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Agile Team Behavior
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Self Managing Teams Traditional Teams
Business value driven Management driven
Cross functional team members Workforce of isolated specialists
Limited role descriptions Many job descriptions
Open sharing of information Limited information sharing
Relatively flat hierarchy Many levels of management
Focused on delivering valuable Function/Department focus
software
Shared goals Segregated goals
High team member commitment High management commitment
Continuous Improvement Incidental improvement
Self-controlled Management-controlled
Values/Principles based Policy/procedure based
IF
Authority or Resources or
Information or Accountability = 0
THEN
Team empowerment = 0
Adapted from “Leading Self-Directed Work Teams”, Kimball Fisher, McGraw-Hill, 2000
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Display creative
Have a solid sense Enjoy unified
and spontaneous
of shared purpose, commitment
behaviors
Create standards
Manage conflict of excellence
Deliver results
well through group
norms
Get better
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If you fail to honor your people,
They will fail to honor you;
It is said of a good leader that
When the work is done, the aim fulfilled,
The people will say, "We did this ourselves."
Peter Drucker
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Traditional Management Agile Team Leaders
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Agile Team Behavior ✔
My underlying belief:
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Centralized
Leadership
Shared
Leadership
Internal
Focus
External
Focus
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Ensure that the
team is provided
Encourage with a clear
trust and vision of what
respect they are to
between accomplish
team
members
Facilitate a
decentralized,
empowered,
collaborative
workplace
Creates a collaborative
Provides external
environment or context Protects team from
support and access to
in which the team external interruptions
resources
grows
Emerge as servant-
Listens effectively
leaders
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Agile Team Behavior ✔
✔
Agile Team Leadership
Leadership Team
Styles Behavior
Team
Transformational
Performance and
Leadership
Commitment
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Forming Storming
Performing Norming
Forming Storming
Performing Norming
• Team Norms have
evolved
• Leadership is shared • Core processes
• Team self-organizes operate smoothly –
• Process is adjusted most of the time
when necessary • Team is focused on
work – most of the
time
www.teal.org.uk
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Forming Storming
Norming Performing
• Trust and
• “Getting to • Trust is Relationships • Higher
know” you focused start to levels of
stage into develop to a trust as
smaller greater loyalty and
• Trust may
groups or degree relationshi
start to be
built subunits • Cooperation ps develop
• Alliances and
are formed collaboration
• Trust is replace
unstable conflict and
mistrust
www.teal.org.uk
• Consensus is difficult.
• Compromise is a frequent outcome
Storming
www.teal.org.uk
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Forming Storming Norming Performing
More directive
leadership, Supportive,
Team leader acts Team shares
• lays down as team member leadership
clear structure’ between
• Outlines clear Actively listens members
goals
Leadership starts
Manages conflict
to be shared
www.teal.org.uk
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Attribute Autocratic Style Facilitative Style
Verbal Pattern More Statements More Questions
Power Orientation Selfish. It’s mostly Social. It’s more
“about me” about the group
Influence Orientation Directive Consensus
Dominance Level More dominant, more Appears less
assertive dominant; style is
more subtle
Advocacy Rarely Neutral Perceived as Neutral
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Team Situational Agile Team Leadership
“Readiness” Leadership* Behaviors
level Behaviors
R1 – Lack specific S1 – Telling Training and Coaching in Agile practices
skills; unable or One way
unwilling to take communication
responsibility
R2 – Unable to take S2 – Selling Facilitative Leadership
responsibility yet leader provides Coaching and Mentoring, leader as
willing to try direction, uses two way “expert”; leading through influence and
communication and persuasion. Concern for relationships
provides socio- Semi-directive style.
emotional support
R3 – Experienced S3 – Participating – Collaborative leadership Style
and able but lack Shared decision Inspire commitment and action, lead
confidence to take on making, maintains as a peer problem solver, build
responsibility high relationship broad-based involvement, sustain
behavior home and participation
R4 – Experienced, S4 – Delegating Servant Leadership Style
able and willing to take Responsibility has Leader influences and impacts team
on responsibility passed to the group, through manipulating the system, not
Leader is involved and the people.
*Hersey & Blanchard monitors progress
Rubin, Hank,( 2009) “Collaborative Leadership: Developing Archer, David; Cameron, Alex (2008). Collaborative
Effective Partnerships for Communities and Schools leadership – how to succeed in and interconnected world
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Willing to take risks
Eager listeners
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Intellectual Individualized Inspirational Idealized
Encourage Creativity
Sense of purpose
Role Model
Stimulation Consideration Motivation Influence
✔
Balancing Leadership Styles
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As we mature as Agile team leaders - we let
go of our need for control; for having it our
way.
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As we mature as Agile team leaders, we let go of
our former ways of being and fully embrace
servant leadership
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• Questions and discussion
welcome!
trunyon@collab.net
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