This article is adapted from a session proposal to Toronto Agile Conference 2018.
Leadership occurs as conscious choice carried out as actions.
Everyone has the ability to carry out acts leadership. Therefore, everyone is a potential leader.
For leadership to be appropriate and effective, acts of leadership need to be tuned to the receptivity of those whose behaviour the aspiring leader seeks to influence. Tuning leadership requires the ability to perceive and discern meaningful signals from people and, more importantly, the system and environment in which they work.
As leaders, the choices we make and the actions we carry out are organic with our environment. That is, leaders are influenced by their environments (often in ways that are not easily perceived), and on the other hand influence their environments in ways that can have a powerful impact on business performance, organizational structures and the well-being of people. Leaders who are conscious of this bidirectional dynamic can greatly improve their ability to sense and respond to the needs of their customers, their organizations and the people with whom they interact in their work. The following list is one way of describing the set of capabilities that such leaders can develop over time.
- Create Identity: Real leaders understand that identity rules. They work with the reality that “Who?” comes first (“Who are we?”), then “Why?” (“Why do we do what we do?”).
- Focus on Customers: Real leaders help everyone in their organization focus on understanding and fulfilling the needs of customers. This is, ultimately, how “Why?” is answered.
- Cultivate a Service Orientation: Real leaders design and evolve transparent systems for serving the needs of customers. A leader’s effectiveness in this dimension can be gauged both by the degree of customer satisfaction with deliverables and to the extent which those working in the system are able to self-organize around the work.
- Limit Work-In-Progress: Real leaders know the limits of the capacity of systems and never allow them to become overburdened. They understand that overburdened systems also mean overburdened people and dissatisfied customers.
- Manage Flow: Real leaders leverage transparency and sustainability to manage the flow of customer-recognizable value through the stages of knowledge discovery of their services. The services facilitated by such leaders is populated with work items whose value is easily recognizable by its customers and the delivery capability of the service is timely and predictable (trustworthy).
- Let People Self-Organize: As per #3 above, when people doing the work of providing value to customers can be observed as self-organizing, this is a strong indication that there is a real leader doing actions 1-5 (above).
- Measure the Fitness of Services (Never People): Real leaders never measure the performance of people, whether individuals, teams or any other organization structure. Rather, real leaders, practicing actions 1-6 (above) understand that the only true metrics are those that provide signals about customers’ purposes and the fitness of services for such purposes. Performance evaluation of people is a management disease that real leaders avoid like the plague.
- Foster a Culture of Learning: Once a real leader has established all of the above, people involved in the work no longer need be concerned with “safe boundaries”. They understand the nature of the enterprise and the risks it takes in order to pursue certain rewards. With this understanding and the transparency and clear limits of the system in which they work, they are able to take initiative, run experiments and carry out their own acts of leadership for the benefit of customers, the organization and the people working in it. Fear of failure finds no place in environments cultivated by real leaders. Rather, systematic cycles of learning take shape in which all can participate and contribute. Feedback loop cadences enable organic organizational structures to evolve naturally towards continuous improvement of fitness for purpose.
- Encourage Others to Act as Leaders: Perhaps the highest degree of leadership is when other people working with the “real leader” begin to emerge as real leaders themselves. At this level, it can be said that the culture of learning has naturally evolved into a culture of leadership.
- Stay Humble: Real leaders never think that they have it all figured out or that they have reached some higher state of consciousness that somehow makes them superior to others in any way. They are open and receptive to the contributions of others and always seek ways to improve themselves. Such humility also protects them from the inevitable manipulations of charlatans who will, form time to time, present them with mechanical formulas, magic potions, palm readings and crystal ball predictions. Real leaders keep both feet on the ground and are not susceptible to the stroking of their egos.
If you live in Toronto, and you would like to join a group of people who are thinking together about these ideas, please feel welcome to join the KanbanTO Meetup.
Register here for a LeanKanban University accredited leadership class with Travis.
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In reality, Kanban isn’t actually saving Agile nor is it intended to, nor is any thoughtful and responsible Kanban practitioner motivated by this agenda. What I’m really trying to convey is how human thinking about the business of professional services (including software development) has evolved since “Agile” as many of us know it was conceived around 20 or so years ago. The manifesto is the collective statement of a group of software development thought leaders that captured some of their ideas at the time about how the software industry needed to improve. Essentially, it was about the iterative and incremental delivery of high-quality software products. For 2001, this was pretty heady stuff. You could even say that it spawned a movement.
We have already written about how 
