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

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Dedication Page Foreword

Contents
Foreword

Preface

Acknowledgments

About the Author

Part 1 Co-Create Goals

1.1 How Do You Set the Right Goals?

Traditional versus New Goals

Tool 1: Key Value Indicator

1.2 How Do You Find the Right KVIs?

What Is a Good KVI?

In Three Steps to a First KVI

How Do I Know We Have an Inspiring KVI?

The 5×I for Inspirational KVIs

Pitfalls When Choosing and Using KVIs

How Do I Give Inspiring Goals?

1.3 How to Visualize the Customer Impact?

Complex Customer Impact

Tool 2: Impact Ladder

Summary of Part 1—Co-Create Goals

The Agile Leader as a Co-Creator of Inspiring Goals

Concrete Actions

Part 2 Facilitate Ownership

2.1 When Do Teams Take Ownership?

What 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?

Tool 3: Ownership Model

Horizontal Axis: Maturity on Achieving Goals

Vertical Axis: Freedom

Two Bad Zones

Good Zone

Staircase

2.3 How Mature Is My Team?

Stages in Maturity

Other Indicators

2.4 How Do Typical Teams Grow?

Stage 0, Start

Stage 1, Output

Stage 2, Quality

Stage 3, Scaling

Stage 4, Impact

After That?

2.5 How Can the Borders Be Aligned with the Maturity?

Concretely Expanding the Borders

Tool 4: Freedom Matrix

2.6 When Does the Ownership Model Work and When Does It Not?

Teams Need a Single Concrete, Shared Goal

Teams Should Be Able to Give Open Feedback to the Leader to Maintain
Ownership

Teams Need to Focus on Working Smarter

Quick Customer Appreciation

Agile Leaders Need to Escape the Yearly Employee Feedback Ritual

Resilience

Summary of Part 2—Facilitate Ownership

The Agile Leader’s Responsibility to Facilitate Ownership in His Team(s)

Tangible Actions

Part 3 Learn Faster

3.1 How Do You Know Your Teams Are Doing the Right Things?

Control Over Activities

What Is the Learning Loop?

The Agile Leader as an Experimentor

3.2 How Quickly Do My Teams Learn from Users?

Tool 5: T2L

Higher Agility through Shorter T2L

T2L in Practice

Four Additional Benefits of a Better T2L

3.3 How Can the Learning Loop Be Put into Practice?

Tool 6: VLB

The Card on the Board

How Detailed Should the VLB Be?

Common Place, Close to the Team

Stakeholders and Customers Meeting

Power of the Validated Learning Board

3.4 How Can Teams Implement Big Ideas in Small Steps?

Split into Target Group and Situations, Not into Parts and Functionality

Pitfalls When Shortening the T2L

3.5 Minimize the Blast Radius

If All Changes Are Successful, Insufficient Innovation Will Take Place

Summary of Part 3—Learn Faster

The Agile Leader as an Experimentor

Concrete Actions

Part 4 Design Healthy Habits

4.1 How Do You Stimulate an Agile Culture?

How 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?

Healthy and Unhealthy Habits

Tool 7: Habit Matrix

Recognizing Underlying Habits—Two Examples

Role of the Agile Leader

4.3 Can You Anchor the Cultural Improvement?

Who Are the Heroes of an Agile Culture?

A Few People Define the Culture for Many

How Do You Anchor the Cultural Improvement?

4.4 What Is a Healthy Habit to Implement Improvements?

Enabling Improvements

Tool 8: TO-GRIP

Summary of Part 4—Design Healthy Habits

The Agile Leader as Culture Leader

Concrete Questions

After Reading This Book

Why a New Toolkit?

Agile Leadership Toolkit

Index
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Dedication Page Foreword