Accolade Consulting. African proverb "If you want to go fast, go alone. If you want to go far, go with others. Tao symbol for Wholeness

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1 Chinese characters: Noble and Thought Accolade Consulting Tao symbol for Wholeness African proverb "If you want to go fast, go alone. If you want to go far, go with others

2 Welcome

3 Who am I? Bob Costello Agile Coach Agile coach for 8 years Software industry for 20 years in various roles. Accolade Consulting

4 Leading and coaching agile teams using Intentional leadership

5 Workshop outline and exercises Exploring Leading and Coaching Agile Teams What is Intentional leadership Explore flexible leadership styles What is your default style? Do you empower people? Identifying your teams maturity Identifying their Agile maturity

6 According to Version One s State of Agile 2015

7 Barriers to further adoption according to State of Agile 2015

8 Questions for the audience? How does a organization sustain agile team growth after the coaches have moved on? What is the role of the manager in sustaining a agile team? How does a manger s role change?

9 The new role of the manager in sustaining a agile team? Understanding teams? Understanding why agile teams are different. Moving from boss to Leader/Coach.

10 Understanding Teams Forget Agile, just Learning to work on a team can be difficult.

11 Understanding Teams: Do we have a Team? Team members have a shared goal. Members are interdependent Teams have boundaries (members know who is in the team and who is not). Teams are stable over time (members stay together) Teams self-manage (manage their work and internal processes). They operate in a social systems context (they are part of a larger organization, to whose goals they contribute or which they attempt to influence). Hackman, The design of work teams, 1987

12 Understanding Teams: Or is it a Group. In a group, members give higher priority to personal goals than group goals and feel freer to take unilateral action, without consideration of collective needs or welfare. (Clutterbuck, David. Coaching the Team at Work)

13 Understanding Teams: Work team/ Work group

14 Why are agile teams are different? A agile team requires changing the mindset(belief).

15 Why are agile teams are different? Agile Team Mindset Teamwork Methods and Practice Leadership/Coaching

16 What agile teams are different? Managers must lead team formation and mindset change?

17 What skills would a manger need? To a man with a hammer, everything looks like a nail. Mark Twain

18 What skills would a manger need? The manger's expanded role in agile organizations of empowering teams often requires new and more supportive leadership behaviors that demonstrate concern, build trust and openness. This will require a manager to become an Intentional Leader.

19 What is the Intentional Leader? The Intentional agile leader embodies the agile principles and values, and leads by example. They understand their goal, as a leader is seeing the adoption of the agile mindset, which means leading and coaching teams to be self-organizing, value driven and high performing. Intentional Leadership is the persistent awareness of your team and their maturity.

20 What is Intentional leadership? Intentional leadership is the result of a client request for a leadership a workshop. It utilizes leadership theories from various sources: Situational Leadership Theory: Blanchard and Hersey. Leadership Patterns: Tannabaum and Schmidt s Empowering Leadership Behaviors: A J Arnold s Socio-techno model: E.L Trist s Developmental sequence in small groups: Bruce Tuckman Agile Manifesto Behaviors related to the agile mindset

21 Tuckman Model Teams, like biological organisms, face socially constructed issues and tasks over time as they form and begin to function. Tuckman developed a widely used team life cycle model that attempts to articulate that the lifecycle. His model posits that teams or organizations have predictable developmental phases with different levels of functioning (morale) and productivity (results) that improve over time if the team develops its social and technical capabilities.

22 Tuckman Model

23 Tuckman phases & Agile Maturity Tuckman's phases can easily align with the phases an agile team passes through and can provide the same guidance for both the manager and the teams with an action plan for what behaviors and task will need to be addressed to continue to adapt their thinking.

24 Tuckman s Stages of Team Phases with Agile Maturity Agile Forming: This is also the setup phase, where the team members are introduced to agile principles, values, and practices. Agile performing: The team begins to incorporate the agile practices and thinking into their everyday work Agile Storming: The challenges of mindset change occur here. Members struggle with practices and are not working together Agile Norming: The team has established norms The team can see visible improvement in their performance.

