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Agile Leadership (Agile Management) – part II

Picture provided by kansasphotoLike most modern Homo sapiens, when you hear Agile Leadership or Agile Management, you think of:

  • [if you are outside the business world] A business-person who can use a combination of balance, coordination, speed, reflexes, strength, endurance and stamina to achieve his objectives;
  • [if you are inside the business world but outside the information technology field] A person who has the capability of rapidly and cost efficiently adapting to changes in an attempt to deliver on his objectives;
  • [if you are inside the information technology field] A person who manages a software development team who uses methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams with the objective of delivering value.

I apologize if you are outside the business world because this is not the perspective I wish to cover. For people in the other two categories, you are partially right.

I attempted to define Agile management and see how I could apply Agile principles to management a while ago and since then, I have been able to piece the puzzle together. Agile Leadership requires less technical knowledge than its cousin but it heavily relies on the same principles.

A high level view of the model

Agile Leadership Model (Summary)

If you have been reading my blog for a while (thank you!) and even if you haven’t, you will realize that I have been covering various parts of this model already:

People: The people dimension covers all aspects of competencies, motivation, culture, collaboration and communications that enable the organization to achieve its business objectives. While every effort is directly or indirectly related to people, this perspective focuses primarily on the ability of individuals to contribute to the achievement of objectives.
[related tags: 360-degree feedbackcoachingcollaborationcommunitydecision makingfeedbackleadershipmanagementorganizational structurepeople management,servant leadership]

Processes: The process dimension aims to define the working methods and approaches to be followed in carrying out tasks in line with the overall objective of delivering business value.
[related tags: agileagile managementscrum]

Tools: The technology dimension covers the various tools and technologies that support the organization in achieving its business objectives.
[related tags: none, I haven’t covered this dimension]

Value: The value dimension covers the business capacity to effectively deliver value within the appropriate time. The delivery of value is the fundamental purpose of the organization.
[related tags: ROI]

As you can see, I have mostly covered the People dimension of the model while I have purposely left the Tools section un-covered. The reason for this is that there are already thousands of web sites on the topic of Agile and technology.

In an upcoming series of blog posts, I will present a more detailed perspective of what Agile Leadership truly means based on our experience. Stay tuned…

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  1. Value Based Leadership Coaching

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