Talk: Practicing Agile Leadership
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Speaker:
Andrea Provaglio
Talk description
Title:
Practicing Agile Leadership
Short synopsis:
What is "leadership" in an Agile culture? Why is it relevant and how does it relates to management? Is there one only style of Agile leadership, or that's contextual and specific to you? If it's specific to who you are and to your context, what can you do to develop your own style of Agile leadership, one which is also beneficial to your organization? These are some the questions we'll address during this session, from the perspective of the presenter's experience in helping organizations to evolve and manifest agility. We'll also discuss some of the major forces that determine how an organization evolves and how these relate to leadership. Most importantly, you'll not be told what to do to "be an Agile leader". Instead, you'll be presented with a set of individual practices and activities that can help you develop your own, personal Agile leadership style.
Max size: 500 chars
Long synopsis (optional):
A NOTE FOR THE REVIEWERS: I've submitted two versions of this session, with the same title. That's because I can cover this topic in two formats: * a 45-minute frontal presentation, with no activities for the audience, aside from the usual speaker/audience interactions * a 90-minute workshop in which the attendees will be invited to participate in short exercises and group discussions The short and long abstract are the same, the only difference being that the workshop format implies participants' activities. This submission is for the 45-MINUTE TALK ———————————————————— ABSTRACT The subject of Agile Leadership first appeared on the scene a couple of years ago, when people started to realize that practices, processes, tools, metrics and organizational structure were not enough to help an organization really manifest agility. The obvious reason is that the ability of an organization to deliver value depends on how the organization operates. What's less obvious is that the way the organization operates depends on how the organization is conceived, mainly and mostly as an intelligent network of individuals. This, in turn, depends on the mindset of the most influential individuals in the organization — its leaders, those people who can bring change about, be it the tiniest operational detail or the most profound change, regardless of their formal position. Taking about leadership in general would be pointless (for instance, leadership in an hospital is different from leadership in the military) so will focus of the specific kind of leadership that is fitting to the naturally inclusive nature of an Agile culture, a kind of leadership that's beneficial to an Agile organization or to one that aspires to be so. The point of this session, however, is not what you should do to “be an Agile leader”. The real point is what **you can do** to develop your own leadership style (based on who you are, on your context and on what you want to achieve) that still fits an Agile culture and its ways of working. Over the years I’ve developed a set of practices to help organizations evolve into Agile by reviewing and changing their mindset, especially the mindset about leadership. In this session, you are going to learn a few of these practices — such as Organizational Gardening, Heuristics and Self-awareness. The main topics we'll cover are: * we'll consider and compare major organizational forces that shape how an organization works and evolves: management (providing resources); leadership (providing direction); and development (fostering people's growth) * the meaning of leadership in an Agile context and how it relates to other forces * concrete practices for developing Agile leadership Again, these are not things that you should do to be an Agile leader. These are practices that may help you develop the kind of Agile leadership you want to manifest, if you care to practice them on yourself.
Max size: 5000 chars
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