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For Product Owners/Product Managers and Scrum Teams: Growth Hacking, Devops, Agile, Lean for IT, Lean Startup, customer centric, software quality...
Curated by Mickael Ruau
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Quatre styles de prise de décision et quand les utiliser — Wiki Agile du @GroupeCESI

Quatre styles de prise de décision et quand les utiliser — Wiki Agile du @GroupeCESI | Devops for Growth | Scoop.it
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Servant Leadership: Does it Work? - DZone Agile

Servant Leadership: Does it Work? - DZone Agile | Devops for Growth | Scoop.it
Servant Leadership as a concept is very old, but has become a key attribute across industries.In this article I present 6 traits of a Great Servant Leader...
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Servant leadership un neutered 2016 09 21

Servant Leadership and Lean-Agile Transformation
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Don’t Wait - Collaborate! 4 Steps to Unlock Productivity in Your Team

At Modus, we take the opposite approach: collaborate and ask questions! "Share Knowledge" is the first core value in our Modus DNA.
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Lightning Round – 3 Trust-Killers To Stop Saying

A few years ago, Google published the surprising results of a study on effective teams, in which they discovered that the primary indicator of a high-performing team is “psychological safety,” which is based on trust. Now that you’ve got a plan in place to help your team feel psychologically safe, keep an eye out for these subtle comments that will counteract the trust that you’re trying to build:

  • “I’m sure you can figure it out.” Yes, she can. But she’s asking because that’s how your team agreed to operate. Answer the question if you can. Otherwise, politely say “Hmm, I’m not sure either” and attempt to point her in the right direction: “Maybe [a team leader / subject-matter expert] can help you here.”
  • “Haven’t you ever… / Don’t you know…” Notice that the very first word out of your mouth here is a negative. And you’re unintentionally suggesting that the asker should know this. Maybe they should, but they obviously don’t (or they’ve forgotten, which is a completely human thing to do). No need to point that out – just answer the question.
  • “Really? / Seriously? / Come On!” Apparently this isn’t obvious to everyone, so I’ll mention it here. Any sort of flabbergasted response will make a question-asker feel unsafe. Leave the emotion out of it and just answer the question.

Lightning Round – 3 Trust-Builders To Start Saying

On the flip side, here are some replacement phrases that will help validate the new Modus operandi (see what I did there?):

  • “Interesting! / Good question!” Validating a question is the quickest way to encourage team members to ask more questions.
  • “What have you tried already?” I often find myself simply repeating the things that my colleague has already tried. This causes frustration for both of us, so I’m trying to be more of a listener nowadays. This question can often give way to the rubber-duck effect, and voilà! You’ve solved your colleague’s problem with nothing more than the grace of your presence.
  • “Is there anything useful in the documentation?” This one can be a little tricky, as you don’t want to suggest that you wish they’d checked the documentation before asking you. It’s a valid response, however, and as long as it’s said kindly, this is often a good place to start.
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Leading a Self-Organizing Team

Mike CohnNorwegian Developer’s Conference6 June 2012Leading a Self-Organizing Team1
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Lessons in Embracing Messiness | AWS Cloud Enterprise Strategy Blog

Lessons in Embracing Messiness | AWS Cloud Enterprise Strategy Blog | Devops for Growth | Scoop.it
Managers don’t solve simple, isolated problems; they manage messes. -Russell L. Ackoff By education and hobbies, I am an electronics engineer. Most problems I face in this domain can be solved through the application of mathematical principles and known solutions. Complex problems can be decomposed into multiple simpler problems and solved in the same way, […]
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Humility: fueling innovation through servant leadership in an age of uncertainty, Mark Schwartz

Superforecasting: The Art and Science of Prediction, Philip Tetlock

Smart People Ask for (My) Advice: Seeking Advice Boosts Perceptions of Competence, Management Science

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Agile Leadership Matrix - DZone Agile

Agile Leadership Matrix - DZone Agile | Devops for Growth | Scoop.it
As transformation/change agents, we are aware that any organization's transformation takes time and requires huge patience and resilience on the part of ...
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Leadership in human aspects of Agile - Agile Blog | Deloitte Australia

Leadership in human aspects of Agile - Agile Blog | Deloitte Australia | Devops for Growth | Scoop.it

 

So what practical steps can you take as a leader to be more Agile?

  • Start with purpose and customer; have your team members spend (more) time with customers, sharing their stories, and demonstrate your personal connection to customer outcomes.
  • Think differently by spending more time conceptualising possibilities, seeking out divergent views, and embracing complexity, and less time formulating specific strategies and plans.
  • Act differently by playing an active role in multiple teams, embracing the Agile tools and ceremonies that your teams are using, and spend more time coaching and less directing.
  • React differently by explicitly tolerating risk and celebrating experimentation, demonstrating resilience when things don’t work perfectly the first time and consciously not laying blame.

So in summary, as a leader and influencer in your organisation the first port of call to scaling Agile is to take conscious control of your own “leadership style”, start thinking, acting and reacting differently, and you’ll begin to see the benefits we’ve discussed above. This can be the case, even when the rest of the organisation around you hasn’t changed. However to take those benefits to the next level and successfully scale even further, the next factor you would likely consider will be organisational structure. We’ll cover this in our next blog in this series.

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You can find further Deloitte thinking and resources here. We would recommend the following further reading:

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The Scrum Master as a Servant-Leader

The Scrum Master as a Servant-Leader | Devops for Growth | Scoop.it
Scrum Master as a Servant-leader. Servant Leadership contextual to the Scrum Master role, Characteristics of Servant-Leader, 8 Servant-Leader behaviors.
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