Goal Setting score (“At work, I know what I'm expected to deliver.”) • Alignment score (“I understand how my work supports the goals of my team.”) • Autonomy score (“I’m given enough freedom to decide how to do my work.”) METRIC(S)
- 18. 3. LEADER AS ANZENEER MAKE SAFETY PREREQUISITE
- 19. LEADER AS ANZENEER Create psychological safety throughout the organization to enable high performance and innovation; protecting people frees them to take risks and unlocks their potential. GOAL Literally, “safety engineering.” Protect people by establishing safety in everything from relationships to workspaces, codebases to processes, products to services. DEFINITION • Safety check • Active listening COMPETENCIES • Psychological Safety Score • Innovation Quotient (3M) • Public-service announcements • Failure parties • Loyalty score (“If you were offered the same job at another organization, how likely is it that you would stay here?”) METRIC(S)
- 20. PSYCHOLOGICAL SAFETY IS THE SOIL, NOT THE SEED. — Amy C. Edmondson
- 21. 4. LEADER AS ENVIRONMENTALIST PASSION FOR “TERROIR”
- 22. LEADER AS ENVIRONMENTALIST Ensure that the work system is in balance for long-term sustainability and growth GOAL Holistically (re)creating and stewarding the environment in which people grow, with particular awareness of context or organizational “terroir” DEFINITION • Double-loop learning • Systems Thinking COMPETENCIES • Employee/teammate retention • Environment score (“My physical work environment contributes positively to my ability to do my job.”) • Accomplishment (“Most days, I feel a sense of accomplishment from what I do.”) • Challenging score (“I have the opportunity to do challenging things at work.”) • Engagement score (How likely is it that you would recommend this as a place to work?”) • Fit score “At work, I have the opportunity to use my strengths every day.” METRIC(S)
- 23. 5. LEADER AS COACH ENABLE OVER DO
- 24. LEADER AS COACH Build a resilient organization GOAL Teaching others to be leaders and building an organization that can sustain its success even when he or she is not around. DEFINITION • Active listening • Pairing • Coaching COMPETENCIES • Coachees • Successes of proteges • Truck/lottery number for your job/job resilience (who else can do your job?) • Solo:Paired work ratio METRIC(S)
- 25. 6. LEADER AS EXPERIENCE DESIGNER DESIGN FOR ENGAGEMENT
- 26. LEADER AS EXPERIENCE DESIGNER Improve employee engagement and promote flourishing GOAL Consciously creating meaningful interactions centered on the employee, with particular focus on intrinsic motivation (mastery, autonomy, purpose); “alleviating people’s problems and bringing them joy” DEFINITION • Experience design • Psychological flow • Personas and empathy mapping • Poka-yoke (mistake proofing) • Entry and Stay Interviews COMPETENCIES • Employee Engagement Score • Employee/teammate retention • Growth score (“I feel that I’m growing professionally.”) • Career Path score (“I see a path for me to advance my career in our organization.”) • Meaningful Work score (“The work I do is meaningful to me.”) METRIC(S)
- 27. 7. LEADER AS EXPERIMENT CURATOR FOSTER LEARNING CULTURE
- 28. LEADER AS EXPERIMENT CURATOR Allow ideas that are not useful to fail in small, contained and tolerable ways and to help the organization make decisions in situations of high uncertainty GOAL Model and celebrate behaviors and create the environment for employees to learn and share learning through experimentation; create a place for others to learn. DEFINITION • Enabling constraints and explicit freedoms • Declaring SETT (Safe Enough To Try) COMPETENCIES • Experiments per month • Time to validated learning • Psychological Safety Score • Intelligent failures, learnings • Performance score (“I get enough feedback to understand if I’m doing my job well.”) METRIC(S)
- 29. 8. LEADER AS FLOW MANAGER OPTIMIZE THE WHOLE
- 30. LEADER AS FLOW MANAGER Encourage the delivery of value across the organization. GOAL Optimizing end-to-end flow of value in the system; making visible and looking after wait flow as much as work flow; actively reducing dependencies; managing the system for smooth, fast flow, rather than utilization. DEFINITION • Kanban Method • Blocker clustering • Flow metrics • Systems Thinking COMPETENCIES • Organizational work-in-progress • Initiative Throughput • Initiative Delivery Time • Workload score (“The demands of my workload are manageable.”) METRIC(S)
- 31. SUMMARY
- 32. CALCUTTA IN SUMMER FONTAINEBLEAU IN SPRING
- 33. THE EIGHT STANCES OF A TRANSFORMATIONAL LEADER Stance In three words 1. Organizational Refactorer Reduce accidental complexity 2. Strategy Deployer Leader-Leader culture 3. Anzeneer Make safety prerequisite 4. Environmentalist Passion for “terroir” 5. Coach Enable over do 6. Experience Designer Design for engagement 7. Experiment Curator Foster learning culture 8. Flow Manager Optimize the whole
- 34. 1.WHAT STANCES WOULD YOU ADD? REMOVE? 2.WHAT STANCES ARE YOU CURIOUS ABOUT? Your turn
- 35. Sources and Resources • THE ART OF ACTION BY STEPHEN BUNGAY • HTTPS://WWW.SCRUM.ORG/RESOURCES/8-STANCES-SCRUM-MASTER • HTTPS://WWW.KANBANMATURITYMODEL.COM/2020/07/22/ORGANIZATIONAL-CULTURE-THE-KANBAN-MATURITY-MODEL/ • HTTPS://REFACTORING.COM • HTTPS://WWW.INDUSTRIALLOGIC.COM/BLOG/ANZENEERING • HTTP://WWW.GUILLAUMEGONNET.COM/ • CYNEFIN (HTTPS://WWW.COGNITIVE-EDGE.COM/) • COMPLEXITY THINKING BY DIMITAR BAKARDZHIEV • HTTPS://HBR.ORG/2018/01/WHY-PEOPLE-REALLY-QUIT-THEIR-JOBS • HTTPS://WWW.THEGUARDIAN.COM/GLOBAL-DEVELOPMENT-PROFESSIONALS-NETWORK/2016/OCT/10/HOW-CAN-KOLKATAS-CHAOTIC-TRANSPORT-SYSTEM-BE-UNTANGLED • HTTPS://COMMONS.WIKIMEDIA.ORG/WIKI/CATEGORY:PALACE_OF_FONTAINEBLEAU#/MEDIA/FILE:FONTAINEBLEAU_20.JPG • THE SMELL OF THE PLACE (HTTPS://WWW.YOUTUBE.COM/WATCH?V=YGRD7YJWXAM) • HTTPS://WWW.KANBANMATURITYMODEL.COM/WP-CONTENT/UPLOADS/2020/09/CULTURE-A2-V5-08272020.PDF • HTTPS://AVAILAGILITY.CO.UK/2016/12/06/A3-TEMPLATES-FOR-BACKBRIEFING-AND-EXPERIMENTING/