25 Intentional Leadership (Leadership Behaviors) Research has shown that leaders empower teams by practicing five behaviors that develop the team s talents, motivate commitment and encourage shared leadership (Arnold, 2000). Arnold, J.A. et al, The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, (2000).

26 Exercise What do you think are the 5 Behaviors

27 Leadership Behaviors Leading by example Coaching Participative Decision-Making Informing Showing concern/interacting with the team

28 Do you have empowering leadership behavior Empowering Leadership behavior self-assessment

29 Intentional Leadership( Applying Situational Leadership styles) In How to choose a Leadership Pattern authors Tannabaum and Schidmt say Leadership style can be seen as a combination of a directive (task behavior) and supportive (social) behavior), they describe the relationship between the amount of freedom of action that the leader chooses to allow a team and the level of authority that the leader maintains. (Tannabaum R & Schmidt.W.H, 1973

30 Intentional Leadership This can be directly applied to agile teams, an immature agile team may require a leader/coach to be directive and maintain a high level of authority until their behaviors indicate the leader/coach can grant more freedom of action (Tannabaum R & Schmidt.W.H, 1973)

31 Intentional Leadership( Situational Leadership Theory Hersey and Blanchard expanded on Tannabaum & Schmidt model with Situational Leadership theory. Situational Leadership identifies 4 specific leadership behaviors that are determined by team's "level of maturity.

32 Situational Leadership Theory

33 Assessing team agile team maturity The Intentional leadership approach suggests the leader\coach asses team growth based on three dimensions: Eric Trist s socio-technical model The socio-technical model stipulates that all work is composed of two dimensions: The social or human tasks and activities The technical or results-driven activities. Agile Manifesto team behaviors that display an understanding of the principles and values Trist, E. (1978). On Socio-Technical systems. Socio-Technical Systems Journal,

34 Assessing team agile team maturity Forming-Directing- Storming-Coaching-: Norming-Supporting-:. Performing-Delegating

35 Exercise Scenario 1: You attend team stand-ups and notice that not all members show up at the agreed time, or do not show up at all. When questioned they defer to other meetings running late or conflicting meetings. Scenario 2: You attend the team sprint planning session and observe team members arguing and fail to come to agreement. Members appear defensive and uncomfortable.

36 What is your default style Assess your default style. How does this style fit with your current teams What would be a better style? Style 1: (S1 or Telling/Directing): High task/low relationship The leader provides specific directions about roles and goals and closely tracks the teams performance in order to provide frequent feedback on results. Style 2: (S2 or Selling/Coaching): High task/high relationship The leader explains why, solicits suggestions, praises behaviors that are approximately right and continues to guide and direct. Style 3: (S3 or Supporting): High relationship/low task The leader and the follower make decisions together. The role of the leader is to facilitate, listen, encourage and support the follower. Style 4: (S4 or Delegating): Low relationship/low task This leader uses below-average amounts of both relationship and task behaviors.

37 Putting it together The Intentional leadership approach posits: 1. That an organization that wishes to sustain their agile teams, their managers must become leader/coaches. 2. For managers to effectively transition to this leader\coach role they must: Adopt a intentional Leadership stance Adopt empowering leadership behaviors Understand how to apply different leadership styles to fit the needs of the team.

38 Sources VersionOne. (2015). VersionOne-10th-Annual-state-of-Agilereport. Retrieved 2016, from Versionone.com: Trist, E. (1978). On Socio-Technical systems. Socio-Technical Systems Journal, Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63(6), Arnold, J. A. (2000). Empowering Leadership Behavior. Journal of Organizational Behavior, 21, Tannabaum R, & Schmidt.W.H. (1973, May-June). How to choose a Leadership Pattern. Harvard Business review, Hersey, P. (1985). The Situational Leader. NY, NY: Warner Books.

39 Contact info THANK YOU!! Bob Costello