Michael  Hamman  Michael  Spayd  

Webinar,  2  July  2015  

The New Role of the Agile Manager

©2015 Agile Coaching Institute 2  

A  Shi2  in  the  Nature  of  Organiza<ons  

From  Complicated  

To  Complex  

©2015 Agile Coaching Institute 3  

From  Predict-­‐and-­‐Plan  

A  Shi2  in  the  Nature  of  Organiza<onal  Competence  

To  Sense-­‐and-­‐Respond  

©2015 Agile Coaching Institute 4  

The  New  Role  of  the  Agile  Manager  

From  Managing  to  Results  

To  Designing  Environments  that  Generate  Results  

©2015 Agile Coaching Institute 5  

Organiza<ons  are  Complex.    Would  it  be  useful  to  have  a  map?  

©2015 Agile Coaching Institute 6  

Integral  Opera<ng  System  (IOS)  

INTEGRAL:    “possessing  everything  essen<al  or  significant;  complete;  whole.”  

IOS & AQAL framework are based on the work of Ken Wilber and othersadapted from Brett Thomas, AQAL Elements Applied to Leadership

A  comprehensive  framework  that  incorporates  all  essen<al  perspec<ves,  schools  of  thought  and  methods  into  a  comprehensive  map,  giving  each  a  place  and  a  rela<onship  to  the  others.    

©2015 Agile Coaching Institute 7  

Three  Fundamental  Perspec<ves  

1st  Person    Perspec=ve  

How  I  see  it,  what  I  experience  

2nd  Person    Perspec=ve  

How  we  interact,  what  we  value  together  

3rd  Person    Perspec=ve  

Tangible  reali<es  viewed  factually  

©2015 Agile Coaching Institute 8  

Four  Perspec<ves  of  the  Agile  Manager  

The  “I”  Perspec<ve  

The  “WE”  Perspec<ve  

The  “IT”  Perspec<ve  

The  “ITS”  Perspec<ve  

Leadership  

I  

Processes & Practices  

IT  

Structures & Systems

 ITS  WE  

Culture & Relationships  

©2015 Agile Coaching Institute 9  

The  Four  Roles  of  the  Agile  Manager  

The  “I”  Perspec<ve  

The  “WE”  Perspec<ve   The  “ITS”  Perspec<ve  

Leadership

Role: Coach-LeaderJob: Leaders Grow Other Leaders  

Structures & Systems

Role: Systems-LeaderJob: Become  Obsessed  with  Resolving  Impediments  Systemically  

 

I  

WE   ITS  

Culture & Relationships

Role: Facilitative-LeaderJob: Orient  Shared  Vision,  Purpose  and  Alignment

 

The  “IT”  Perspec<ve  

Processes & Practices

Role: Business-LeaderJob: Maximize Product Lifecycle Profits

IT  

©2015 Agile Coaching Institute 10  

Managing  Agile  Environments:  Who’s  This  For?  

•  Managers  who  are  responsible  for  the  performance  and  development  of  agile  teams  &  programs  

•  Managers  who  have  been  managing  an  agile  implementa<on  for  at  least  6  months  

•  Managers  who  really  want  to  see  agility  enabled  across  their  organiza=on  

©2015 Agile Coaching Institute 11  

Managing  Agile  Environments:  What  Will  I  Learn?  

•  Know  how  best  to  support  an  agile  team  •  Know  what  to  pay  aaen<on  to  across  the  broader  organiza=onal  environment  

•  Have  a  deeper  understanding  of  the  agile  process  architecture  

•  Learn  how  to  use  professional  coaching  skills  to  grow  others  as  leaders  

•  Learn  how  impediments  to  agility  are  actually  key  leverage  points  for  improving  organiza=onal  agility  

•  Understand  yourself  beaer  as  an  agile  leader  

©2015 Agile Coaching Institute 12  

Managing  Agile  Environments:  Registra>on  Informa>on  

hap://www.agilecoachingins<tute.com/class-­‐schedule/  

©2015 Agile Coaching Institute 13  

 Thank  you!  

 @docHamman  @mspayd