AgileCamp Silicon Valley 2017 - presentation about (team) leadership styles and links with performance, agile teams, culture, change process, cynefin model/complex problems

1. @GoAgileCamp
#AgileCamp2017
20172017
SOS TITANIC
Xavier Warzee
Agile Coach
Be a highly performing team to
save your life!
@xwarzee
Founder, Scrum Conseil
President, French
Scrum User Group
Philippe Houssin
Performance Coach
Founder, PEPS People

2. Learning objectives
Learning objective 1
Discover by experiment the different styles of (team) leadership.
Learning objective 2
Be aware depending of the leadership style, achieving high
performance is a different journey
Learning objective 3
Agile teams need several styles of leadership to avoid blind spots
Learning objective 4
Each team member may be the leader depending of the context.

3. LEARNING OBJECTIVE 1
Discover by experiment the different
styles of leadership.

13. Team
• Form teams of 3 to 6 members
• 1 observer per team
• 20 to 30 minutes max
• Warning, each team and observer will give their
feedbacks after!

15. Several styles
of
leadership exist!

20. HOW TO KNOW OUR
STYLE OF LEADERSHIP?

21. PLEASE STAND UP AND
PUT YOURSELF ON A LINE

22. YES, NO, YES, YES, YES

23. NO, YES, NO, NO, NO

24. DEBRIEF

27. Testing the body!
“The brain main purpose is
to organize and control
movement” - Daniel Wolpert
“We think because
we move” - Rodolfo Llinás
RESULTS OF “ACTION TYPES®” RESEARCHES USEDAT INSEP IN
THE CERTIFICATE : “PERFORMANCE & PSYCHOMOTIVE PROFILE”
INSEP : National Institute of Sport, Expertise, and Performance
https://www.ted.com/talks/daniel_wolpert_the_real_reason_for_brains

28. An example of test
> Two schemes of different walks

29. • SOS Titanic during an
agile retrospective few
weeks ago
• Body Testing during a
meetup organized by the
French Scrum User
Group
Usages

30. Learning objectives
Learning objective 1
Discover by experiment the different styles of leadership.
Learning objective 2
Be aware depending of the leadership style, achieving high
performance is a different journey
Learning objective 3
Agile teams need several styles of leadership to avoid blind spots
Learning objective 4
Each team member may be the leader depending of the context.

31. LEARNING OBJECTIVE 2
Be aware depending of the
leadership style, achieving high
performance is a different journey

32. Write your name with
Your left hand if you are right-handed
Your right hand if you are left-handed
When did you write your name
that way the last time?

33. We use two sides to adapt
Influence by: Surprise, Stress, Learning, Tired, Emotions, …
• Expression
• Control
• Easy
• Relax
• Learning
• Let go
• Difficult
• Tension

34. 4 types of needs
Sensitive information
channel
Intuitive decision
channel
Rational logic
Objective
decision
framework
“The Practical-minded
ones”
“The Rational ones”
Feeling logic
Subjective
decision
framework
“The socializing
ones”
“The Idealistic
ones”

35. Strong temperament
I control I explore
Complexity
I act I get involved
Simplicity
Quantitative
Qualitative
NATURAL ROLES
“The praticals”
“The Relationals” “The Idealistics”
“The Rationals”
Performer
using dashboards,
expertise and
technology
Producer
relying on realistic
and quality
operating modes
Catalyst Developer
relying on
evolving and
uncertain contexts to
innovate
Leader mediator
Humanist relying on
and developing people

36. Strong temperament
I control I explore
Complexity
I act I get involved
Simplicity
Quantitative
Qualitative
MANAGEMENT
TYPES
“The praticals”
“The Relationals” “The Idealistics”
“The Rationals”
Mgt
Abstract
Concrete
Step by
step
Interactions
SOLIDARITY
Human and
environmental
PRAGMATIC
Operational and
realistic
BY OBJECTIVES
Technical and
financial
PROSPECTIVE
Global evolutionary
and emerging

