This is a presentation to a webinar The Agile Team Facilitator Mindset. It covers one learning objective of ICP Agile Team Facilitation training by ICAgile.
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Introduction
Svetlana Mukhina
ICAgile ICP, ICP-ATF, ICP-BVA, PSM I
Agile and Career Coach at Luxoft Agile Practice
Experience: 12+ years in IT, Project and department management,
Computer Linguistics, Technical Writing, Quality Assurance
Interests: Project management, Agile transformation, Career and
performance coaching, Psychology
Hobbies: Horse riding, music, poker, travelling
Linkedin: https://www.linkedin.com/in/svetlanamukhina
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Session Plan
Servant leadership concept
Management vs servant leadership
How to change mindset and behavior
Mindset shift for facilitation values
Mindset shift in positions
Mindset shift on logical levels
Check-in
Attendance code and howto credit activation
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Servant Leadership by Robert Greenleaf
A servant-leader focuses primarily on the growth and well-being of people and the communities to
which they belong. While traditional leadership generally involves the accumulation and exercise of
power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares
power, puts the needs of others first and helps people develop and perform as highly as possible.
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Mindset Shifts for Facilitation Values
Teaching how
to fish
over giving fish
every time
Staying
curious and
seeing the best
in people
over judging or
manipulating
Focusing on
the leverage in
the present
moment
over
speculating
on past or
future
Responding
to change
over
following a
facilitation
plan
Discuss ICAgile certification program.
ICAgile Fundamentals that is also provided by Agile Practice
Focus on ICAgile Agile teams coaching and facilitation track
Mention of other tracks provided by Agile Practice
Listening: A servant leader puts the emphasis upon listening effectively to others.
Empathy: A servant leader needs to understand others' feelings and perspectives.
Healing: A servant leader helps foster each person's emotional and spiritual health and wholeness.
Awareness: A servant leader understands his or her own values and feelings, strengths and weaknesses.
Persuasion: A servant leader influences others through their persuasiveness.
Conceptualization: A servant leader needs to integrate present realities and future possibilities.
Foresight: A servant leader needs to have a well developed sense of intuition about how the past, present, and future are connected.
Stewardship: A servant leader is a steward who holds an organization's resources in trust for the greater good.
Commitment to the growth of people: A servant leader is responsible for serving the need of others.
Building community: A servant leader is to help create a sense of community among people.
Describe the history of Servant Leadership concept, especially pay attention to Robert Greenlea input and formulation of the idea - http://en.wikipedia.org/wiki/Servant_leadership
“One of the four value statements from the Agile Manifesto states:
Individuals and interactions over processes and tools.
Two principles supporting the Agile Manifesto are:
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversatio”
To read further - http://www.thoughtworks.com/insights/blog/leadership-agile-environment
Creating Cloud of Tags - facilitation technique
– write on stickers servant leaders (people names and their qualities) using various markers
Create a Cloud on a flipchart with the stickers
Discuss why these people are servant leaders
One more variant Gratitude Tree - https://sentinel2.luxoft.com/sen/wiki/display/~smukhina/2014/08/05/Agile+Fun
Describe the concept provided in the article http://www.thoughtworks.com/insights/blog/leadership-agile-environment
And guide the participants to the understanding the this shift from control of management to control of the team can happen only when mindset is changed or started to change
1. Autocratic leadership
An autocratic leader centralizes power and decision-making in himself. He gives orders, assigns tasks and duties without consulting the people. The leader takes full authority and assumes full responsibility.
2. Paternalistic leadership
Under this management style the leader assumes that his function is fatherly or paternal. Paternalism means father knows best. The relationship between the leader and his group is the same as the relationship between the head of the family and the members of the family. The leader guides and protects his subordinates as members of his family.
3. Participative leadership
Participative or democratic leaders decentralise authority. It is characterised by consultation with the subordinates and their participation in the formulation of plans and policies. He encourages participation in decision-making. He leads the subordinates mainly through persuasion and example rather than fear and force. Sometimes the leader serves as a moderator of the ideas and suggestions from his group.
4. Delegative leadership
Leadership style in which a leader transfers decision making power to one or more employees, but remains responsible for their decisions.
5. Free-rein leadership
Free-rein leaders avoid power and responsibility. The laissez-faire or non-interfering type of leader passes on the responsibility for decision-making to his subordinates and takes a minimum of initiative in administration. He gives no direction and allows the group to establish its own goals and work out its own problems.
