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Copyright © 2017 SolutionsIQ Inc. All rights reserved. 6801 185th Ave NE, Suite 200 Redmond, WA 98052 solutionsiq.com 1.800.235.4091 The Leader-Follower Spectrum Empowerment is not enough Global Scrum Gathering San Diego 2017 Alan Dayley, Senior Agile Coach

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Page 1: The Leader-Follower Spectrum Empowerment is not enough · 2. Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and

Copyright © 2017 SolutionsIQ Inc. All rights reserved.

6801 185th Ave NE, Suite 200Redmond, WA 98052solutionsiq.com1.800.235.4091

The Leader-Follower SpectrumEmpowerment is not enough

Global Scrum Gathering San Diego 2017

Alan Dayley, Senior Agile Coach

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2

Where do I fit?

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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”

8

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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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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

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

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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.

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12CoreAgilePrinciples

Source:AgileManifesto:2001

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17

That’snice,but…

wheredoIfit?!

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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

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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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

StewardandCatalystActions

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

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PracticeTheShiftNew

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TheLeader-FollowerSpectrum

[email protected]

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Results

Actions

Beliefs

Experiences

Culture

Manage

Lead

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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

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© 2013 BigVisible Solutions, Inc.. All Rights Reserved

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