37. Strong temperament
I control I explore
Complexity
I act I get involved
Simplicity
Quantitative
Qualitative
PREFERED
MGT TOOLS
“The praticals”
“The Relationals” “The Idealistics”
“The Rationals”
• Analysis framework
• Dashboard
• Cost indicators
• Investigation
• Return on Investment
• Total Cost
• CQQCOQP
Teambuilding
Leadership
Knowledge Management
coaching
networks
• Definition of
processes (time and
tasks)
• Total quality
• 6 sigma (quality and
cost reduction)

38. Strong temperament
I control I explore
Complexity
I act I get involved
Simplicity
Quantitative
Qualitative
KNOWLEDGE MGT
“The praticals”
“The Relationals” “The Idealistics”
“The Rationals”
Learning Organization
and Communities of
Practice
Feedback and
Best practices
Benchmarking and
formal learning
Knowledge Economy
and Next Practices
Knowledge
Mgt
Abstract
Concrete
Sequential Simultanous

39. Learning objectives
Learning objective 1
Discover by experiment the different styles of leadership.
Learning objective 2
Be aware depending of the leadership style, achieving high
performance is a different journey
Learning objective 3
Agile teams need several styles of leadership to avoid blind spots
Learning objective 4
Each team member may be the leader depending of the context.

40. LEARNING OBJECTIVE 3
Agile teams need several styles of
leadership to avoid blind spots

41. COLLABORATION
CHALLENGE IN THE
MANIFESTO

43. Learning Organization
> The common ground for Agile, Lean, …
Personal
Mastery
Mental
Models
Shared
Vision
Team
Learning
Systems
Thinking

44. Learn as an individual vs a team
Learn as an individual
• Values
• Achieve the purpose as the
actor defines it
• Win, do not lose
• Suppress negative feelings
• Emphasize rationality
• Strategies
• Control environment and task
unilaterally
• Protect self and others
unilaterally
Learn as a team
• Values
• Valid information
• Free and informed choice
• Internal commitment
• Strategies
• Sharing control
• Participation in design and
implementation of action

45. COLLABORATION
CHALLENGE
AT THE TEAM LEVEL

46. FORMING
NORMING
PERFORMING
STAGES OF TEAM DEVELOPMENT
> The Tuckman model
STORMING

47. From Storming to Norming
> How talents may work together
- Diagnosis
- Analysis of the
situation
•CONCRETE
•Collect data and
relevant facts
- The Possibilities
-The research of
new solutions
•PROJECT
•Make plans about
the future, search
for new ways
Logical analysis
Feasibility study
•PRINCIPLES
•Anticipate the
logical
consequences,
the actions
advantages
Impact of the
decisions on the
people
•VALUES
•Determine the
meaning of the
action, make sure
the project is in
accordance with
the shared values,
feel concerned
about the
motivation of the
people involved
Collective performance = sum of all the strengths of all leaderships
“The Relationals” “The Rationals” “The praticals” “The Idealistics”

48. From Norming to Performing
- Diagnosis
- Analysis of the situation
- The
Possibilities
-The research of
new solutions
Logical analysis
Feasibility study
Impact of the
decisions on
people
“The Relationals” “The Rationals” “The praticals” “The Idealistics”

50. Learning objectives
Learning objective 1
Discover by experiment the different styles of leadership.
Learning objective 2
Be aware depending of the leadership style, achieving high
performance is a different journey
Learning objective 3
Agile teams need several styles of leadership to avoid blind spots
Learning objective 4
Each team member may be the leader depending of the context.

