the leader-follower spectrum empowerment is not enough · 2. rather than simply assign workers to...

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The Leader-Follower SpectrumEmpowerment is not enough

Global Scrum Gathering San Diego 2017

Alan Dayley, Senior Agile Coach

2

Where do I fit?

Self-Organization is challenging for managers• If I’m not controlling

activities, what is my value?

• I enjoy being in charge.

• How can I be held accountable if I don’t control what happens?

3

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YourRecentChallengesNew

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ABriefHistoryofBusinessLeadership

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IndustrialRevolution

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MilitaryModel

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FrederickWinslowTaylor• 1911- ThePrinciplesofScientificManagement

• Becameknownas“Taylorism”

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“Itisonlythroughenforcedstandardizationofmethods,enforcedadoptionofthebestimplementsandworkingconditions,andenforcedcooperationthatthisfasterworkcanbeassured.Andthedutyofenforcingtheadoptionofstandardsandenforcingthiscooperationrestswithmanagementalone.”

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“Icansay,withouttheslightesthesitation,thatthescienceofhandlingpig-ironissogreatthatthemanwhois...physicallyabletohandlepig-ironandissufficientlyphlegmaticandstupidtochoosethisforhisoccupationisrarelyabletocomprehendthescienceofhandlingpig-iron.”

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Hedidsomegoodthingsforhistime• HisideasDIDincreaseproduction

• Heintroducedideaslikeregularbreaksandlongerlunchperiods.

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PrinciplesofScientificManagement“Taylorism”

1. Replaceworkingby"ruleofthumb,"orsimplehabitandcommonsense,andinsteadusethescientificmethodtostudyworkanddeterminethemostefficientwaytoperformspecifictasks.

2. Ratherthansimplyassignworkerstojustanyjob,matchworkerstotheirjobsbasedoncapabilityandmotivation,andtrainthemtoworkatmaximumefficiency.

3. Monitorworkerperformance,andprovideinstructionsandsupervisiontoensurethatthey'reusingthemostefficientwaysofworking.

4. Allocatetheworkbetweenmanagersandworkerssothatthemanagersspendtheirtimeplanningandtraining,allowingtheworkerstoperformtheirtasksefficiently.

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HierarchyandRigidSpecialization

13Imageattribution:CoreyCoyle

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Moore’sLaw

“Thenumberoftransistorsincorporatedinachipwillapproximatelydoubleevery24months”

GordonMoore,1975

Manifesto for Agile Software Development

We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more

Kent BeckMike Beedle

Arie van BennekumAlistair CockburnWard Cunningham

Martin Fowler

James GrenningJim HighsmithAndrew HuntRon JeffriesJon Kern

Brian Marick

Robert C. MartinSteve Mellor

Ken SchwaberJeff SutherlandDave Thomas

© 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.

12CoreAgilePrinciples

Source:AgileManifesto:2001

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That’snice,but…

wheredoIfit?!

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TheLeader-FollowerSpectrum

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Iampower

Ilackpower

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Igrantpower

Igetpower

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Isharepower

Iusepower

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Wearepower

Wearepower

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StewardandCatalystActions

• CreateSpace• ProtectBoundaries• Connect• Invite• Initiate• Co-participate

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PracticeTheShiftNew

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TheLeader-FollowerSpectrum

AlanDayleyadayley@solutionsiq.com

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Results

Actions

Beliefs

Experiences

Culture

Manage

Lead

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