book

Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams

Name: Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams
Author: Peter Koning
ISBN: 9780135225813

by Peter Koning

September 2019

Intermediate to advanced

256 pages

4h 50m

English

Addison-Wesley Professional

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Cover Page
About This E-Book
Half-Title Page
Series-Page
Title Page
Copyright Page
Dedication Page
Contents
Foreword
Preface
IntroductionAudience—Who is this Book for?Responsibility of an Agile LeaderAgile Leadership ToolkitWhy This Book?Reading GuideAfter Reading This Book

Acknowledgments
About the Author
Part 1: Co-Create Goals
1.1 How do you Set the Right Goals?
Introduction QuestionsTraditional versus New GoalsTool 1: Key Value Indicator
1.2 How Do You Find The Right Kvis?
Introduction QuestionsWhat is a Good KVI?In Three Steps to a First KVIHow Do I Know We Have An Inspiring KVI?The 5×I for Inspirational KVIsPitfalls When Choosing and Using KVIsHow Do I Give Inspiring Goals?
1.3 How to Visualize the Customer Impact?
Introduction QuestionsComplex Customer ImpactTool 2: Impact LadderSummary of Part 1—Co-Create GoalsThe Agile Leader as a Co-Creator of Inspiring GoalsConcrete ActionsNotes
Part 2: Facilitate Ownership
2.1 When Do Teams Take Ownership?
Introduction QuestionsWhat is Ownership?Why Ownership?How do Teams Deal With Ownership?The Agile Leader as a Facilitator
2.2 When is Intervening the Best Strategy, and When is Letting go Better?
Introduction QuestionsTool 3: Ownership ModelHorizontal Axis: Maturity on Achieving GoalsVertical Axis: FreedomTwo Bad ZonesGood ZoneStaircase
2.3 How Mature is My Team?
Introduction QuestionsStages in MaturityOther Indicators
2.4 How do Typical Teams Grow?
Introduction QuestionsStage 0, StartStage 1, OutputStage 2, QualityStage 3, ScalingStage 4, ImpactAfter That?
2.5 How Can the Borders be Aligned With the Maturity?
Introduction QuestionsConcretely Expanding the BordersTool 4: Freedom Matrix
2.6 When Does the Ownership Model Work and When Does it Not?
Introduction QuestionsTeams Need a Single Concrete, Shared GoalTeams Should Be Able to Give Open Feedback to the Leader to Maintain OwnershipTeams Need to Focus on Working SmarterQuick Customer AppreciationAgile Leaders Need to Escape The Yearly Employee Feedback RitualResilienceSummary of Part 2—Facilitate OwnershipThe Agile Leader’s Responsibility to Facilitate Ownership in His Team(s)Tangible ActionsNotes
Part 3: Learn Faster
3.1 How do you Know Your Teams are Doing the Right Things?
Introduction QuestionsControl Over ActivitiesWhat is the Learning Loop?The Agile Leader as an Experimentor
3.2 How Quickly do My Teams Learn From Users?
Introduction QuestionsTool 5: T2LHigher Agility Through Shorter T2LT2L in PracticeFour Additional Benefits of a Better T2L
3.3 How can the Learning Loop be Put Into Practice?
Introduction QuestionsTool 6: VLBThe Card on The BoardHow Detailed Should The VLB Be?Common Place, Close to the TeamStakeholders and Customers MeetingPower of the Validated Learning Board
3.4 How can Teams Implement Big Ideas in Small Steps?
Introduction QuestionsSplit Into Target Group and Situations, Not Into Parts and FunctionalityPitfalls When Shortening the T2L
3.5 Minimize the Blast Radius
Introduction QuestionsIf all Changes are Successful, Insufficient Innovation Will Take PlaceSummary of Part 3—Learn FasterThe Agile Leader as an ExperimentorConcrete ActionsNotes
Part 4: Design Healthy Habits
4.1 How Do You Stimulate an Agile Culture?
Introduction QuestionsHow Do You Improve the Culture?What Is an Agile Culture?Why Did the Existing Habits Block the New Culture?What Are Habits?How Do Habits Change?
4.2 How do you Design Healthy Habits?
Introduction QuestionsHealthy and Unhealthy HabitsTool 7: Habit MatrixRecognizing Underlying Habits—Two ExamplesRole of the Agile Leader
4.3 Can you Anchor the Cultural Improvement?
Introduction QuestionsWho Are the Heroes of an Agile Culture?A Few People Define the Culture for ManyHow Do You Anchor the Cultural Improvement?
4.4 What is a Healthy Habit to Implement Improvements?
Introduction QuestionsEnabling ImprovementsTool 8: To-GripSummary of Part 4—Design Healthy HabitsThe Agile Leader as Culture LeaderConcrete QuestionsNotes
After Reading This Book
Why a New Toolkit?Agile Leadership Toolkit
Index

Content preview from Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams

Preface

A leader is like a farmer, who doesn’t grow crops by pulling them but instead creates the perfect environment for the crops to grow and thrive.

Two sketches show a few planted carrots. The In the first sketch, the crops are being pulled out of the soil. This is indicated as incorrect. In the second sketch, the crops are watered. This is identified as correct.

Introduction

How do you create this thriving environment for self-managing teams? How do you facilitate teams in such a way that they take real ownership? How do you create enough structure to prevent chaos but also avoid falling back into micromanagement? Is your role as a leader to sit on your hands and trust the autonomy of the teams? These and similar questions are ones I’ve been asked and ...

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The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations

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Agile Leadership Toolkit: Learning to Thrive with Self-Managing Teams

by Peter Koning