ASSIGNMENT 2

STRATEGIC HUMAN RESOURCE

MANAGEMENT

SUBMITTED TO SUBMITTED BY

NAME - KARISHMA

CLASS - MBA 4TH

ROLL NO - 1811717
Defining Leadership Summary Points

Defining Leadership: direct, align, and inspire

 “The art of motivating a group of people towards achieving a common goal” -- Susan
Ward, Leadership Definition, The Balance
 “Leadership is the art of getting someone else to do something you want done because he
wants to do it.” -- Dwight D. Eisenhower, U.S. President

Leadership vs. Management

 Leadership and management are often discussed as being separate and

distinct elements of an organization.
 The following is one of the most referenced distinctions between the two:
 Leadership is defined as being focused on creating change in the
organization
 Management is defined as being focused on controlling outcomes in the
organization

 Traditional Leadership
 Modern Leadership
 Alige Leadership
 Traditional Leadership

These bullets summarize the Traditional Leadership styles discussed:

 Traits-Based Leadership & Primal Leadership -  leaders have the “right stuff”

(traits) and use skills (Primal Leadership) as needed
 Behavioural Leadership – Consider people & results to achieve alignment
 Situational Leadership – adjust style based on follower skills and maturity
 Transformational Leadership – lead with charisma, discipline, innovation, &
caring

Modern Leadership
Modern Leadership is a Learnable Process

 Leadership is a process where an individual influences a group of

individuals to achieve a common goal

 Authentic Leadership
 Spiritual Leadership
 Servant Leadership
 Adaptive Leadership
 Followership
 Discursive Leadership

Agile Leadership - A Fusion of Modern Movements

Agile is Based in Modern Leadership

 Scrum is based on two types of leadership

 Servant Leadership
 Facilitation
 Scrum achieves this with a few small rules
  Transparency and autonomy for individuals
 Empowered teams assessed as a team
 Transcendent purpose (knowing why)
 Results are greater value delivered faster

Twelve Principles of Agile

These come directly from the Agile Manifesto (www.agilemanifesto.org):

1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with
a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.
 Agile Leaders are Ethical Servants, not Slaves

 The ideas of a "servant leader" can lead to misconceptions of what servant leadership is
about
 Servant leaders are outward focused, emphasizing the needs of others as both a calling
and necessity for the group to thrive
 The simplest idea that captures the servant-leader model is the upside-down pyramid,
adopted below from James C. Hunter's "The Servant:"
 At the root, it starts with Will,  the ability to marry ACTIONS and
INTENTIONS
 The first layer up requires you Meet Needs of those around you, which is very
different from "Wants!"

Leadership Changes Both Direction & Process

 Facilitation is needed when

 Handling disagreements, competing needs
 Making big changes or setting direction
 “The Right Thing” is unclear
 Support (Service) is needed when
 Achieving the goal is highly uncertain
 “Doing Things Right” is unclear
 Environments or process impede the team

Agile Leaders Empower Teams

Designs a Continuously Improving Team Environment by

 Framing the purpose of the team

 Adapting team members to new roles in Agile workplace
 Building inclusive group interactions to source truth & solutions
  Motivating and empowering the team
 Expecting and exploiting conflicts

Framing Purpose Summary Points

Framing Purpose - Why you should start with Why

 A well-framed purpose must include the following:

 We need a clear vision

 Authentic in its source

 Inclusive in its development

 Agreed upon by all involved

 To achieve this well-framed purpose requires a process that must involve

the whole group

Adapting to Agile Summary Points

Adapting to Agile - Learning to Leave Labels Behind

Agile is Scary and Requires Courage

 Every day team members must report progress

 Inside the company there is no title, no position to secure you
 Team membership and what you contribute is a new self

The Evolving Self Theory

  Robert Kegan of Harvard continues the work of Winnicott, stating that the
growth and elaborating of our selves are realized in context

 Need to balance our self and how we relate to others - 

    this is the only way we can define who we are, it must be relative
 We balance achievement & limitations -
    enabling with room for achievement, and supporting with limitations for failure
 Connectedness (Integration) & Independence (Differentiation) -
    the balance of being both and individual and part of group

Immunity to Change: change is hard even in the face of death

 Changing, therefore, requires letting go of our past selves

 This can be extremely difficult for people, especially when they don't want the change to
happen

The Power of Play

Power of Play - Who said work wasn’t fun?

Designing the Environment

 Remember that your job as a Servant Leader is to design an empowering environment

 Good Environments do these two things:

 Make good things easy

 Make bad things hard

Facilitating Means Playing by the Rules

 Great Facilitators design games and let them evolve with the players

 Start with a standard

  Evolve for your team
 Let your team evolve it themselves

 While improving, ensure it remains:

 Simple
 Enjoyable
 Inclusive

Mastery, Autonomy, Purpose Summary Points

Mastery, Autonomy, Purpose - What moves you?

