servant - pmi kc mid-america chapter - home page...…self-organizing teams = autonomy role of...

Servant

Leadership

Foundation for the Agile

& Lean Houses

Explain/Explore

Find a person near you, preferably one

you don’t know well

PARTNER

Think about Servant Leadership. What is

a value that you associate with SL that

you believe is also a core value for you or

is one that you experienced with a leader

in the past

WRITE – 1 WORD

Index card at your seat

INDEX CARD

Keep you card – we’ll come back to it later

KEEP

30 seconds – one person explain why you

wrote what you wrote.

30 seconds – second person explain why

you wrote what you wrote

DISCUSS

Source: Agile Coaching Institute

© Kay Harper Consulting

Principles & Practices

Don’t DO Agile, BE Agile

Lean/Agile

Predict & Control

Traditional Project Management

Studying & Learning

My

JourneyStance

Servant Leadership

Coaching

Challenges, Something Missing


State of Today

In the past 25 years, start-ups created 40

million jobs in the US while established firms

created almost none. Deloitte Center for the Edge. Measuring the Forces of Long-Term Change: The 2009 Shift Index

How are things going?

“…many people sense that the current way we run

organizations has been stretched to its limits. We are

increasingly disillusioned by organizational life. For

people who toil away at the bottom of the pyramids,

surveys consistently report that work is more often

than not dread and drudgery, not passion or

purpose.”Frederick LaLoux

Only one in five of the global workforce is fully engaged. Towers Perrin Global Workforce

Study


What’s Driven Change?

Work

Changed

Knowledge

Of People

Changed

World

Changed


21st Century…The world changed


New WorkThe work changed

Industrial Work Knowledge Work

Routine Non-routine

Work is stable Work is changing

Work is visible Work is invisible

Emphasis is on running things Emphasis is on building or changing things

Strict standards Continuous innovation

Emotional Field Invisible Emotional Field Invisible


Source: Peter Drucker

Motivation 3.0Understanding of motivation changed

3 Levels

Motivation

Biological

Extrinsic

Intrinsic

Drive Autonomy

Mastery

Purpose

Work 30% of jobs created

are algorithmic, 70%

are heuristicMckinsey Quarterly, 2005


Resulting in

need for

management

to take on a

new stance

The age of the Internet has

precipitated a new

worldview-one that can

contemplate the possibility

of a distributed intelligence

instead of top-down

hierarchy.Frederick Laloux, Reinventing Organizations

Instinctively, we know

that management is out

of date. We know its

rituals and routines look

slightly ridiculous in the

dawning light of the 21st

century. That’s why the

antics in a Dilbert cartoon

or an episode of the

Office are at once familiar

and cringe-making.Gary Hamel

They just weren't able to come together as coherent

units, the leaders weren't leading, they considered

themselves to be entitled, they didn't understand that

leaders actually have to serve the forces that reside

under them. General Martin Dempsey – Interview NPR June 6, 2015


History of ManagementOrganizations’ view drives management stance

Command & control

Clear chain of command

Formal processes

Clear-cut rules

People are interchangeable

Predict and control

Engineering perspective

Management by

objectives

Relinquishes SOME

control over HOW if

goals ARE achieved

Serving those they lead

Value and culture driven

Leaders’ focus-promote

shared values

Hierarchy but decisions

by frontline workers

Self Management

Peer relationships

Coaches and advisors

Team performance

Organic prioritization

(no plans)

Sources: Integral theoryReinventing Organizations: Frederic LalouxCoursework: Michael Spayd


Rise of Servant Leadership


How Does It Differ?Primary purpose to create positive impact on employees and community

Not the individual who decides s/he is a leader...it is

determined by those led

Rejection of Power & Authority

Management is about what we do, leadership is

about who we are*

Management is not Leadership

Expanded to customers, employees, community

New View on Stakeholders

Analysis & decision making to strengthen institute

Group-Oriented Approach

Source: James C. Hunter


Servant Leadership

The servant leader is servant first. It begins with the

natural feeling that one wants to serve. Then conscious

choice brings one to aspire to lead. The best test is: do

those served grow as persons; do they, while being

served, become healthier, wiser, freer, more

autonomous, more likely themselves to become

servants? – Robert K. Greenleaf

Servant leadership is both a leadership

philosophy and set of leadership practices.

Traditional leadership generally involves the

accumulation and exercise of power by one at

the “top of the pyramid.” By comparison, the

servant-leader puts the needs of others,

including employees, customers and

community, first and helps people develop and

perform as highly as possible.

“By comparison, the servant-leader puts

the needs of others, including

employees, customers and community,

first and helps people develop and

perform as highly as possible.

The best test is: do those served grow

as persons; do they, while being

served, become healthier, wiser, freer,

more autonomous, more likely

themselves to become servants?


Explore CharacteristicsInteractive exercise


Characteristics of Servant Leader

Listening

Empathy

Healing (one’s self & others)

Awareness

Persuasion (rather than positional authority)

Conceptualization

Foresight

Stewardship (for greater good for society)

Commitment to Growth of People

Building Community


Did you see the characteristic you

wrote on your card in the skills wheel?

Your Index Card

Take a minute, on the back, write down

any a-ha’s you had during the exercise

or areas in which you would like to

focus


Foundation for Agile HouseAgile and Lean build it in

Build projects around motivated

individuals. Give them the environment

and support they need, and trust them

to get the job done.

…self-organizing teams = Autonomy

Role of Scrummaster

…early and continuous delivery of

valuable software.

Improve collaboratively – scientific

measurement and experimentation to

recognize improvement opportunities

Systems View - Flow

Continuous Quality Improvement

Empower the worker

Backlog = Purpose.

Working, tested software = Mastery


Sources

Frederic Laloux. 2014. Reinventing Organizations. Nelson Parker

James C Hunter. 2004. The World’s Most Powerful Principle. Crown Business

Daniel H. Pink. 2009. Drive. Penguin Group

Stephen Denning. 2010. Leader’s Guide to Radical Management. Jossey Bass

Robert K. Greenleaf. 2003. The Servant Leader Within A Transformative Path

Captain D. Michael Abrashoff. It’s Your Ship


Photography Sources

Amazon.com – drive photo

https://sites.psu.edu/leadership/2014/02/23/servant-leadership-and-robert-greenleaf/

library.indstate.edu (Greenleaf)

ehattons.com - Bachmann Branchline 4(House)


https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAYQjB1qFQoTCIi9l-L1ocgCFQrVgAodo8IC9A&url=http://library.indstate.edu/services/servlead/greenleaf.html&psig=AFQjCNGJCesUMz2rm1klEzpneYRh2a1TRA&ust=1443811010571623



https://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAUQjhxqFQoTCILr-e-rosgCFQeLDQodnY8N6w&url=http://www.ehattons.com/38669/Bachmann_Branchline_44_094_Modern_Town_house_under_construction/StockDetail.aspx&bvm=bv.104226188,bs.1,d.eXY&psig=AFQjCNEtMuDYZqKCwUsWYFmnCiMf48yKYw&ust=1443825615773609

[email protected]

https://www.linkedin.com/in/harper

kay

@kcagile

Upcoming KC Events:

Coaching Agile Teams Course: Oct. 14-

16

Lyssa Adkins – Agile Coaching Institute

@ AgileKC: Oct. 15

Lean Agile 2015: Oct. 27

ICAgile Certification Course: Nov. 9-10

Agile Fundamentals Course: Nov. 11-19


THANK YOUFor Participating


servant - pmi kc mid-america chapter - home page...…self-organizing teams = autonomy role of...

Documents