51. LEARNING OBJECTIVE 4
Each team member may be the
leader depending of the context

52. Organizational Culture Context
> Schneider Model
Control Culture
"We succeed by getting and
keeping control”
• Rules, Process, Stability,
• Power, Hierarchy,
• Predictability, Order,
• Standardization
Competence Culture
"We succeed by being the
best"
• Efficiency, Meritocracy,
• Expertise, Achievement,
• Professionalism
Collaboration Culture
"We succeed by working
together”
• Synergy, Partnership, Teams,
• Trust, Diversity, People,
• Interaction, Affiliation
Cultivation Culture
"We succeed by growing
people who fulfil our vision"
• Purpose,
• Dedication,
• Creativity,
• Subjectivity

53. Organizational Culture Context
> Schneider Model
Control Culture
"We succeed by getting and
keeping control”
• Rules, Process, Stability,
• Power, Hierarchy,
• Predictability, Order,
• Standardization
Competence Culture
"We succeed by being the
best"
• Efficiency, Meritocracy,
• Expertise, Achievement,
• Professionalism
Collaboration Culture
"We succeed by working
together”
• Synergy, Partnership, Teams,
• Trust, Diversity, People,
• Interaction, Affiliation
Cultivation Culture
"We succeed by growing
people who fulfil our vision"
• Purpose,
• Dedication,
• Creativity,
• Subjectivity
The RationalsThe Praticals
The IdealisticsThe Relationals

54. Change Context
New
Status Quo
Transformational
Ideas
Chaos
Foreign
Element
New
Practices
Old
Status Quo
Time
Performance
Resistance
Deny
Integration
SatirChangeModel

55. Change Context
Rationals
Rationals
New
Status Quo
Transformational
Ideas
Chaos
Foreign
Element
New
Practices
Old
Status Quo
Time
Performance
Resistance
Deny
Integration
SatirChangeModel

56. New
Status Quo
Transformational
Ideas
Chaos
Foreign
Element
New
Practices
Old
Status Quo
Time
Performance
Resistance
Deny
Integration
Change Context
Idealistics
Relationals Praticals
SatirChangeModel

57. “Types of problem” Context

58. Cf. https://www.slideshare.net/DocOnDev/a-practical-guide-to-cynefin
“Types of problem” Context
Hero – Doers
“The Praticals”
Command
Emergence
Effectiveness
“The Idealistics”
Facilitation
Facts
Optimal solution
“The Rationals”
Collaboration
Intuition -
Efficiency
“The Relationals”
Coordination

59. Learning objectives
Learning objective 1
Discover by experiment the different styles of leadership.
Learning objective 2
Be aware depending of the leadership style, achieving high
performance is a different journey
Learning objective 3
Agile teams need several styles of leadership to avoid blind spots
Learning objective 4
Each team member may be the leader depending of the context.

60. Return on Time Invested (ROTI)
“Excellent – A really useful session that worth more
than the time spent on it. High value”
“Above average – I gained more than the time I
spent. Good value”
“Average – I gained enough to justify the time
spent on. I have not lost my time, no more. Value”
”Useful – But it wasn’t worth 100% of the time
spent on it. So I lost time.”
“Useless – I gained nothing. I really lost 1 hour! No
value at all!”

61. References
• Titanic, James Cameron
• https://en.wikipedia.org/wiki/Titanic_(1997_film)
• The real reason for brains, Daniel Wolpert, TEDGlobal 2011
• https://www.ted.com/talks/daniel_wolpert_the_real_reason_for_brains
• Tuckman's stages of group development
• https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
• Gamestorming: A Playbook for Innovators, Rulebreakers, and
Changemakers, Dave Gray, Sunni Brown, James Macanufo
• https://www.amazon.com/Gamestorming-Playbook-Innovators-Rulebreakers-
Changemakers/dp/0596804172
• NASA – Space Shuttle
• https://www.nasa.gov/mission_pages/shuttle/main/index.html
• ActionTypes®
• http://www.actiontypes.com
• Talent Leadership: Empower Your Team to Reach High Performance Levels
and Sustainable Rhythmes, R. Hippolyte, P. Petit, P. Houssin
• https://fr.slideshare.net/ppetit/talent-leadership-empower-your-team
• CCS – INSEP
• http://www.insep.fr/fr/actualites/offre-de-formation-professionnelle-continue-des-cadres-
du-sport-de-haut-niveau-2016-2017