Empowering runs on motivation

 According to Daniel Pink’s book DRiVE

 Motivation is largely intrinsic

 Based on studies at MIT
 Money drives basic, rudimentary tasks

Summary of Motivating the Team

 Develop Mastery

 Staff well and let them grow

 Pair up for training & mentoring
 Model & reward learning

 Autonomy is faster, more accurate, and uniting (despite being individual)

 Purpose becomes transcendent our concerns evolves to be social

Agile Leader's Challenge Summary Points

Agile Leader's Challenge Summary Points
Agile Leader’s Challenge - Empowering to Align

Agile Leaders Support Complex People Systems

 Agile Leaders must be excellent at sensing and communicating

 Able to identify & meet needs
 Able to listen and act with little bias
 Only then can you successfully engineer the people system!

People Systems Engineering Drives Performance

 People Systems are complex and overlapping

 Agile PMs must sense and align individuals, teams, and stakeholders

Learning to Lead by Listening with Control (Story One)

 This is a story about my personal experience earlier in my career as a new project

leader...
 Developing siting and investment support system
 Had great Success and stress in this position
 Gained lots of experience and reputation for delivery

Agile Leaders Must Sense & Manage

 Requires empowering yourself (what we’ll cover in this week's lessons)

 Awareness
 Habits
 Focus
 Requires empowering others (what we’ll cover in the next week's lessons)
 Establishing systems of ownership
  Sensing & influencing the system
 Resolving of conflicts

Understanding Decision Bias Summary Points

Understanding Decision Bias Summary Points

Understanding Decision Bias - But you can’t know it, because you’re biased

Identifying and Overcoming Distortions

 Anchoring Bias                 (high-ball, low-ball)

Priming an answer by staying close to the first suggestion, whether it's reasonable or not.
One pervasive example of this is when hiring someone the recruiter asks "so what are you
making now" to anchor your salary as low as possible; even though you should be paid
based on market, performance, and feasibility factors.
 Availability Bias                (it’s on the news!)
Assuming something is more common than reasonable because it's always mentioned or
around you
 Bandwagon Effect            (everyone does it)
Presuming something is right because others do it
 Blind-Spot Bias                 (never saw that)
Not considering options that never occurred before, but are completely reasonable
 Choice-Supportive Bias   (mine is best!)
Preferring a choice or certain qualities on a choice because they align with a previous
choice you made
 Clustering Illusion            (looks like a pattern)
Finding a pattern where items are random, such as lotto numbers
 Confirmation Bias            (just as I thought!)
Seeing only the evidence that confirms your hypothesis
However, we can simplify the equation by aligning the four major groups of biases to four
limitations we in our conscious cognitive processes:

1. Lack Memory for Everything...so save space by…

2. Too Much Info to Consider at Once... so we only notice...

3. Lack Time To Think About It..so assume that…

4. Not Enough Meaning In the Data..so fill in the gaps with…

Managing Decision Bias Summary Points

Managing Decision Bias Summary Points

Managing Decision Bias - Is thinking clearly even possible?

Managing Bias Requires Special Skills

 Emotional-Social Intelligence (ESI) helps identify and remove bias

 It is difficult to improve, but can be done with focus via “mindfulness practice”
 Focus is a primary driver of performance in schools, sports, and the workplace

 ESI can help remove bias

 ESI Improves Leader Performance

 Mindfulness Practice Builds ESI Competencies

There are many benefits to practicing Mindfulness:

 Emotion Regulation
 Attention Control
 Self-Awareness
Summary of Managing Bias

Self-Awareness, Self-Control, & Social Awareness

Protecting Focus
Protecting Focus Summary Points

Protecting Focus - Creating the Cocoon

Designing Your Decision Making Environment

 The killers of focus (we’ve covered):

 Negativity, stress, and anxiety

 Interruptions
 Multi-tasking

 The builders of focus:

 Drive positive thinking through small wins! Again and again!

 Gain flow with a safe, secure, and empowered workplace

Designing Decisions

Designing Decisions - Establishing accountability

Agile Leaders Know How to Facilitate

Facilitators Enable and Guide Decisions

 Defining the Decision Space

Agile Leaders Facilitate & Regulate Decisions

Nudging Behavior
Nudging Behaviour - Tapping Team Unconscious

 Types of Nudges include:

 Default rules  - e.g. "automatic enrollment"

 Simplification - e.g. "just show up and claim it"
 Social norms - e.g. "most people do it"
 Added convenience - e.g. "we'll pick you up"
 Disclosure - e.g. "our monthly donations have gone up, help us keep it going!"
 Pre-commitment - e.g. "will you commit to helping someone like we helped you?"
 Reminders - e.g. "It's almost time to collect your tax-refund, file today!"
 Eliciting intentions - e.g. "what issue do you plan to vote on?"
 Inform with data from past behavior - e.g. "because our party didn't show up at the polls,
we lost the initiative"
Leading to Done

Leading to Done Summary Points

Leading to Done - Influencing Processes and Controlling Authorities

 Agile is Design for Continuous Improvement

 Agile Leaders Empower Teams

 Separation of Leadership and Authority

Leadership can steer the ship, but without a well-managed ship – you sink!

Controlling Execution is Business Engineering!

Key Benefits of using Agile for Project Control:

 Transparency
 Stakeholder Agreement
 Meaningful Milestones
 Authentic Insights
 Continuous Improvement

Other Techniques included in the Agile for Project Control course:

 Agile Systems Engineering

 Controlling through measurement
 3Ps - People, Process, Product
 Scaled Decision Science that Works
 Enterprise alignment of Agile Teams