The leader plays only a minor role. His idea is that each member of the group when left to himself will put forth his best effort and the maximum results can be achieved in this way.
Time to move:
Prepare a flipchart for each statement
Put a flipchart each in each corner of the class
Make the participants familiar with the facilitation - body grouping technique:
1)
- Ask the ones for whom the first value is hard to follow come to the corresponding corner of the room
- Ask why it is hard?
2)
- Then make the same grouping with a new question – What is for you the easiest or less difficult value to shift your mindset to
Ask the participants to write on stickers the recommendations or advices for the ones who find it is difficult to make a shift to the value where the current participants are located. Put the stickers on the flipchart
3)
- Ask the participants to return to the “previous” corners of hard shift
Ask to find the most valuable advice for them on the flipchart
4 Agile values can be also used to show the shift
Discuss the importance for a facilitator to step into I (1st position), You (2d position), Dissociated Position of observer (3d position).
Discus the importance for a facilitator to a have a possibility to bring a coachee into these 3 positions
http://success360.com/coach/peops_nlp_percepos.html – the article discuss 4 positions , but to be able to switch between 3 is also acceptable in facilitation.
http://bibliotecacoaching.com.ar/U4/NLP.At%20Work.Sue%20Knight.pdf – chapter 17 Negotiate Your WayThrough Life Perceptual Positions
http://www.nlpls.com/articles/perceptualPositions.php
http://books.google.com.ua/books?id=w57Lux92pDMC&pg=PT102&lpg=PT102&dq=nlp+positions+I+we+observer&source=bl&ots=88IBLB7Shc&sig=I3eOm0-CGH4Je5y-jzX0m9DXj_k&hl=ru&sa=X&ei=WDwbVPjcKszqOOa1gcgL&ved=0CGsQ6AEwCA#v=onepage&q=nlp%20positions%20I%20we%20observer&f=false – chapter 12
Facilitation technique – Switch roles with you opponent.
Facilitator should know how to change roles
It is possible learn how to develop this or that position
Facilitator is a lot about observation (neutrality), but if he/she is a part of the group then we
The first Neuro-linguistic perceptual position “Self” is a total self-reference, and operates from the self or from ones own eyes. Explore what you think about the relationship. Label both your own and the other person's behavior. Change the state – shake off all bad feelings.
The second perceptual position “Other” enhances your ability to empathize. It gives you the ability to see another person’s logic especially when you are in an argument. You can also get some insight into your behavioral characteristics, and what someone else thinks about you. It is also an important model for strengthening rapport. Explore the relationship from the other person's point of view. Imagine how they experience your behavior. What sort of label would they put on it? How do they feel? Shake off that emotional state before continuing.
The third Neuro-linguistic perceptual position “Observer” is a complete dissociation from the entire conversation or experience. Go outside the relationship, become a detached observer – imagine a stage and see both of you on stage. See that other person doing what they do, and see yourself responding to them.Shift your question from 'How can I change that person's behavior?' to 'How am I reinforcing or triggering that person's behavior?' Explore how else you could respond to him or her.
The fourth perceptual position, defined as a “We”, is the viewpoint from the perspective of the system as a whole. In order to take the fourth perceptual position, step aside and take on the perspective of the whole arrangement by considering the best interest of the unit as a single entity. Associate yourself with the whole system. Here your aim is to contribute to this single unit, by considering “our” common goals.
Describe mindset shift on different levels with the help of Robert Dilts Pyramyd of neurological levels. How our behavior e.g. can impact our behavior and on the same time can influence our skill and competence. The levels can impact each other on both directions. Shift on one level can cause changes on others.
If you know how to use the Dilts pyramid for a coaching session, make a presentation for a group with one volunteer. It is necessary to choose some problematic situation at work in Agile team and using the model to guide a person
Defining on what level the situation cause is
What resource is necessary to improve it
How other levels will changes when adding a resource on one level
http://www.communicatingexcellence.com/wp-content/uploads/neurologicallevels.pdf
One more popular concept - http://www.amanet.org/training/articles/The-Five-Levels-of-Leadership-Agility.aspx
Before we go to a new block of information, let’s check our level of energy. Check-in activity can be used for this purpose
(Mad Sad Glad)