The Leadership Perspective - Revision history

Ppugliese at 10:41, 1 February 2024

2024-02-01T10:41:33Z

← Older revision		Revision as of 12:41, 1 February 2024
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	= Agile Leadership at Scale =		= Agile Leadership at Scale =
	The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.		The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.

Cbird: Minor improvements to the intro para

2024-01-29T09:17:25Z

Minor improvements to the intro para

← Older revision		Revision as of 11:17, 29 January 2024
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	The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.		The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.

	It is possible for a few Agile teams to “fly under the radar” and use their agility to improve their performance within an unfavourable, less than agile organisational context. However, this individual team performance gain will have limited impact on customer and business value generation and will ”fail to scale” unless there is wider, end-to-end change. Transforming to an Agile organisation that can successfully scale value generation improvements requires systemic and cultural change that requires the sustained support of leaders.		It is possible for a few Agile teams to “fly under the radar” and use their agility to improve their performance within an unfavourable, less than agile organisational context. However, this individual team performance gain will have a limited impact on customer and business value generation and will ”fail to scale” unless there is wider, end-to-end change. Transforming to an Agile organisation that can successfully scale value generation improvements requires systemic and cultural change that requires the sustained support of leaders.


	Here's a summary of some of leadership's key responsibilities and concepts involved in creating an agile organisation at any scale:		Here's a summary of some of leadership's key responsibilities and concepts involved in creating an agile organisation at any scale:

Cbird: Updated Leadership Perspective Summary with minor improvements

2024-01-29T09:14:19Z

Updated Leadership Perspective Summary with minor improvements

← Older revision		Revision as of 11:14, 29 January 2024
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	Agile Leadership at Scale highlights the necessity for a leadership style that is adaptable and responsive to the complexities of the modern business world. Central to this approach is the focus on fostering resilient and agile organisations capable of thriving in an environment characterised by volatility, uncertainty, complexity, and ambiguity.		Agile Leadership at Scale highlights the necessity for a leadership style that is adaptable and responsive to the complexities of the modern business world. Central to this approach is the focus on fostering resilient and agile organisations capable of thriving in an environment characterised by volatility, uncertainty, complexity, and ambiguity.

	Agile leadership strongly emphasises understanding organisations as dynamic human systems and creating environments ~~that encourage~~ psychological safety, learning, and autonomy.		Agile leadership strongly emphasises understanding organisations as dynamic human systems and creating environments encouraging psychological safety, learning, and autonomy.

	There is an emphasis on systems thinking, integrating Agile principles throughout the organisation, and developing leadership as a widespread capability across all levels. Leaders are encouraged to tailor Agile practices to their unique organisational contexts and act as catalysts for systemic and cultural change.		There is an emphasis on systems thinking, integrating Agile principles throughout the organisation, and developing leadership as a widespread capability across all levels. Leaders are encouraged to tailor Agile practices to their unique organisational contexts and act as catalysts for systemic and cultural change.
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	In driving change, leaders need to catalyse a clear purpose, encourage experimentation, and align organisational changes with business objectives.		In driving change, leaders need to catalyse a clear purpose, encourage experimentation, and align organisational changes with business objectives.

	Overall, Agile leadership at Scale advocates for a culture ~~that is adaptable~~, focused on continuous learning, and centred around people, where leaders guide and facilitate rather than control, ensuring effective execution and ongoing organisational improvement.		Overall, Agile leadership at Scale advocates for an adaptable culture, focused on continuous learning and centred around people, where leaders guide and facilitate rather than control, ensuring effective execution and ongoing organisational improvement.

Mroadnight: /* Leadership Perspective Summary */

2024-01-28T14:56:54Z

Leadership Perspective Summary

← Older revision		Revision as of 16:56, 28 January 2024
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	= Leadership Perspective Summary =		= Leadership Perspective Summary =
	~~In summary, this text delves into the concept of~~ Agile Leadership at Scale~~, highlighting~~ the necessity for a leadership style that is adaptable and responsive to the complexities of the modern business world. Central to this approach is the focus on fostering resilient and agile organisations capable of thriving in an environment characterised by volatility, uncertainty, complexity, and ambiguity~~. Agile leadership places a strong emphasis on understanding organisations as dynamic human systems and creating environments that encourage psychological safety, learning, and autonomy~~.		Agile Leadership at Scale highlights the necessity for a leadership style that is adaptable and responsive to the complexities of the modern business world. Central to this approach is the focus on fostering resilient and agile organisations capable of thriving in an environment characterised by volatility, uncertainty, complexity, and ambiguity.

