The Elephant Is Dead

By Sigi Kaltenecker

www.p-a-m.org www.loop-beratung.at

Long Live Agile Leadership!

Organizational Consultant

Managing Director LOOP

IT & Financial Services

SpeakerAuthorCo-Editor PAM

Sigi Kaltenecker

Large group kick-off of agile transition

loop organisationsberatung gm 6 www.loop-beratung.at

Commander &

controllerPolitical player

Solution hero

Privileged

decision-maker

Super expert

One-way communicat

or

powerful &

dangerous

Traditional Management

This elephant is dead

Who killed the elephant?

The „lions“ killed the elephant

Increased complexity of markets

Global mobility of customers & workers

Communication technology

Higher education levels

Conflicting customer needs & demands

Multiple stakeholders

Internal „buffalos“

Only 1 of 5 workers is fully engaged

75% of the workforce lacks passion

Organizational life expectancy < 20 years

15% of teams realize their full potential

40 million jobs created by start-ups

Almost none created by established firms

“Given the deep change that has taken place in both the

marketplace and the workplace, should we be

suprised that we need different management

today?“

Stephen Denning, Radical Management

How to become different?

What is needed?

In Practice?

The PAM Study

58 face-to-face interviews with IT and business experts of 5 different companies

Gathering of insights by destilling the most important answers of each company and over all

Crossfunctional survey team: line management, OD, project management, agile coaching

Discussing the end results with a diverse group of managers of different companies

Open, hierarchy-bridging communication

Middle management as change agent

The results: practical success factorsTrust

Leadership as a team sport

Professional self-management

Trust

Trust in:• the competence of the team• their ability to self-organize• yourself and your ability to deal with new challenges

See www.p-a-m.org: „A recipe for trust building“

”To work agile is like climbing stairs without handrails“ Senior Management Business

requires leaders to:• adopt to change• sincerely delegate responsibility• cope with uncertainty and democracy• learn

Leadership as a team sport

Team decisions instead of individual decisions

All key players are involved in major decisions:

Complex problems are viewed and solved from different perspectives

Leadership is shared and a result of goal-oriented networking rather than an individual property

Middle Management as Change Agent

Not middle management, but command & control leadership becomes obsolete

New core challenges: Context management Coaching Change management Facilitating Dialoguing

How do you rate the potential that the entire company can benefit from the agile transition?(1: very positive, 2 positive, 3: neutral)

„Why do we have line managers – so that someone signs our vacation forms?“ – Team Member

Please discuss for the next 10 minutes the following questions:

How do these success factors fit to our own experience of

„agile leadership“?

Feedback loop on study results

Decide on a group speaker to present a written summary statement of your discussion: one flip chart incl. 3

concrete building blocks for a leadership learning journey

How can we practically improve leadership?

Open, hierarchy-bridging communication

Middle management as change agent

Successful agile leadership by:Trust

Leadership as a team sport

Professional self-management

Team leadership coalition

Large group kick-off of agile transition

My personal TOP 5Agile Leadership Training

Agile Transition Teamwork

Peer coaching of middle managers

Team Leadership Coalition

Agile Transition Team

Peer coaching of middle managers

For a relationship-centered model of change

„the basic building block of change is dialogue“

Agile leadership challenges teams…

…as well as line managers

Again, you

didn´t hit me!

You guys are lacking

teamwork and organization!

You don´t hit me because

you´re not aligned!!