	~~A key aspect of this~~ leadership ~~style is its emphasis on~~ systems ~~thinking~~, ~~integrating Agile principles throughout the organisation~~, and developing leadership as a widespread capability across all levels. Leaders are encouraged to tailor Agile practices to their unique organisational contexts and act as catalysts for both systemic and cultural change.		Agile leadership strongly emphasises understanding organisations as dynamic human systems and creating environments that encourage psychological safety, learning, and autonomy.

	~~The human element~~ is ~~pivotal~~, ~~with a balance between autonomy and capability and~~ the ~~establishment of trust and safety being fundamental. The creation of a learning~~ organisation ~~is crucial~~, ~~where leaders support~~ and ~~coach team members, fostering continuous learning and adaptation~~. ~~In driving change, leaders need~~ to ~~catalyse a clear purpose, encourage experimentation,~~ and ~~align organisational changes with business objectives~~.		There is an emphasis on systems thinking, integrating Agile principles throughout the organisation, and developing leadership as a widespread capability across all levels. Leaders are encouraged to tailor Agile practices to their unique organisational contexts and act as catalysts for systemic and cultural change.

	Overall, Agile leadership at ~~scale~~ advocates for a culture that is adaptable, focused on continuous learning, and ~~centered~~ around people, where leaders guide and facilitate rather than control, ensuring effective execution and ongoing organisational improvement.		The human element is pivotal, with a balance between autonomy and capability and the establishment of trust and safety being fundamental. Creating a learning organisation is crucial, where leaders support and coach team members, fostering continuous learning and adaptation.

			In driving change, leaders need to catalyse a clear purpose, encourage experimentation, and align organisational changes with business objectives.

			Overall, Agile leadership at Scale advocates for a culture that is adaptable, focused on continuous learning, and centred around people, where leaders guide and facilitate rather than control, ensuring effective execution and ongoing organisational improvement.

Cbird: /* Alignment and Autonomy */

2024-01-26T15:28:30Z

Alignment and Autonomy

← Older revision		Revision as of 17:28, 26 January 2024
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	In his book, Leadership is Language, David Marquet neatly articulates the impact and responsibility of leaders for the organisation's culture:		In his book, Leadership is Language, David Marquet neatly articulates the impact and responsibility of leaders for the organisation's culture:

	[[File:Leaders Shape the Environment - ELSE.png\|frameless\|~~413x413px~~]]		[[File:Leaders Shape the Environment - ELSE.png\|frameless\|458x458px]]

	An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.		An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.
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	To answer the challenge of engaging many minds in a cohesive, collaborative and effective manner, we must ensure clarity of shared and meaningful purpose to provide essential alignment. A meaningful purpose is an important aspect of motivation. It is also necessary for teams to function with good autonomy - another aspect of motivation (see Bounded Autonomy).		To answer the challenge of engaging many minds in a cohesive, collaborative and effective manner, we must ensure clarity of shared and meaningful purpose to provide essential alignment. A meaningful purpose is an important aspect of motivation. It is also necessary for teams to function with good autonomy - another aspect of motivation (see Bounded Autonomy).

			[[File:Autonomy with Alignment - ELSE.png\|frameless\|931x931px]]

	[[File:Autonomy with Alignment - ELSE.png\|frameless\|~~882x882px~~]]


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	[[File:Hoshin Kanri - ELSE.png\|frameless\|~~916x916px~~]]
			[[File:Hoshin Kanri - ELSE.png\|frameless\|934x934px]]

Cbird: Updated Hoshin image

2024-01-26T15:25:34Z

Updated Hoshin image

← Older revision		Revision as of 17:25, 26 January 2024
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	In his book, Leadership is Language, David Marquet neatly articulates the impact and responsibility of leaders for the organisation's culture:		In his book, Leadership is Language, David Marquet neatly articulates the impact and responsibility of leaders for the organisation's culture:

	[[File:Leaders Shape the Environment - ELSE.png\|frameless\|413x413px]]An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.		[[File:Leaders Shape the Environment - ELSE.png\|frameless\|413x413px]]

			An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.

	The very culture of a company, i.e. the system of beliefs and values espoused throughout the organisation, is shaped to a large extent by the actions of leaders:		The very culture of a company, i.e. the system of beliefs and values espoused throughout the organisation, is shaped to a large extent by the actions of leaders:
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	There are many techniques and formats that can be used to express purpose and track progress, including OKRs. Regardless of the method chosen, the critical factor is how the objectives are created, communicated and measured. To catalyse rather than "set" purpose, leaders facilitate an iterative and collaborative process with two-way feedback loops. The diagram below illustrates a Hoshin Kanri approach (also known as Strategy Deployment) that, if utilised correctly, will support the emergence of a well-formulated and aligned purpose:		There are many techniques and formats that can be used to express purpose and track progress, including OKRs. Regardless of the method chosen, the critical factor is how the objectives are created, communicated and measured. To catalyse rather than "set" purpose, leaders facilitate an iterative and collaborative process with two-way feedback loops. The diagram below illustrates a Hoshin Kanri approach (also known as Strategy Deployment) that, if utilised correctly, will support the emergence of a well-formulated and aligned purpose:

	[[File:Hoshin Kanri.png\|frameless\|~~842x842px~~]]
			[[File:Hoshin Kanri - ELSE.png\|frameless\|916x916px]]

Cbird: ELSE Images

2024-01-26T14:58:38Z

ELSE Images

← Older revision		Revision as of 16:58, 26 January 2024
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	On the contrary, bad leaders criticise, are selfish, use people, don’t trust others, and work for their own interests. This creates a corrupted environment where the company goals are subordinated to those of individuals, severely reducing cohesion and effectiveness.		On the contrary, bad leaders criticise, are selfish, use people, don’t trust others, and work for their own interests. This creates a corrupted environment where the company goals are subordinated to those of individuals, severely reducing cohesion and effectiveness.

	In his book, Leadership is Language, David Marquet ~~nicely~~ articulates the impact and responsibility of leaders for the organisation's culture:		In his book, Leadership is Language, David Marquet neatly articulates the impact and responsibility of leaders for the organisation's culture:

			[[File:Leaders Shape the Environment - ELSE.png\|frameless\|413x413px]]An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.
	[[File:Leaders Shape Environment.png\|frameless\|~~404x404px~~]]


	An Agile Leader strives to understand the impact of the current environment on behaviours and catalyse and support the changes required to promote positive changes in behaviours. Examples of environmental factors include leadership behaviours, policies, Psychological Safety, purpose, performance management, procedures, facilities etc.

	The very culture of a company, i.e. the system of beliefs and values espoused throughout the organisation, is shaped to a large extent by the actions of leaders:		The very culture of a company, i.e. the system of beliefs and values espoused throughout the organisation, is shaped to a large extent by the actions of leaders:
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	[[File:Alignment ~~with Autonomy~~.png\|frameless\|~~880x880px~~]]		[[File:Autonomy with Alignment - ELSE.png\|frameless\|882x882px]]



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	[[File:~~PS and Accountability~~.png\|frameless\|~~1001x1001px~~]]		[[File:Psychological Safety - ELSE.png\|frameless\|1002x1002px]]



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	[[File:Control ~~and Clarity~~.png\|frameless\|~~781x781px~~]]		[[File:Competence and Control - ELSE -2.png\|frameless\|823x823px]]




	For more information on the ideas of Tuning Control to Competence, and Clarity, see David Marquet's [https://www.youtube.com/watch?v=J5jQsrMousE video]		For more information on the ideas of Tuning Control to Competence, and Clarity, see David Marquet's [https://www.youtube.com/watch?v=J5jQsrMousE video]

	== Support Change ==		== Support Change ==

Ppugliese: /* Alignment and Autonomy */

2024-01-24T07:30:27Z

Alignment and Autonomy

← Older revision		Revision as of 09:30, 24 January 2024
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	__NOTOC__		__NOTOC__

	= Agile Leadership at Scale =		= Agile Leadership at Scale =
	The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.		The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.
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	https://people-equation.com/leaders-as-role-models-research/		https://people-equation.com/leaders-as-role-models-research/

	https://www.sciencedirect.com/science/article/pii/S0167268118302063?via%3Dihub		https://www.sciencedirect.com/science/article/pii/S0167268118302063?via%3Dihub

	== Human Aspects ==		== Human Aspects ==
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	[[File:Alignment with Autonomy.png\|frameless\|880x880px]]		[[File:Alignment with Autonomy.png\|frameless\|880x880px]]

Ppugliese: /* Leadership Behaviours */

2024-01-24T07:26:34Z

Leadership Behaviours

← Older revision		Revision as of 09:26, 24 January 2024
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	https://people-equation.com/leaders-as-role-models-research/		https://people-equation.com/leaders-as-role-models-research/

	https://www.sciencedirect.com/science/article/pii/S0167268118302063?via%3Dihub		https://www.sciencedirect.com/science/article/pii/S0167268118302063?via%3Dihub

	== Human Aspects ==		== Human Aspects ==

Ppugliese at 07:24, 24 January 2024

2024-01-24T07:24:31Z

← Older revision		Revision as of 09:24, 24 January 2024
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	__NOTOC__		__NOTOC__

	= Agile Leadership at Scale =		= Agile Leadership at Scale =
	The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.		The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile.